The Asian Manager, March 2003 Issue by Sherbet Manalili

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lt The Ford Fou.dation underwrtes an I'iBSca5ewiting ol As'ancase stldie! tor the B.guio Advanced ManalemenrPr4ram or9anned by the Execltive Tr.r.ing ln(rrute ol th€ Ph,lrpprnes.

, Ate.eo de ManiLa{aufches rt5 tulr t'me MBMprogram.at€neo presrde.t F. Franclsco Araneta S.J appointsTom John5on . lresh gradlare from uB5. as MBMprogr.m drector loFnso. adopts rhe HBs cunrculum for rhe MBMprogram. rl9 edlcated FrLrpinos erve .5 NrBi lacu(1y,rn<Ludrng Vrctor Lim tMassachusetis lnstriure ol Te<hnoloqyl ^ r t l r o T a n c o( H a r v a r dS u r n e s rS c h o o La) .n d R o b e ( O n g p r nl l r a r v a r dB u ' n e i s 5 c h o o t ) .

The U.rred stnte! Agencylor International Development and The Ford Foundationprovlde additioMl funding of UsS100,00oand U5S110,0@ resp€ctivety,for tacult, dev€looment,lib.ary lacllties and equipment. c(a$ee begln at ihe new campusin Makati, Enroument in the MBM9rogran rlrges to 215 nodents fron Korea, Japan [4aL.ysia,Ceylon,Thailand, Paki3tan,Indonesra, Vretnam, ralwan, Phitipp'nes,and the l.lntredSrar€s,

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croundb.eakhq of rhe n€w AiM c a m p u rr n M a k a t i .C o r n c r d j n g w r t h t h e 5 t a n o f r r si o r m a t operaOonr,AIM recerve5 20 endowedprotesso.aL chats lrom the Phrlrpprae butrneerconmunity The Sftial security systeh approvesa 5tudent Loan F!nd of PnPI miLLion.

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lhe laculty respondl to the rcrldwide .ecersionby ofle.ing short-tero ex*utive developmentpro8r.mi. Prol. €liton Salazar,Sr p.oqotes a rhort.tern pro3ran for fir*-levelmanagers, whlch would tater be.ome the Baic lanag€ment Prq..m- Tr'e BMPsets the tone lor oth€r rhort cours$ laufthed within rhe year, 3!ch as the Arr TransponCouE a.d the r&naSementoevelopment Program.The o€ year Mast.. in Ma.ag.ment Pro8ram's launched, ^n avefa8eof about 5t* ol the studentr are lrom ove.seas.

The Fo.d Foundationprovlde, USt ?24 000 to tund operatio6. Class€sbegin at lhe Padre Falra Campusr. Manila lihe premrsetoi Ateneos Busjness9chool) ALI admltt 94 tr3i year tiude.B r.to the Matter rn g6ine!! ManaSementproqram.

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All s Internationrl Boardot Governort repreF.ting Hdg long, hdon€rla. Japan? Malayna, Phi(ippin.!, Sin3.pore, Replbiic of Chin!, and Thaiiandhol4 iB tirrt meeting. The Eoard ot GovernoBwould latcr expandto include.ep.esenrltiv.s irm Aurtralla, Brunel Darursilam, Canad., Indla, south lo.ea, Unrt€d(ingdom, United statet ot amer'ca and vretnam.

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An S6V Foundarro.ieasrbiLrtysrody or ihe propoed 5ch@Li5 pferente! !o Ateneo and De La SaLLe The Ateneo Faculty Senateand Boardof Tru5lees!nanho!sty approvedthe me.ger, De La 5.lle aPprovesthe mefger AlMl charter membeGconvenefof rhe tirst time

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Alefeo de Ma.rla LJnrvedty, 0e La 5aLleCollege, and rhe P h ' l ' p p i n el . t e f U n r v e B r t y Consor!rumr€cervera irve year, U S 5 1 . 2m r l L r oB n f a n tl r o m t h e Ford Foundationlof the developmentot a lulL.time

De La salte aoLLege 5end55choLa6to the USA.includi.g Francu.o Befna.do. Jr. rSranlordU.iverrity) and EduardoRobe.to 1!nrverrry of Pefnsytvani.s wha(on 5ch@l n r m o l S u l n e s s rt o ! p D e L a S a L L ebso s i n e $e d u c a r o na n d t o 5 t r e n g t h e int s r a c u l i yh n e ! p

DonElgenio Lopez,5. pledgesPhPt mr{honrn the nane oi rh€ E l q e n i oL o p e zF o u n d a t E nI,n c . f o r l h e c o . s l r u c t , o no i t h e b ! i L d r n g r h a t w t L th o l s eA l M .E v e n t u a L liyh,e d o n a l D nw o l l d t o t . L P h p6 . 5 m r l L i o n . rarme Zobelde Ayalarorma{rz$ AyalaCorpoDtrof 5 pledge or a o.e nectare site In M:kair to. lhe new sch@L The nstiturer Boardof Trurreesir.ons!rt!ted Washin3to.SyCipE eLect€dChatrman. 5 t e e h e fN . F ! L l e rt h e n t h e A 5 5 o c i a tDe e a nf o r t x r e r . a L A i i a r i a l rhe 885 acceprsrhe pon as the trBt AIM Pre$d€nt The arrr\Screntrtic Rese.fchFoundation.Inc. it incorporatedar a pnvale, no. 5tock, .on proiil orqa.izaron to assureben€tactorsot rax creditslof their do.ano.s

sixro (, Roiasir€le.red P.lri(bnt ot th. Initrtut€, cabino A. t.n.!oza ts ct€(t€d Deanot rhe Insrtture.6a3ton Z. Odig.3, 5r. G appointld As!o(1at.0.an for Facutty.

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Fra.clro P 0ern6rdob..oln!3 Aliociata D€anfor Stld.nt'.nd Alunni.itLt srl.Ilr B appoinled &s61.t.0!!n for F.€!lty,

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_ " , It 0abino A. Mendoz.li elected Pretiddr. AIMlaunche5the Ru.al oeElopment l anagementProlram wlth lunding from The fo.d FoiJndaUon, rhe KonradAdenauerFound.tion joio fo.ces wlth Ford !o turther srrengthe. the inlritut?5 flrrt malor oevelopmentl anagementprogram.The program would Senerateove. 25 rcrkhopr and.du..ttonal prolrams, five bookr. hundredrof c.t€e and . wearrh 01 hdlrrry not6 add.e33inqd.vetoOmenrisiues. 1'heUSAIDlundr. ne rae.r.h inrti.riv. - fh. smalt .nd ^{.dlom Susinett tmprovemot Progrrm,

AIMcondu€t3rtt lntt AdvancedSank$rn!g.mcn! Pro8ram, The thlrd floor of the hain building, the iccond ftoor ol lha cal€t€rla, and the Em6s do.mtory ar. @nstruct.d wirh ar*tince lrom th€ Phillppine,Kore.n, Indd6i.n, r/|l.Wi.n, Talwan.s€,Thal, and Japanei. bur'ners comrnlnitt.r.

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tJU auil d.siqff .e* programr .nd o{fa6 rno.. of itr r€gut.r p.ogr.ms ov!rs€.. in 8a.gtok, Pen.nt, Jal(.nr, Xq{r Lumpur, Xota Xinabalu and Xu<hin8.

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AN A9IIN INSTITUII Of IIIMGEr{ENT PU8LIANON

TheAsianManager l,tARCH2003 EDITORIAL TEAA4 AIARIANIEVES R. CONFESOR Editor-in-Chief LUIST. CRUZJR. l'lanagingEditor (ATIGBAK-IVIANALILI SHERBET ContentEditor A4ARCO H. RUBI-CRUZ Art Director

My dear Atumni: It's time to greet each other

a HappyAnniversary!

50 much changehas taken ptace in 35 years, wjth so much more to be proud about. Where we weTeonce noted for our businessmanagementsavvy,the AIM now excets in fietds of devetopmentand entrepreneurshipwith our very own niches i n t h e a r t s , i n h e a t t h ,i n e d u c a t i o na, n d i n e n v j r o n m e n t aglo v e r n a n c e . Where we were merety hosted on the friendty Ateneo Universitycampustn PadreFaura,Manila,we have since then been hai(edamongthe pioneer retocatorsto Makati in the good companyof prime moversand shakersof the Phitippjneand regionateconomy. Physicaity, the AIM of the new mjtLennjumhas now outgrown its facitities and majntainsa regionaIand cyber presence.

ln our first academicschootyearin 1969-7O,under the presidencyof Harvard University'sDr. StephenH. Futter,our roster consjstedof 20 facutty members ( a t tm a t e ,F i t i p i n oa n dA m e r j c a nc)o m p r i s e o df 1 3f u t L - t j m e a n d7 p a r t t i m e RoseO.bigo, Ca.mela Maravillas-Salim, professorswho \aere responsibtefor 143 MBMstudents. GraceSablaya, JoelAdriano, MariaPherpetua Carandang, Today,62 tenure-trackfacutty reftect genujnedemographjcdjversjty: an age MichaelBenedict Lopez,MarisStellaMortel rangeof 31 to 67 years, 30% femate, 31%with doctoratdegrees,representing PatrickSianghio, SherylSevilla, graduates from unjversitiesin Asia, Europeand the United States.The facutty VivienLabastilla, Sherbet Katigbak-Manalili complement reftects the institution'sown cuTrentacademjcthrusts 607. PiaAdadi& LeviVerora wjth significantcorporate and entrepreneuriatexperience,20%with Contributing Writers muttitateratagencybackground,26%wjth deep involvementsin the NGOsector, 44%with excetlent track recordsin qovernmentat cabjnet and subcabjnet and WETTE BAUTISTA.EVANGâ&#x201A;ŹLISTA tevets. EDENS. CARDENAS Distribution& Circulation As we matured over time, our commjtmentto the region has remained.our J a p a n e s eI,n d i a n ,S i n g a p o r e a n l n, d o n e s i aa, n d 5 r i L a n k a nf a c u t t y ' sp r e s e n c e ROBERTO F. DE OCAI'IPO t e n d s i g n j f i c a n t ttyo t h e I n s t i t u t e ' A s s i a nc h a r a c t e rb o t h i n c o n t e n td e t i v e r y . President AsianInstituteof lrlanagement and experientiatcontext, addressjngaptty the managementeducationneedsof teadersand managersfrom the pubiic and private sectorsof the regjon,s I,IARIANIEVES R. CONFESOR economies. Deanof the Institute A n d s o t h e s ed a y s ,o u r a c a d e m i cj o u r n e yt a k e su s f u r t h e r a f i e l d t o p r o v i d e EDITORIAL BOARD tradjtionat degree programsas we[( as innovatjvecoursesfrom Manj(ato M u m b a i ,f r o m B a g u i ot o B a t j ,f r o m M a k a t it o S h a n g h aai ,n d f r o m a t o p t h e IIARIANIEVES R. CONFESOR Himalayasjn Bhutandown into the hjntertandsof the Greater Mekong Chairman S u b r e g i o nT. h e r ew e c o n t i n u o u s tdye f j n e a n d r e d e f i n eo u r i n s t j t u t i o n ac{ o u r s e s o t h a t o u r 3 0 , 0 0 0a t u m n jf o r c e m a y y e t g r o w i n n u m b e r sb, u t e s p e c j a t tiyn IIARVEEP. CELI quatity, to becomethe tru(y great Asianleadersand managersour reqion so ExecutiveManagingDirector richLydeserves. Institutionatand InvestorRelations CHARINA R.ONGA4ANCHI ContentCoordinator

MOHANAA.PHADKE Chairman Federationof AIMAtumniAssociation, lnc. FELIPER. DIEGO Chairman AtumniAssociation of AIM PhitippineChapter

K e e pi n s t r i d ew i t h v o u rA I Ma n d w a ( kt a t t !

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NIEVES R. CONFESOR Dean of the Institute

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Leadersof Change At 35, the Asian Institute of Managementstandsat the crossroads.The introductionof a multi' schootsystemand the offering of new managementcourseson information technotogyand the humanisticfietds of education,the arts, and healthcare,promisea strongerdirection and a more and keepstrue to its responsivepositionfor AIM as jt servesits diversemarketsand stakehotders missionof devetopingthe future leadersand managersof Asia.

COVER STORY:

of Change Leaders

INTOTHEWTO: CHINA'5ENTRY

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lmptications to AsianTrade& InvestmentlE

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Gtobatin Thinking, Asianin Presence

Ceiting El & the Gtass Women

Chipoff the otd Btock

- Womanof Substance - The Advocate& the Activist - Life BeginsBefore40 - Breakingthe GtassCeitingin Korea

- DoubteAct - In Retrospect - Futfitting Dream a Father's - LikeFathet LikeSon - A Father's Pride

28 30 32 34

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The personaljourney ofthis sociai entrepreneur beganon a ricefield.

Principled leadership can haveproloundrmpact on socretyand rl providesa truemeasureofone's loveof counlryandfe iowmen

The Dean'sMessage:GlobalinThinking, AsianIn Presence

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women advocatesol the pastdecadearguedthatthe nclustonol womentnthe executtve suitewouldcontribuiegreatlyto the successof the company. The personaljourney ofthis social entrepreneur beganon a ricefield.

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"TheStoryof Us" _

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Romancing the Past

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Homecoming Vignettes& the Rushof Memories ___@ Btazin NewTraits Fromthe Editor

CtassNotes

ShortTakes

An Angelin the Ricefietd

TheAsianManager S H O R

T A K E 5

JBFCenter ProfessorNeri ComesHome On Board 747 Last January30, 2003, the newly-minted DirectorGeneraIof the NationaIEconomic DevetopmentAuthority (NEDA)and AIM ProfessorRomutoL. Neri showcasedthe PhitippineGovernment'seconomicagenda throughhis presentationentitted 'The PhitippinePotiticaIEconomyand the Convergence of Advocaciesfor Reforms"at the 4thLectureof the JBFCenter's4thLectureSeriei. ln his taLk,Prof. Neri mentionedthe probtematicissuesof the country'spotiticat economy(i.e., otigarchicstructure),identifiedthe areasof convergence of advocacyand growth programssuchas Ptan747, MTPDZetc., and proposedvariousaction priorities usinga nationalweatth creation formuta. Dr.ErnestoPernia,LeadEconomist of the AsianDevelopment Bank(ADB),and DeanEduardoA. Morato,Jr. of AIM'SWsycip GraduateSchootof Business, servedasreactorsto Prof.Neri'slecture. )>More

PolicyCenter Open Skies: ls it Time for the Philippines?

JBF activities at page12

The PoLicyCenterhostedthe lSth instaltment of the gtobatizationlecture seriesfeaturing Prof. Victor 5. Limtinganpresentinghis paper on "OpenSkies:ls it Time for the Phitippines?" The presentationfocusedon opportunitiesfor the Phitippinesin havingan open skiespolicy, and proposedto let the market decideon the numberand frequencyof ftights and seatsto

andfrom the Phi(ippines.He arguedthat the government is in the weakestpositionto identify thosefigures, and that it shoutdbe teft to the market ptayershow to best providethe services. He arguedfurtherthat this woutdatso be a way to bring in more tourists and their doltarsto the [oca[ economy. Reactionsto the presentationwere given by Dr. NarzalinaLim, DOTUsec.Evetyn Pantig,DLSUProf. Tristan , acapanpan,and Atty. Carmeto Arcitla of CAB(representativeof DOTCSec.Mendoza),the last two beingin favor of the statusquo. The event was attended by representativesof the diptomatic corps (with severalambassadoB), the academe,PAL,civit society, travet agents' association,and others from the private sector.

Launchingof the World Development Report 2002/2003 In cooperationwith the Wortd Bank OfficeManita,DENR,and the Phi(ippineEconomicSociety,the PoticyCenter hostedthe taunching of the Wortd Bank'sftagship pubtication- the annualWortd Deve(opmentReportwith this year's therne of sustainabtedevetopment and specialfocuson institutions. The study concludedthat for true devetopmentto transpire,it had to work within the watls of institutions and therefore reform in these institutionsare a pre-requisitefor change. The event was keynoted by DENRSec. HehersonAtvarezand with reactionscomingfrom Prof. Cietito Habitoof Ateneode Manita University,Mr. DetfinGanapinof the CounciIfor Sustainabte

Devetopment,Mr. Peter wattaceof WaltaceBusinessForum,and Prof. Tessdel Rosarioof AlM. Mr. Wattacesuggestedthat this study woutdagainbe just anotherpiece of paper if it faits to reachthose that are in the positionto effect change,and thus recommended to pursuea more vrgorous dissemination campaign.The taunchwasattendedby 150 representativesfrom civiI society, private sector,the academe,the donor community,and the diplomaticcorps.

W. SyCipvisits Bangkok LastNovember2002,Mr.Washington SyCipvisitedBangkok.Wetcomedby top business executivesoverdinneron November29, 2002,Ms.PorntiplyimaPun, Presidentof the AIMAtumniCtubof Thaitand,andM.R. PridiyathornDevakuta, Governorof the Bankof ThaitandandGovernorof AlM,tookthe opportunityto personatty handoverthe AIMCtubof Thaitand'sdonationto the Washington sycip GraduateSchootof Businessto Mr. WashingtonSyCip.

Policy Center together with IMF DeliversResultsof Key Study In cooperationwith the Internationat MonetaryFund(lMF) RegionatOffice for Asiaand the Pacific,the PoticyCenter hosteda forum on the resultsof the study entitted "Eva(uationof the ProtongedUseof IMFResources." Mr. DavidGotdsbrough,Deputy Directorof the IMFIndependent EvatuationOffice, presentedthe resuttsof the study which pointed out, amongothers,that certain conditionsimposedby the IMFted to the protongeduse of the IMF'S resources. FormerPrimeMinister CesarVirata and AIMProf. Victor were the main Limtingan commentators.

BuildingBridgesBetweenPeoples: National lnterfaith Conference In partnership with the BritishEmbassy andthe BritishCouncit, the Policy guest with lecturerDr. Centerhostedthe first nationatinterfaithconference Farhanl'lizami,Directorof the OxfordCentrefor lslamicStudiesat the Universityof Oxford. Dr.Nizamiindicatedthat att retigionsare inherentty askedto understandthe other retigions.Theconferencebroughttogether varioussectorsandretigionsto increaseunderstanding anddiatogueamong peoptesof diversefaithsto promotegenuineunderstanding andunity. Muslim pointed instances of andCatholicleaders to the fact that manysmatL interfaithdiatoguehadatreadybeenoccurringaroundMindanaowhichtedto the conctusionthat researchwasa keyetementto better understanding amongretigions,aswett askeypoticyreformsthat take into accountthe variousretigionsbetiefs.Ambassador PaulDimondwetcomedthe participants andSec.LuisLorenzoandSec.EduardoErmitareceivedkevreactions.

5 H O R

T A K E 5

Pushing the Mindanao Agenda In supportof the Government'seffort to promote tong lastingpeacein the country and to step up Mindanaodevetopment,the AsianInstitute of ManagementPoticyCenter,the pubtic poticy think-tankof the Institute that seeksto promotethe competitiveness of the Phitippinesand the region throughresearchand advocacy,has establisheda major programthat seeks to identify policy recommendations to improvethe competitiveness Dotentialsof Mindanao. The MindanaoDeve(opmentSerieswhich was formattyestabtishedin 2001 providesboth researchand advocacyto identify poticiesand projects to addressnot onty the hostititiesin the regionbut more importanttythe povertysituationin Mindanao increasing which hasbeenconsidered as the root causeof the probtem. lt servesas a bridgefor government,business and non-government organizations to engageinto a diatogueand come up with consensus on poticiesthat shapeMindanao's future. Evenbefore the Abu Sayyafattack in 1999,the PolicyCenter has atreadybeen activety invotvedin hetpingkey cities in the southernregionthroughresearchand capabitity buitdingseminars.Amongthe recentmajor activities of the programare: Researchand Seminarson the MuslimPersDective on the MindanaoCrisis,Researchon the Revivalof the Brunei,Indonesia, Mataysia, Phitippines,EastAsia GrowthArea (BIMP-EAGA), AnnuatMindanao BusinessConference,Seminaron ConftiCt Resolutionin Mindanao,Certificate Courseon PeaceEducationin Mindanao,ResearchStudieson the DevetoDment Initiativesof KeyCitiesin Mindanao,Researchand Workshops on Federatismas an AtternativeLong-termSotutionto the Probtems in Mindanao,and NationaIInterfaithConference. The project has atso been conductingcompetitiveness studieson the winnerindustriesof Mindanao with the end ggatof addressing probLems their and enhancing their competitiveadvantages.Amongthe industriesthat have been tookedinto are: tuna, coconut,seaweed,rubber,corn, and rice. Amongthe upcomingeventsof the programare: InternatConftictsin AsiaSeminarin Marchwhich is a joint project with East-WestCenterin Washingtonto be attended by teadersand peacemakers from Asia and the Pacificand United StatesInstitute of Peacejoint project PeaceEducationin Mayto be participatedin by teadersfrom the academe,government,NGOand business sectorsin Indonesia. The PoticyCenteris currenttyworkingon the estabtishment of an lstamic StudiesCenterto examinethe rote of lslamin Asia, SoutheastAsiain particutar,and to devetopa futterunderstanding of the currentand tikety future rote of lstamin key countriesin the regionand to contribute to the better educationof citizenson the lstamicwortd and communities. Researchhasshownthat this witt be the first Centerin Asiathat witt took into crosscountryissuesconcerning Mustim-Christian retations.

World Banklnstitute Launches First Water l{anagementCourse in the Philippines

The WortdBanklnstitute(WBl),the tearningarm of the WorldBank, taunchedthe first certificate programon IntegratedWater ResourceManagement(IWRM)via the videoconferencing facitities of the AsianInstituteof ManagementWortd BankGlobatDistance LearningCenter(AIM-WB GDLC) from January14 to 17, 2003. The four-daycoursewas beamed tive from Washington,D.C.to participants in the Phitippines, Vietnam, Indonesia,and Sri Lankar. '"Thisis a very timety course offering given the headtinesin Manitaa few weeksago on the probtemsfaced by one of the metropolitanarea'ssuppliers," noted Prof. Federico Macaranas,Executive Directorof the AIM-WB Devetopment ResourceCenter (DRC),in his opening remarks."lt atsocatts attention to the gtobat gap in water demandand suppty which may be even threatenedby terrorists." The IWRMcourse,the first in the Phitippines, examinedopportunities and chattengesassociatedwith the useand maintenance of water resourcesin the context of the economic,sociaIand environmentat constraints of a nation. In attendancewere luminariesfrom the governmentand the private sector.

A AAIMco n fer sHonorand P re s ti g e Rec o g n i ti o nt o O ut s t andin gA l u mn i Theyare the menandwomenwhoselivesare portraitsof passion unmistakable to their profession. Today,they are remarkably the characters that definewhatit takesto cross'theroadlesstraveted'and makea differencein the livesof others.TheAtumniAssociation of the Asian (AAAIM) Instituteof Management recenttypaidtributeto theseso-catled menandwomenin its secondbatchof AIM outstanding atumnifor the year2002.

The ceremonies dubbedthe "Honorand PrestigeRecognition and Champagne CeLebration" soughtto recognize atumnjof the AsianInstituteof Management with outstanding achievements in different fietds of endeavorsin the Phitippines. The accomptishments maybe in areassuchas government,private sectol nongovernmentorganizations, sports and the tike. Createdby the 2001 atumniboardof AlM, the recognitionis attributed for the honorand prestigefor suchexceptionat undertakings to AIM and to its atumni. Heldon '11December 2002at the Asian lnstituteof (AlM), Management the Honorand PrestigeRecognition awarding ceremoniesrecognizedits second batchof atumniachievers. This time, the recipientswere: GuittermoParaynoJr. (MBM'77), commissioner of the Bureauof InternalRevenue; RupertoNicdao

Jr. (MBM'77), presidentof the Kapisanan ng mgaBrodkasters sa Pitipinas; and Francisco Enrique Bernardolll (MBM'93), chairof JADGroupof Companies and recipient of the AgoraAwardfor Entrepreneurship. Atsopresentduringthe awarding were AIMPresidentRobertode Ocampo;AAAIMChairmanFetipe Diego(MBM'73); MAIM Secretary EtsbethMacdonatd(TMP '01); DirectorsErnesto Guzman(llf\ '91) and WitfredoChato(AfC '771i ExecutiveDirectorof AAAIMDutceCasactang (MBM'73) as wetl as atumniguestsandAIM facutty. EtsbethMacdonatd,AAAIM Secretary noted that the awardingof the second batchof outstanding atumniis AIM'S way of 'cetebrating the success'of the AIMatumnias wett as an appropriatevenueto appreciatean atumnus'contributionto business and society.Hence,the eventis in itsel.fa "gtoryrub-off"of the

Thesemen continuoustystrive to make a difference: Ruperto Nicdao(top),6ujttermoParayno (middte,Leftphoto)and FranciscoBernardo(middle, bottom photo).

awardees'extraordinary achievements to the rest of the atumnicorps. Awardeeswere given Certificatesof Recognition and will be acknowledged oncemoreduringthe AnnuaIAtumniHomecoming. The Honorand PrestigeRecognition is conferredto an atumnusthrough nominations from ctassmates and friends.The atumnusmusthavehad recognitionfor outstanding achjevement or servicefor the past year, had been etected to a distinguished office or had been appointedto a significantposition in the government or the private sectorthus earningthe opportunity to inf(uencethe tivesof the Fitipinos. Pastrecipientsof the award w e r e : G i n aL o p e z( M D M ' 9 3 )f o r t h e B a n t a yK a t i k a s aP nroject; l g n a c i oB u n y e( M M' 7 6 ) , P r e s s Secretaryof the Arroyo a d m i n i s t r a t i o na;n d G e n . E d i t b e r t oA d a n( M B M' 7 9 ) , S u p e r i n t e n d eo n ft t h e P h i t i p p i n e Mititary Academy.

AusAlD Sponsors Book Launchingat the AIM-WBGDLC

The AsianInstituteof ManagementWortdBank'sGtobatDistance GDLC)was LearningCenter(AIM-WB AIMExtendsHandto the Membersof the Academe as venue for the recenttychosen 'The ptayed Management host to more than seventy-five TheAsianInstituteof launchingof the bookentitled presidents (75) educators,ted by their respective or schootheads, PhitippineEconomy:Devetopment, institutionsin " via morethan a dozentertiary [eve[educational representing Poticies and ChaLtenges, Metro Manitaupon the invitation of AIMPresidentRobertoF. De Ocampoon with Austratian videoconference "Expanding the Deve(opment January30, 2003. The programentitted NationatUniversityin Canberra, Networkin Education"washetdat the AsianInstituteof Management-Wortd Austratiaand via webcaston Resource DRC). BankDevelopment Center(AlM-WB February13, 2003sponsored by the Agencyfor International Rector/ Austratian headswere ted by SanBedaCotlege's The visitinguniversity/cottege (AusAlD). Devetopment President Fr.AnscarChupongco, OSB;CotegioDe SanJuanDe Letran's Rector/PresidentFr. Edwin Lao, OP; St. BenedictCottege'sRector/ President (TUP) The book was edited by University University of the PhiLippines' Fr.Atoysius Maranan,OSB;Technotogicat (UP)-Ditiman ng Lungsod ng Maynjta's President Dr. Fedeserio C. Camarao;Pamantasan of the PhiLippines (Puvt)Vice President for Academic AffairsDr.VirginiaSantos;and La facutty, Departmentof Agricutture Vice Presidentfor AcademicAffairs Dr. Ronatd Consotacion CotLege-Manita Undersecretary ArsenioBatisacan, The rest were ted by the CottegeDeansof the Trinity Cottege; Pastrana. and AustratianNationalUniversity ng Lungsod ng Pasig(PLP);Perpetua[HeLpCottege;Manita Pamantasan (ANU)facuttyHatHitt. lt examines University CentralUniversity(MCU);JoseRizatUniversity(JRU);Potytechnic aLtthe majorfacetsof the (PUP);University of the East(UE);MapuaInstituteof of the Phitippines Phitippine economyand (MlT); san Sebastian Cottege(sSC);5t. PautCottege-Manita Technotogy poticy,assesses trends development (SPC);EmitioAguinatdo EraUniversity(NEU);DetaSaLte Cottege(EAC);New '1980s, identifiesmajor sincethe ArettanoUniversity;and of 5t. Benitde(DLSU-CSB); University-Cottege providesa poticy issues, and Phitippine Women'sUniversity(PWU). and batancesheetof achievements past over the decades deficiencies In his openingremarks,AIMPresidentDe Ocampomentionedthree reasons and beyond. lt atsohightights why they were invitedto AlM.First,to be acquaintedwith the extentof the (GDLN); Learning Network second, to Bank's Gtobal Distance future chattenges that needto be Wortd throughthe experiencethe tatesttearningmodatitiesin the Phitippines is to addressed if the Phitippines DRC;and tastty,to invite them to be AIM'Spartners facilitiesof the AIM-WB durabte, embarkon a sustainabte, in its pursuitfor furtheranceof knowtedge. and equitabtegrowth trajectory. AIM-WBDRCExecutiveDirector Dr. FedericoM. Macaranasthen presented with the assistance of the the components of the Centerand its capabitities, Speciatist. AIM-WBDRCInformationTechnotogy of Agreement(MOA)betweenAIM The ceremonialsigningof a Memorandum respectivety, soonfottowed. Prof. and SanBedaand St. BenedictCotteges, and Fr. De Ocampo,signedin behatfof the AlM,white Fr. Chupongco, Atoysius, signedin behatfof san Bedaand 5t. BenedjctCotleges, respectivety.Dr. Maracanassignedas witness.

Invited to providethe keynote Ptanning addressis Socioeconomic Secretaryand NationatEconomic Authority(NEDA) and Devetopment RomutoNeri. H.E. Director-General Ambassador RuthPearce,Austratian to the Phitippines, detiYeredthe ctosingremarks.

AIMPtayedHostToWortd BankStudyPresentation

The AsianInstjtuteof Management-Poticy Centet in with the WortdBankand the Foundation cottaboration for Economic Freedomhosteda Dresentation of the "lnnovatjve WortdBankStudyentitled EastAsia:The on January 30, 2003 at the Asian Futureof Growth," Bank'sGtobaIDistance Instituteof Management-Wortd (GDLC). LearningCenter

The study,presentedby its authorMr. ShahidYusuf,is the mainoutputof a three-yearresearchprojectof the WortdBank,initiatedat the requestof the Government of Japan,on the future directionsof economjcchange in EastAsia,with emphasis on how the approaches to in the regionmightevotvein the earty devetopment 21stcentury lt seeksto identifythe choicesavaitabte to EastAsianeconomies as they attemptto resumeand growth in sustainrapid a changing,morecompetitive, and moreintegratedwortd environment. Mr. LtoydMcKay,[ead economistof the WortdBank Officein Manila's(wBoM)introducedMr.Yusuf. He also providedthe openingremarkswhiteAIM-WB Resource Devetopment Center(DRC)and PoticyCenter ExecutiveDirectorand Centerfor Devetopment provided Management DeanDr. FedericoM. Macaranas the ctosingremarks. Dean After the presentation, notedeconomists, Intat,Deanof the De La Macaranas and Dr. Ponciano AngetoKing SatteUniversityCottegeof 5t. Benitde's lnternationat Centerwere invitedas Dresentationreactors.

RVRCenter Trainingfor the Boardof Directors CorporateGovernance of Corporations, Banksand Quasi-Banks The practice of corporate governance is widelyrecognized as importantnot onl.yto the proper management of firms but aLsofrom the pointof view of protectingthe integrityof the marketsystem.In response to the growingconcernin Asja for good corporategovernance practices,the BangkoSentralng (BSP)and the Securities Pitipinas (sEC and Exchange Commission Memo.CircutarSeriesof 2002)have mandatedcompanies to participate in CorporateGovernance Training Programs for their Boardof Directors.

underits CVStarrChairfor CorporateGovernance and the JBF Centerfor Bankingand Finance, devetopedthe Managing Corporate jn Asia(MCGA) Governance CorporateGovernance Trainingand Seminars Programfor Boards.

The Managing Corporate Governance in Asia(MCGA) CorporateGovernance Training Programis an executive management educationprogram ajmedat trainingexecutives at the highestlevetswith the rudimentsof corporategovernance. Thisis AlMs growing response to the concernin Asiafor developing corporate To futfitt the needfor Corporate governance infrastructurethrough Training,the RVR Governance of Phitippine Centerfor CorporateResponsibitity comptiance

Banksand QuasiCorporations, Bankswith the sECand BSP standards of corporategovernance. The coursewi[ run for 2 days coveringsetectareasdesignedto suit the preferencesof the ctient. This may howeverbe customizedto 1 day that or to anyotherarrangements. mayinctudechanges in the sequence of the topics,etimination/addition of casediscussions, changeof venue, etc., providedthe trainingproviders havebeenduty notifiedof the changes. The lectureswitt be handtedby AIM's jnternationaIfaculty of distinctive competenceand extensive experienceon the fie(d of corporate governance,corporateresponsibil.ity, bankingandfinance,professional management and entrepreneurship, behaviorand organizationa[ and otherareasthat devetopment. are of strategicimportanceto the companyand in the corporatearena.

A K E S

JBFCenter 4th Lecture Series "FinancialDisclosures: PostEnron (The PhilippineCase)"

On November 28, 2002,AIM Professor Victor5. Limtingan,DBA presentedhis paperentitted "FinancialDisctosures: PostEnron (ThePhitippine Experience)" at the 3rd Lectureof the JBFCenter's4th LectureSeries.He anatyzed practicesof fourteen disctosure randomlysetectedPhilippine companies duty tistedwith the and Exchange Commission Securities (sEC).Basedfrom the data, he that the AmericanGood conctuded Modetis not appticabte Governance settjng. He hinted to the Phitippine that any proposedPhitippine governance modelmustdeal more with a Japan-tike situation,i.e., KeiretsuStructure. Moreovet he suggestedthat good governance po(iciesmust be centered more on the local bankingsector. Reactorsto the lecture are prominentpractitioners in the tocal financiatservicesindustry.They are: Atty. CristinaCalangan, Directorof CorporateFinance at the sEC;Mr.Arnotd Department Otiva,CFA,who is the First-Vice President of the PCICapitat of PCI a subsidiary Corporation, EquitabteBank;and Ms. Datisay Duke,Partnerof major accounting and Arautto. firm, Punongbayan

undergraduate studentsfrom tocaL universities and cotlegesto competein the fietd of finance. in The JBFCenterwasinstrumentat providingmostof the finance The 4th Inter-CotLegiate Finance Competition(ICFC)jointty organized questionsusedin the 4th ICFC;the Institute questionswere patternedafter the by the FinanciatExecutives (FINEX) globatstandardCFALevet'l course. and the of the Phitippines JBFCenterconctudedlast october De La SatteUniversity Manila 4, 2002at the GrandBoutevard toppedthe event white first-runner of the Hotet,Manita,Phitippines.The lcFc up honorswent to University is an annuatundertaking initiatedby PhitippinesDitiman. whichgatheredtop FINEX 4th Inter-Collegiate Finance Competition

TMP 2003 Now'ln Shanghai,China Program(TMP23) AIM's23'dTopManagement Shanghai, site of the witt be hetdin the city of is the new 2010WortdExposition. Shanghai jn gateway to China.To do business business China,one mustlook at the way the city has evotvedover the tast ten years.Accordingto 1999GtobatForum:"Over FortuneMagazine's have hatf of the wortd's500top enterDrises in teast 500 investments... Shanghai. at Imade] Amongtheseinvestmentitems,four are at a votumeof over U551bittion. tradevotumeincreased In addition,in the first hatf this year,Shanghai's year,at a tevet18.65 percent period Last over the corresponding by 23 percenthigherthan China'saveragevotume." in and Whenyou join in TMP23, we witl takeyou on toursof business to with businessmen in addition outsidethe city, as wett as hotddiatogues at the PortmanRitz-Cartton the regutarin-ctasslecturesand discussions in professors lf there is a modelfor managing with and business leaders. votatitetimesin Asia,Chinamay be the modeLcountry and Shanghai woutd be its prototypecity. Pteasesendyour registrationformsto ExcettMarketingat 8923340.

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CHINA'S ENTRY INTO

0 /rstatl -

The awakeningof Chinahas substantiatty changedthe competitive outlookand prospectsas wetl as the trade and investmentflows in the AsiaPacificregion.By Robertode Ocampo

Elements of China's Transformation I haveembarkedon that little descriptionof my Chinese

China's accessioninto the WTO in December2001 was a significant development for the global community as it

odysseyto give you a g.limpseof how I had seenthe spectacular transformationof China, as it were, from a pre-industrialand

bodes positively in terms of greater market accessand

rural economyto the post-modem,globalizing,economicand

and indirectly thrcugh the enlargement of trade flows coupled with significantincome and welfaregains for both China and

political power that it looms to be. China's phenomenal gro*th can be said to have started ftom Deng Zhiao-Peng'seconomic liberalization policy and the concomitant reform policies that the government subsequbntly undenook. To change the incentive sfiuctures of the pre-reformself-reliantsystem,China instituted market

opportunities,directly through trade liberalization measures,

the rest of the world. In fact, China's foreign nade is now growing at a , fasterrutethan that of Japanduring the country'sboom period of the 1960s and 1970s. It has been the fastest growing

reforms to gradually transform the economy'sindustrial and trade commodity structures. These reforms provided China

china'saccession into WTOpresentsdirect

with strong macroeconomic fundamentals as it slowly threw

challenges and excitingopportunitiesfor the

openits doorcto the outsideworld. Suddenly,the world found the sleepinggiant awake.

re5tof u5.

In termsofsheersize,China is the third largestcontinent, after Canadaand the United States,measuring4,800km ftom eastto west and 3,200 km from north to south, with a total land area of 9.5 million squarekilometer. It has almost one and half billion people growing at the rate of 0.5% which meansthat there are as many Chinesecoming into the world eachyear,roughly the entirepopulationof Australia. Of these,

economy over the past two decades,with output expanding at an averageof 9Yoa year, hardly missing a step during the frnancialand economiccrisii of 1997-1998and the global and regional slowdown in 2001. Morgan Stanleyof Hong Kong believesthat China's$1.2trillion economywill surpassJapan's $4 trillion economy in the not-too-distantfurure. ' On the financial fiont, it is evident that Shanghaiis

there are 900 mi.llion Chinesein rural areasstill waiting for consumer revolution - a huge domestic market that is now becomingmonetized.When you considerthe impact of these huge numbers - as a source low-cost labor and a burgeoning

now slowly replacing Hong Kong as the financial hub, and even Hong Kongites themselyes began rethinking their role

market for new consumer products, the possibilitiesare

t99'7.

under the new configuration starting with the handover in

unlimited. Global Trade and lnvestment Economic lndicators Theseare somesignificanteconomicindicator ofChina.

Global nade and investment flows around the world have been strengthened by increased financial integration,

liberalization of

policies, open

l m p l i c a t i o n sf o r A S E A N

In the face of a China which is

information technology. China's accessioninto WTO, I would venture to

bigger in every way than the combined ASEAN countries- its gross domestic

say, presents direct challenges and exciting opportunitiesfor the rest of us.

product of US$1,180billion in 2001

economies

and

the

magic

How we respond to these would vary from country to country, depending partly on the country's strengths and weaknessesand partly on the way individual countries prepare for the challengesand opportunities posed by China.

boundarieshave also made thesemuch more demandingin terms of qualiry.

the relativeshareof ASEAN in China's merchandisetrade from 5.8% in 1991

S-yearperiod 1995-2000.Outward FDI by the old ASEAN 5 membersroseftom an averageof US$3.7billlon a year in 1989-1994to US$7.0 billion in 2000. While China has in fact been an FDI destination fiom some ASEAN member counries d ectly or via Hong Kong -

Entrepreneur Exchanges in Chengdu,

social

to 8.3% in 2000.

responsiveness.Similarly, the rapid and information advances in

ASEAN has thus

communication technology have resultedin quantumjumps in economic

largest trading

efficiency and flexibility for those who havebeen ableto utilize knowledgeand innovation for increasedproduction and

investedconsiderableresourcesoverseas. FDI from China in other countries averagedUS$2.2billion a year over the

Will the tigers ever roar again? A year ago,in a paperpresentedat

which while rendedng consumertastes more uniformly across geographic

and

since1995. ' Both ASEAN and China have

plumbed, despite that perception that "burying the competition?" China's is

the following observationswere noted: . There has been a steady rise ln

safety,

trebling to 2.3 million visitors in 2000

under US$574 billion, is there hope? Are there any opportunities still be

the Symposium on China-ASEAN

reliability,

China hasalsobeenon the dse,v/ith the number of Chinesetoudsts to ASEAN

was doublethat of the combinedGDP's of ASEAN which amounted to just

challenges are manifestly the result of globalization, The difficult

become the fifth partner of China (after Japan, the

Tourism between ASEAN and

it has also been tlue that seyeralASEAN membel countries have played host to impoftant FDI flows flom China, both directly and via third

pany Yenures ffi

The awakening of

otrr*

oti'

China has substantially {i,'

cf, %.--

changed the competitive outlook and prospectsas

European Union

well as the trade and investment flows in the

productiviry

and SAR ofHong

Asia Pacihc region

It is quite clear that the processof globalization has servedto inoease trade

Kong). ' At the same time, China has also becomean impotant trade partner

investmentrelationships and trade-related between China and the rest of the world. On the relationships between China and ASEAN, the pace and patterns of individual country responseshasnot been even,sincethesecountries are at different stages of

economic and

social

U ,S . ,

the

of ASEAN. occupyingsjxth position in 2000, the shareof China in ASEAN trade having expandedfrom 2.3oloin 1991to 5.0% in 2000. ' The composition of ASEAN expors ro China hasevolvedfrom resource-

development. Add to this the recentview thar China hasbecomea manufacturing

basedcommoditiesto manufactured goods (especially electrical machinery

powerhouseand the world's factory floor, pushing down prices on a growing range

and computer equipment), the latter rising from l2\o ro 38% during the

of industrial, consumer, and even agdcultural products that it sells around

indicated period. Meanwhile, ASEAN

the world.

more diversified.

has attracted FDI inflows into the regton and improved rhe bargainingstanding ofthe developingcountries. A Salomon Barney st[dy posits that capital flows seem often motivated by a desire to be closer to end customers and the suppliers and FDI flows into China and other regionstend to be complementary rather than competitivebecauseas in the caseof ASEAN, the companiesare in the different stagesof development and thus tend to specialize in the production of different types of goods.

imports from China have also become Continued on poge 68, Chino

Principted f or Citizenship Thosein the Business Wortd P r j n c i p t e dt e a d e r s h i pc a n h a v e p r o f o u n dr m p a c ro n s o c er r y a n d i t p r o v i d e s a t r u e m e a s u r eo f o n e ' s l o v e o f c o u n t r ya n d f e t t o w m e n .B y H i l a r i o D a v i d e

n her letter of invitation, Ms. Sonia Ner, Asia Society's. Executive Director, "ordered" me to speak about prhcipled citizenship for those in business or the private sector It is a timely and relevanttopic indeed, and one that I am glad to speak about not because my Ramon Magsaysay Award for Government Service is for my "principled citizenship in profound service to democrary and the rule of law in the Philippines," but becauseonly a principled citizenship can have a profound impact dn society. Principled citizenship provides a true measure of one's love of country and fellowmen especially in times of great challenge and ffisis, such as what we are experiencing today, in both domestic and dobal arenas. There is much uncertainty across the country and throughout the globe. While we may not be able to alter world events, we can certainly assert improvements in our own country These interesting times call for concerted action from all of us. What is required is action aimed not at selfpreseryation but at selflessness,wifh the goal of distributing gains to those who have lessin life. In recent years, governments across the globe have been looking to the business sector or the corporate world for guidance on how to better manage governmental affairs. Thus we now have corporate governance,a way of conducting state affairs with greater efficiency and less cost, the way most corporations are run. Now, we in goyemmentonce againlook to the corporale world, this time not just for managementpnnciples but tbr concreteact1on. The third Article of our Constitution is entitled rhe Bill of Rights, an enumerationof the entitlementsof the peoplc with regardto their relationshipwith thc governmenr.The third chapterof Japans Constitution,is cntitledRightsand Duties of the Pcoplc.Thc diticrenceis obvious;and one of the effectsis thc.rcriverolc that pnvatebusiness hastakenin g o v e r n a n c cO. n e e x a m p l eo l t h i s i n v o l v e m e n t , Japancse spcciticallyin connectionrvith thejusticesystemof Japan,is t h e f r o v i s i o r - br _ "p" r i v a t c c o m p a n i c so f e m p l o y m e n t opportunrtics k) lbrmcr convicis. In rhc Philippines, we musl undersrand that the people's

duties are not specifiedin the presentConstitution. However, it may be recalledthat the 1973Constrtutionhad an Articlc V on Duties and Obligationsof Citizens.which was one of the contributions of the Committee I chaired - the Committec with the loRgestname: Committee on Duties and Obligations of Citizens and Ethics of Public Offlcials.This Afticle is substantially reproduced in Article Xl of the presenl

What is required is action aimed not at self-preservation but at selflessness, with the goat of distributing galns to those who have less in life.

Consiitution, but the proyisions on Duties and Obligations were not, although I submitted in the Constitutional Commission of 1986 a resolution for their incorporation in the present Constitution. The principal reason for their non' incorporation was that it is implied that the rights of an .individual impose upon him the corelatiye duty to exercise them responsibly and with due regard for the rights of others. Put in another way, one's freedom is not freedom from responsibility,but irccdom with rcsponsibility.In short, citizcnshipis not.iustc'njo),ment of rightsbut perlormanceof correlativeclutiesand obligations.Hercin lics the conceptof p ri n c i p l e dc i t i z e n s h i p . to be nothing Principledcitizenship shouldbe understood lessthan sacrificefor the greatestgood. The cornerstoneof greatersacrificeis sacriflceis love.As is usualwith sacrifice, expectedliom thoscwho can give more. For them, there is do not needanymore. that temptalrorlto llive only what the_y the No sacriticers involvedin that lirr it is justthr,lwingawa_v. The sacriflceliesin givingarvaywhat one still needsto excess. touch the livesof others,to help thosc in need.For the rich this may be extremeiydifficult to do becausethey have much excessto give or throw away.There is no rcason for them to part awaythat which they need.I think it is fair to takejudicial notice that those in business,like all, if not most of you, here can give more - meaning, a part of yourselves;hence much more then is exDectedfiom vou.

accumte payment of taxes will energize Such sacrifice begins with the government's activities. realization that the vast majority of Principled citizenship also requues Filipinos are helplessly trapped in involvement in govemment affairs - noa poverty. The situation breeds to meddle or exact favors, mind you, but algravation for all. Surely, no business to be vigilant against abuses and to will survive witlout a market, and more demand faithfi.rl service to the people. often than not, the poorer masseshave You must despise corruption and no means of spending for more than condemn ail acts that squanderpublic their day-to-daysubsistence. money and resourcesthat are iatertded Next. we must realize that to improve the massesand the state of governmentdoesnot haveall the mcans the nation. Also consider direct n e c e s s a r yt o a d d r e s st h e s i t u a t i o n . private Meanwhile, many businesses involvementby way of partne$hipsr./ith government agencies. You m+y even h a v e g r e a t e r r e s o u f c e st h a n m o s t considerbeing in politics; but I doubt if governmentagencies.They may even you would. havemorc than the annualbudgetof the Let me ditress a little on your natlonal goyernment. If you allow your conscienceto act $iniip,led citiz€nship insofar asrhejustice system is coaceraed. In this area, you upon rhese two realizationA then . : principled citizenship meansavoidanceof will doubtless conauci'yiurseiliei iir court litigations through faithful accordance with principled citizenship. conrpliance with contracual obhgatlons; I am certain that no one here can resort to alt€rnative 'modes of dispute stomach poverty in the midst of pl€nty, resolutions; cooperation with the judicial especially when such plenty is enjoyed only by a few. Processesto avoid delays in court proceedings;and actiw coop€ration in the In truth, principled citizenship is pursuit of thejudicial reforms of Supreme nothing more than Christian riving. For Court. We have now in placean Aclron persuasion, thoseofa different I am sure Program for Judicial Reform. or APIR. prescribes similar your faith The APJR has six components,namely, responsibilities. (1) Judicial Systemsand Procedure;(2) You will of course inquire about InstiturionsDevelopment;(3) Human specifics.How indeed can wc manifi'st RcsourccDevelopment,(4) lnstitutional p r i n .i p l c d , - ' i l i z t . n s h iS p il m p i y p a l i n g Intcgritv Development;(5) Accessto taxesis one manifestation.Taxesare the Justice by the Poor; and (6) Reform Iifeblood of government.One of our guestshere present,Atry Geronimo, an expen in taxation, can tell you so. All government activities, including i n j t i a t i v e st o u p l i f t t h e p o o r . r e q u i r e taxes.Your conscientious,timely and

SupportSystems. Of course,you must not rule out acts of philanthropy. I am encouraged with the creationof a vast number of loundations supporting various causes.

That these foundations provide opportunities for reducing tax liabilities must be an incentive to the founde$; but this only emphasizes society's need for such institutions. I have be€n immersed rn government service for the most part of my life. As such, my comprehension of the capabilities of the corporate world is somewhat limited. I call upon you here to stretch your imagination and explore your creativity to manifest principled citizenship. Corporate models of management have served to guide government. Now, you, the heads of corporations and leaders in business, must again be models of citizenship by your acts of selflessnessand, for lack of a better term, corporate sacrifice. At the Global Judges Symposium on Sustainable Development held rn Johamesburg,South Africa, Iast l8-20 August, I proposed a nerv order: s u s t a i n a b l ej u s t i c e i n t h c f i e l d o f environmental law. Now I propose to you not just corporate sacrifice,but corporatejustice, which you can share to all segmentsof sociery in serviceto the people. T look forward to the jnvigoration of government with your acts of principled citizenship. And I hopethat we will all seethe fruits of your acts very soon. Speechdeliveredby Chief Justice Hilario G. Davide,lr asguestspeakerat the lunch ft,um hosted by rhe Asia Societl in cooperatiotlwith the Ramon Magsaysay A*ard Foundation, 30 August 2002, TowerClub, Philamlife Building, Mahati.

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and faculty have collectively embraced in defining its character, in identifuing its priorities and dispositions, and in staking out its path to the future. In this mold we have developed and nurtured successive generations of alumni in the corporate, entrepreneurial, and developmentfields of management. Close to 30,000 alumni have graduated from AIM'S master degree and certificate programs, comprising 50 percent Filipinos and 50 percent overseasnationals, primarily fiom the Asian region. Currently, about 400 students graduate ftom AIM's masteral programs and about 1,000 life-long learne6 graduate from the certificate progmms per school year.

During its 35 years of existence, AIM has transformed itself into a broad spectrum management school, recognizing Asia's need for leaders and managersand change agentsat various levels of governments, small and medium enterprises, multinational companies, and civil sociery AIM continues to accelâ&#x201A;Źrate efforts at sftengthening its mission. And after a through review in 1998, AIM adopted a new mission. Now we are one in saying that "We are committed to making a difference in sustaining the gowth of Asian societiesby developing professional, entrepreneurial, and socially responsible leaders and managers." Second,AIM has situated itself into the vortex of regional transformation and development to be more relevant to Asia. We all know that the Asia region is a region of dramatic cont1ast.It is a region of great wealth and of dire poverry It is the seatof ancient easterncultures and of rapid westemization. It is a region gappling with issuesofjustice and injustice. AIM feelsit is responsibleto this region as a whole. It:is especially responsibleto the developingcountriesof SoutheastAsia. Its role has been to help provide the leadership and managerial component in the processof social, political, technological, and economic development. To achieve this !ole, AIM is becoming categorically Asian. Its faculty, student body, teaching materials, and teaching methods are getting predominantly Asian. Its programs are being designedfor Asian needs,the various approachesattuned to the Asian mind and to Asian concerns. Its purpose is not merely to develop managerial competence but competence in the practice of management and change in Asia.

TAM: Where is AIM now? "why" and "how" we are.The "why" NRC: We havebecome "how" representsthe is the very reasonfor our existence.The variousways of manifestingthat existence.This makesus different and distinct from the rest. Let me cite a number ofexamples. AIM as a market-focused, multi-school system. The Institute re-evaluated itself in recent years with the intention of responding in a prompt and relevant manner to environmental changes. And after considering these environmental changes-mounting competition, shifting preference of the market fiom traditional management skills to practitioner-odented buildup and training, accelerating innovations in technology, changes rn resource base-we opted to reorganize the Institute fiom a product-structured orgar.ization into a marketfocused, multi-school system. AIM believesthat the multi-school system will provide the necessaryreach and breadth to satisry new demands of the market, allowing it to be immersed, relevant and responsiveto the diverse interest in the region as they meet the challenges posed by globalization. AIM is an Asian Institute. Over the years the Institute hascontinuously and unremittingly striven to becomemore and more Asian in its composition and in its concems. There is a growing representation of various Asian nationalities among the students. The present crop of faculty has a broader regional outlook, greater experience, and deeper knowledge of Asian management policy and practice. Regula.r programs are not only offered in the Philippines but also in other Asian countries such as Malaysia, Indonesia, Singapore, and India. The curricula including the courses, teachingmaterials, teaching methodologies-are more relevant and responsiyeto conditions and needsof Asia. AIM is an Educational Institution. We have remainâ&#x201A;Źd steadfast in our foremost responsibility of nurturing leaders, managers,and change agentsfor the future rather than for their first jobs or for their presentjobs. The Institute's concern is more for the long range than for the short run. It has continue to develop and disseminate fundamental intellectual and behavioral skilts and habit! of thought and action, basic managerial attitudes and values, and good managerial judgment rather than familiarit'j' with principles of management or facitity in the use of current best practicesand techniques. We have reached a point of not eschewing the lattex We merely do not accept'themas ends in themselyes. AIM is a School of Management. We have remained as a management school. And as a management school, oul main thrust is to develop leaders and managers and change agentsnot economists, not businessanalysts, not industrial enginee$, not accountants. AIM is a ProfessionalSchool. Again, as a professional school,our primary concernis the developmentof leade$ and managers and change agents-not the development of

managersand changeagents. But down the road we foresee "democracy of leaders" in AIM as the training ground for a Asia-pe$ons who can lead (not just manage)organizations r a t h e r t h a n m a n a g e m e n t t e a c h e r s a n d m a n a g e m e n t and create value and wealth (not just businessprofits or theoreticians. We continue to conduct managementresearch surpluses)for Asian societtes. AIM will continue to be an Asian institution to be relevant and consultrng,primarily to investigateimportant issuesin prepare must be global in thinting and Asian in presence.Is programs Asians It abiliry to and improve our Asian management managementscience,not the promotion of mere management theory. The Institute has continued nurturing management practitioners imbued with a high degree of professionalism

for careersin professionalmanagement. AIM is a Market-Oriented Institution. We believe that AIM can continue succeedingin its mission by getting the managerial community-which constitutes its market, particularly its alumni and its social investors to partlclpate activelyandbecomeinvolvedin all of its activities.The Institute alsobelievesthat the marketbestdetermineswhethera program

must reflect the continuing realities of Asian businessand governance as they meet with the challenges of globalization and technological change. Its practice must not merely the development of competencein the pmctice of managementbut in the exerciseof leadershipas well. Of coune, this will require

a deep understanding of the Asian regton. AIM must be market-odented to be responsive to its Today'sAsia is multi-stakeholderin composition. stakeholden. should be undertakenor not. Thereare many needs,demands,and expectationsof the future AIM is a Student-CenteredInstitution. We continue in a contextneverexperiencedbefore. AIM must be responsive believingin our mandate. We nurture and deYelopstudentsto "voices" of Asia while ensuringthat to many "markets", many become. Asian managerswhoseskills,knowledge,and aftitudes its core competency of graduate managementeducation are relevanttoAsian conditionsand concerns,who are sensitive provides a clear and concisâ&#x201A;Ź framework for addressingsuch markets and helping shape expectationsinto expertise The to Asian values and sensibilities,and who are committed to multi-school systemwill allow the Institute to provide the kind particularly peoples, the disadvantaged, developingAsia and its quality of education needed by specific groups and and the underprivileged,the poor; "markets" in Asia. Professionals who are tough-minded, responsible AIM must continue to be known for quality and not commentators; doers and implementers; decision-makers professionalism to be sensitive. The Institute has been men and women who are committed to striving for excellence recognizedfor the quality of its education. The standardsfor in their work and to using their God-giventalentsnot only for quality are, however,foreverbeing raised. The Institute must themselvesbut, more importantly, for othe$; ' Generalists,not technical specialists; always be working on continuous improvement of academic ' E n t r e p r e n e u r i a l l e a d e r s w h o a r e i n i t i a t o r s , standards,of faculty and staff, of educational facilities and services.Every memberof the community must be challenged primemovers and trailblazers, not followers; innovative and creativiryandinnovation. by a cultureof qualiryandexcellence. confident self-starters,whether they are into business for We will continue to treasureand not stop there. It does move$ rather themselvesor as memben of an organization; than the moved; and job creatorsrather than job fillers; ' Socially responsibleAsian managerswho possess integrity, honesty and high ethical standards;who will try to humanize business,government and societies;who will understandthe ethical implications of every management decision and feel a penonal senseof responsibility for their

multiply our greatestresource. AIM believesthat its faculty is its most critical resource. For this reason, while the management of the Institute is ultimately the responsibilityof its governors,its trustees,and its officials, the faculty actively sets the Institute's objectives, strategies, policies and standards, and eYaluates the performanceof its individual members. The faculty leadsand wolke$. managesthe Institute on the assumptionsthat they are fulltime professionals,dedicatedto achievingAIM's mtsston. TAM: Thirty-five years from now, how do you see AIM The faculty is responsiblefor student learning and metamorphosingitself into the ManagementSchool for Asia? development,and not merely the teaching of subjects They NRC: Well. we will continue to believein our mandate.We will continueto be relevant. We will continueto be responsive. are dedicated to nurtudng students grow as competent, We will continue to be sensitive.We will multiply oulselves. responsible leaders and managers. The faculty members assignedto a program are collectivelyresponsiblefor leading Let me elaboratea bit on that. and managingthat program,and notjust for the setof separate for management institution AIM will be the Asian ' education. In the next 30 years,Asia will need leadersat all coursesthat constitute it. The faculty are committed to conducting researchaimed at enhancingthe relevanceof the levels-leaders of decentralizedgovernments,of small and medium enterprisesthat can operateglobally, of civil society Institute's teaching programs to the real life concernsof organizations. To this AIM must position itself as a graduate practicingleade$ changeagents,and at improving the learning that takesplace in the classroom. managemenleducationof choice. AIM believesthat the alumni are another critical resource We will continue to nurture and develop leaderc and

They have continually influenced the transficrmation of Asian societies. They have significandy extendedthe mission of AIM, creating impact on the practice of managemelt in the region, "Asianness" as an adding more value to our uniqueness ard institution, and contributing to Asiab development as a whole. ln fact. our g.raduateshave assumedrnanagementpositions in Asia's top companies,governments,developmentagencies,small and medium enterprises, and family corporations. A large percentageof our alumni are found in the fields of fuance(21%), manufacturing (24oh), government service (20%), havel and tourism (13%), social services (6%), marketing (5%), afi agriculture (4%).

About 44 percent of them hold top management position; some l9 percent are in th€ middle management; and around 37 percent are professionals. Our alumni are involved in a continuous processof crossborder relationship building. The AIM Alumni Office coordinates with the Federation of Asian Institute of Management Alumni Associations or FAIM, the intemational aggrupation of national associationsfounded by AIM alumni. FAIM has 13 affrliates including those of Bangladesh, Hong Kong, India, Indonesia, Korea, Malaysia, Nepal, Pakistan, the Philippines, Singapore, Taiwan, Thailand, and the United States. Chapters in Vietnam, China, and Canada are being organized.. FAIM has hosted quite a number of events to further the cause of the Federation and Associations, and the professional development and businessnetworking among the graduates are top in their agenda. TAM: How do you intend to lead AIM through the whole processof change and ftansformation to make it relevant and responsive to Asia? NRC: I have cited a number of points when I assumed the deanship of AIM in June 2002. Let me just reit€rate them. We will be global in thinting, Asian in presence, and responsive to a multi-stakeholder Asia. Most of the things I've shared with you are related to this. We will be online. online. online. Brick and mortar is dying. The gated community is now making way for the connected community. We will pursue e-learning. We will chronicle academic leadership, quality and

professionalism. We will invest heavily in the Institute's key resource the Faculty. The faculty should be thought leaders and research trailblazers rccognized by regional institutions, multi-media network, journals, and intemational conferences. We will internationalize our Faculty through vadous modes and flexible arrangements. We will promote entrepreneurial spirit across schools. The enhepreneurial spirit must permeate across the vertical silos of management education. We will challenge ourselves "practitio-demics", a to find and develop the right faculty, the crop of faculty who are academically qualified and seasoned entrepreneurs. Or a special team with the depth and breadth that is provided by bringing together the academician and the seasonedpractitioners. We will grow the community. We are str€ngthening our relationships with the alumni and business community to ensure the relevance and "right-fit" of our programs and offerings. Ard in growing the community, we will respectdiversity and individual aspirations, anchoring ourselves firmly on an Institute Code of Ethics. The next five years will be marked by transparency and inclusion. Aside from the challenge of quality, of access,of relevance, our Schools must be the laboratodes of leadership. and the yalue and behavior we se€k in the corporate and public sectors lives of this Region. A leademhip-centeredculture is the ultimate act of leadership. So let us come together for the hansformation and let us grow the commumty. Roberto F. de ocanpo President, Asian Institute of Management TAM: In the 35 years of AIM, what would you say is its biggest achievement? RFO: I would say meeting its objective of being able to educate leaders of the businesscommunity of Asia, and to that extent, contributing therefore to the progressof the region as a whole. That was what it was intended to be, and it has gone quite a bit to be abl€ to achieYethat.' TAM: Having accomplished all these,what improvements are still needed? RFO: Certainly, any entity has to continue to improve, and AIM is not an exemption, so it has to €mbrace the knowledge economy more fully. It was only in recent yea$ that we began to moye into that forthdghtly. AIM has to improve its intemational composition-its faculty as well as its linkages with othe6 schools and entities. TAM: Are there plans to add another building, center, or satellite campus? RIO: We're planning to build a knowledge library or resource

center. It is a physical faciliry I am hoping that we will be able to get that accomplished this year Beyond that, now that we have our AIM-World Bank Global Development Learning Network (GDLN) faciliry what I am looking for in the coming year is its full utilization in a manner that would make the AIM the regional hub of global distance leaming. That's notjust speakingoff the top of my head.The World Bank partnered up with us because, among their partneff for GDLN in this region, they look at AIM as one of the few, if not the only one, that is at the same time a content proyider If that is the way we are perceived and we capture that role as adequately as we can, then we become the hub. And that makes the AIM education further enhanced. It makes us the authority, so to speak, for disseminating and originating important subject matters in the field of management, particularly in Asia. It allows AIM to spread its educational capability regionwide at least cost. I also expect this year that the programs we started in health management and arts management will be able to muster enough funds. I am not pessimistic that that would not happen becauseI think both havebeen able to demonshate their capability. I have also been approached by pharmaceuticals interested in supporting our health management center Other centers have been proposed by various people who have funds and who want to support yalious types of research. But certainly I do not foreseea new building, aside from that library, but that is much more an eflicient deployment of el-earning technology and strengthening of centers that have much mord to do with our humanistic side of management. TAM: What is AIM's greatest strenglh and how do you plan to use this strenglh for the school's advancement? RFO: Its greatest strength is being the Asian Institute of Management and having been the fust to establishthat regional reputation asan authoritative interpreter of how to do business in Asia. During our recent Faculty Conference, our resoruce person.reminded us: "Do not forget that you're the Asian Institute of Management, not the Phitippine Institute of Management." Many institutions are tying to chip away at that and also saying that they are interpreters of Asian business, etc. Many of them don't come flom Asia, but we do. So it is incumbentupon us to ensurethat we do not losethat position. Now, how are we going to maintain that sftength? The plans are to continue to develop a strong faculty that is intemational but largely Asian. Second, to strengthen our knowledge creation capability, not just our knowledge dissemination capabiliry That will be done tfuough much larger research efforts so that we will be looked upon as aurhoritativesourcesof Asian managementpractices. New Ali4 Research Journal In March, we plan to launch a researchjournal, the AIM Journal for Businessand Development. That will allow us to

have a regular publication thal disseminates output of AIM as well as the output fiom the Policy Centet JBF Center, and RVR Center. That joumal hopeftlly would help in promoting what I said is my perception of AIM's greatest sftength. This time we will be more than an interpreter, we will be a knowledge creator We will try to come up with original resealch about the peculiarities of Asian management. And we will, through our classrooms,our executivetraining, our GDLN, position ounelves as the hub of Asian business practice. TAM: Wrere is AIM at 35 and what is its inage abroad! RFO: We are still looked up to as one of the leading, worldclass graduate schools of management in Asia and still regarded as one of the leading educational institutions for leaming about Asian businessmanagement practice. This reputation has been further enhanced by recent recognition of AIM as not just a school that can disseminate the technology of management but also as a school that makes sure, in doing this dissemination, tlere is a proper balance between teaching how to get a lot of money and teaching managers how to be good citizens. That is why we got the Beyond Grey Pinstripes award. The fact that the World Bank made us their first partrier worldwide indicates that ne have a good image. And we do get feedback from alumni. That is not to say that we can rest on our laurels. That is just to say that we do havâ&#x201A;Ź a good reputation and we should do everything we can to maintain and even enhance it, especially in light of the competition. Challenges to All{ That leads to the next question: What is the biggest challenge in the Asian region? Definitely, it's the other business schools. The challenge is particularly felt in our MBM, the flagship program. It's not so much felt in our Development Management or Entrepreneurship programs. Most of the schools coming to Asia are really MBA schools. So we are in the process of making sure that our curriculum, faculty, and MBM will be regarded as second to none in this part of the world, and the potential students in the region will be thinking of getting their graduate degree here. There are many ways to respond to it. AIM is undergoing an accleditation,and in the processwe are reviewingvarious elements of AIM that could not have been reviewed closely before, such as the need to have a much larger number of Ph. D. holders in the faculry We're aiming to haye both the U.S. accreditation and the European one. We've reviewed and we're strengthening elements of AIM'S structure: the Ph. D. program; a stronger research progam; intemationalization of faculty; looking at our curriculum and comparing them with the top schools around the world and making sure that we're not behind the timesj reviewing our intellectual capital, case studies, etc. so we can make sure to upgrade these and increase the number of Asian-based casestudies. So these are

the things we will be doing this year. But I do believe the utilization of our Global Distance Learning Center (GDLC) will also be part of things that would allow us to stay abreast of competition. The lmDortant Role of Alumni TAM: How do we plan to tap AIM'S 30,000 alumni? RFO: When I fust came here, I noticed that we did not have very strong alumni relations capabiliry There are all sorts of reasons why tlat happened, but since then, I think everyone has been a lot more conscious about the need for AIM to keeo in touch with alumni. For example, while we give our students as they enter AIM an email address, for some reason, when they leave we

and the capability of the alumni to have their bragging rights is diminished. How do you see All 35 years from now? I hope I'm still around. It's very hard to predict exacdy how it will be becausetechnological changesare occuring so rapidly. But I still look at AIM 35 years from now as a leading institution in Asia for Asian management practices. By that time, of course, I expect AIM to have expanded its reach throughout the region so that AIM programs would be the future of education in China, in Indochina, in all sorts of other countries thrcughout the region, so that the fullness of AIM's being the Asian Institute of Management would be even more apparent 35 years from now. Of cou$e, the sort of educational tools that would be utilized are beyond my imagination to make predictions about... The important thing for AIM is not to be left behind as the yearsgo by and to maximize its capability to reach out. AIM and Asia 35 Years Hence Asian countries 35 yean from now will be hopefi.rlly more developed. One reason why we are paytng particular attention to the Mekong Delta countries is we feel that we can play a role for theri, similar to the role we played in the Philippines during the formative years of AIM

take it away from them. As a result, we were unable to track our alumni. And that sâ&#x201A;Źnseof belonging that one would want to encourage in the alumni, which hopefully would encourage them to support AIM-a phenomenon you seein U.S. schools in particular. We need to give them a sensethat we have not forgotten them. So we're doing this and we have dedicated alumni offices, which we will continue to enhance as we finalize our database. Aside liom that, we have more activities with the alumni. Every month, we have a meeting with them where they come up with recognition awards. Also, they have, for tlre fi$t time last year, raised funds for the naming of two rooms in ACCM. In a.matter of weeks you will see another of the physical contributions by way of a permanent and more classy looking signage-holderon the lawn. So we do not end up sticking pieces of wood and streamersthere on an ad hoc basis.And I've been talking to the alumni associations,who are searching for meaningful contributions. I said that everybody tends to provide for facilities. And while I am not averseof course to getting more funds for facilities, I told them that it would be particularly appropriate for the alumd to raise funds towards faculty development because the faculty are their closest relations while going through AIM and the people that gave them their skills. A stronger, more developed, and bettercompensated faculty also allows the AIM to maintain its world-class capabiliry its cutting edge, v/hich, on the other hand, will leave the alumni with continuous bragging rights about having graduated fiom the AIM. If our faculry for lack of support, begins to weaken, then AIM would be weakened

and the stirrings of the Philippine economic development. That way we would have become a strategic entity in the development process of countries within the region that as of today are still in the first stagesof development. I mntinue to say in many of my speechesthat this century is still going to be looked upon as an Asian century, that the main region of the world that will be the leader in driving the worldwide economy this century is Asia. And if the AIM is an integral part of that move, then 35 years from now AIM will be a venerable institution of higher learning... Seventy yeals in the life of a school may not be that old, but if we evolve in those years as a strategic parmer in the rise of Asian economies, in what I seeto be an Asian century then we will be a yenerable institution and a dynamic part of the world economy.

Levi Verora, AIM Dircctor for Knowledge Cfeqtiort, coflducted the inteleiew with the Dean. The President wcs interviewed by RoseCheryl Orbigo.

In The Name of Excellence

Award(TripteA) TheAtumniAchievement (AlM)is proudto haveproducedmenandwomen Foroverthree decades,the AsianInstituteof Management inspirationa[leadershipanda commitmentto sociatdevetopment' success, who havedisptayedprofessionaI AIMatumnihavestampedtheir for excettence, lmbuedwith a passionsuchfietdsascorporatemanagement governmentservice,the academe,and mark in both the pubticand privatesectorsin, entrepreneurship, for buildingcorporations, are responsibte amongothers. Theseindividuals management, devetopment institutions,and devetopingcommunities.By MichaelBenedictLopez strengthening

n a fitting tribute, the AIM, in coordination with the Federation of Asian Institute of Management Alumru Association (FAIM), will again confer the alumni achievement award (Triple A) to a selectgroup of exemplary alumni. Amongst the nominees are three distinguished graduates from the Master in BusinessManagement Prognm (MBM), BusinessManagement Progam (BMP) and the Master in Development Management Program (MDP). They are Ahmad Mohammed Magad (BMP 1983), Suchada Ithijarukul (MDP 1982), Hadenan Abdul Jalil (MBM 1975), and Manuel Murphy Cojuangco (MBM

r973). Over the years, Ahmad, Suchada,Hadenan, and Cojuangco have earned the respectof peers,set unparalleled standards of quality, and enriched the lives of others. A i{atter of Quality Indei:d, for Ahmad Bin Mohammed Magad, quality continues to be the driving force of his life- After graduating with an opticai engineering degree at the prestigious Fachhochschule Aalen in Germany in l9?4, Ahmad started his illustrious career with the Economic Development Board (EDB) of Singapore where he worked at the Precision Enginâ&#x201A;Źâ&#x201A;ŹringInstitute. He left the EDB in 1980to join FfW industries, a firm in the optics indusfty. While working for FJW industries, he was chosen by management to undergo the BMP at AIM in 1983. Eventually, the knowledge and tools Ahmad acquired during his stint with the AIM enabted him to position FIw industries llom a mere component manufacturer to a fullfledged optical instruments maker, including high tecbnology military night vision devices and systems for a wide range of global clientele. A brilliant managel, he developed a sftong strategic and forward-looking structure for the company and implemented an effective human resourceprogram for the organlzation. After working for FIW for eight years,Ahmad decided to seizeanotheropportuniry In 1989,Ahmad investedin a start-up in Singapore; a joint venture with a U.S. based industrial optics company called II-VI Incorporated. He became its managing director, a tide he holds to this date.

Over the next 10 years, he was able to grow tlle firm into a SGD 42 million company,which represents25 percent of the total worldwide group turnover of the II-VI group. More importandy, he has been able to report profits in eYeryyear since 1989and hasestablisheda subsidiaryoperationbased in Suzhou City in China in 1996. Aside fiom expanding the company, Ahmad was able to obtain lSO 9000 certification for the firm in 2000 and was instrumental in letting the company win the Singapore Ministry of Manpower's Safety Performance Awards in 2000 and 200I . Furthermore, the company was also admitted to the Singapore Quality Class, a benchmark of performance excellence in that country. In developing his managerial competence,Ahmad turned to the academefor enrichment. He garnered his MBA degree at the SingaporeInstitute of Management/ Brunei University Program in 1990. Not content, he thel pursued a part-time toctorate in Business Administation with Henley - the management college/Brunei UniYersity located in the United Kingdom. He expectsto complete his doctomte by 2003. Aside &om exhibiting a keen interest in managerial excellence, Ahmad is also an avid supporter of community development,and helpingthe entrepreneurship, poor During the first part of his DBA program,he engaged in a consultancy project on entrepreneurship in the Malay community in Singapore. He eventually became an advisor to several small and medium enterprises (SMEs) and a member of the Singaporegovernment'sEconomic Review Sub-committee for Domestic Enterprises. An active member of the communiry Ahmad has served as member of the board of directors of several govemment statutory boards and has been a member ofthe Singaporeparliament. He has also implemehtedprogramsto aid the lives of the poor Malay Muslim people and raised significant amount of funds to support community upliftment projects. Strategic Expansion Exuding dynamism, SuchadaIthijarukul knows what

Continuedon pdEe70, Triple A

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the Glaszu

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women find their place

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discrimination. Perhapsbecausestatisticshave

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not changedmuch sincethe pastdecade.Statistics

discrirrinationl' 'l'hc p c l c o r r a g c( r t n r c n \ c : \ L r '

would show that the higher you go, the lesswomen tlere are.

Does it follow that discimination still existsl "Discriminationis a dangerousword. I've learnedto be verypreciseaboutthis. lfyou meanoutrightdiscrimination like "Ah, you're a woman, I won't hire or promoteyou"j that doesnot exist anymoreor very little of that exists," explainsProf.VictoriaLicuanan. The glassceilingand discriminationis a verycomplex "Speakingasan employer. issue.Prof.Licuananexplicates,

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continued on poge 72, woman

the Activist "lt shoutdnot figureprominently that because of or you in spiteof beinga woman.In the finatanatysis, That'swhat shoutdmatter." are a goodmanager. - Mrs.VictoriaP.Garchitorena. AvalaFoundation.

By PatriciaArtadi "ln most of the ASEAN nations, women are seen to be more active than in the past, especiallyin national development efforts.

Upon reminiscingabout her days in AIM, Mrs. G a r c h i t o r e n a( M D P ' 7 4 ) h a s f o n d m e m o r i e so f A I M ' S

progressis to be anticipated in the education, employment, public

management simulation games for it was an enriching experiencefor her. She relished in the camaraderieand

life, social policies and society's aftitude towards women."

friendship, and enjoyed the diversity of AIM. It meant

As the countries inthe ASEAN region continue to develop,further

- Beyond ProJit: ASEAN Wt)melt Managers tn Government dnd No t -for-ProJit Orgdnizat i ons Prof. Victoria Licuanan, AIM

discussingpertinent management issuesof their time with peoplefrom differentindustdesand cultures.And becauseher class;wascomposedof individuals from different Asian "to broaden her worldview, and her countries,it enabledher compass." But successdoes not come without its sacrificesand obstacles.Like many young mothers, Mrs. Garchitorena

A ,[\ I

IM is comminedto empowenngwomenlo be leader managersfor Asia. The Asran rcgion hds seenan in womenassumrnghigh-levelposrtronsin

\rpru.g.

businessand government. Impressively,AIM's women graduateshave been chosento take on thesepositions.They

remembersthat a lot of sacrificeshad to be made becauseshe was fiIst and foremosta mother and a wife. Family life made "l would only seemy kids on the studying in AIM difficult. weekends,and eventhen we would have to be in meetingsin

are renaissance women who havean unwave ng commitment

order to study the voluminous casesthat were given to us...I remember my kids visiting me in AIM." Fortunately, Mrs.

to their country, to economic and social development,and

Garchitorena is blessedwith a supportive husband and

thet family.

understandingchildren.

Mrs. Victoria P Garchitorena is one of these aweinspiring renaissancewomen. lt's a wonder how shemanages

Society'sworldview on discriminationis changing.Men are more sensitiveand are more carefulof what to sayand how

to find time to relax when she holds a myriad of positionsin

to act.Mrs. Garchitorenaseeswomen evolvingatthe sametime. "Women arca lot strongerand don't reactto it asmuchanymorc.

the corporate world and in civil society,aside from being a wife and mother. Currently,she is Managing Director for Stakeholder Relationsfor the Ayala Corporation; Presidentof Ayala Foundation,Inc. and Ayala Foundation USA; Director of the Offtce; Senior Consultanton Philippine Charity Sweepstakes PovertyAlleviation and Good Governancefor the Officeof the Presidentof the Philippines;and Member of the Asia Pacific Advisory Council Against Corruption of the World Bank.

But by and large,discriminationis not as rampant in the corporateworld. They are more sensitiveto it now" Mrs. Garchitorenais very passionateand emphaticabout the advocacyof women's rights, the eradicationof graft and corruptionand variousother causes.She is a fine example that the role of women in societyhasevolvedin the Philippines, for they have played not only important and numerous,but also visible roles in the growth of the country. When asked

who she is first and foremost: Manager, Homemaker or Civil Society Advocate? She believes that she is more of the

Home management and child rearing are skills that are not biased towards women though. In fact, when the interview

Advocate and Activist. As far as she can remembet she has always been pushing for reforms. As early as her college days, Mrs. Garchitorena would

shifted towards business management, Mrs. Garchitorena explained that there are no certain characteristicswhich enable women to be better managers than men, and vice-versa. She

be found in Plaza Miranda. She was active in the toppling down of a dictatorship and the impeachment of former "I have always had the natural President Joseph Estrada. inclination to do adyocacy and development work." Mrs.

believes that v'/hether it is business or in the home, men and

Garchitorena explains that to do advocacy work is significant to one's social responsibility. She has had many years of experience and countless networks of people who share the

skills and run a good management pool. Women bring in a different penpective to the situation. Sorne qualities which "intuition and are more innate in women though are sensitivity," as well as a ,"suonger bent for consensusbuilding

belief that advocacy is important to nation-building. There are many reasons for the sudden surge of empowerment and advocacy in society. One of these is education. Relevant training programs enable women to move out of the mold and empower themselvesto be better individuals. Mrs. Garchitorena is an advocate of thesetraining programs. She distinctly remembered one training program that she felt addressedone of the most critical issues for women. It was calledGive Women Credit in the Netherlands. "how critical the role of women is in micro finance, It addresses and it's an establishedfact that when you lend money to women especially in the poorer families, there's a high probability of it getting paid and whatever money that the business makes goes to the family lather than to vices..lWomen's Credit Programs are very good tools for pov,ertyalleviation." Aside from micro finance for wonien, another pressrng issue that affects women is the lack of education for girls. "It's a social fact. The education of girls, who will one day become motherc, is very critical for social developmentand poverty alleviation. Becauseon one hand, in many cultures, the preferencefor men is still very straong...When there's a family that has very limited resources,it is usually the boys that are given an education. Not realizing that one of the most cdtical roles of women is their role as mothers. Therefore, the role of educating children falls much more heavily on women, rather than men...In social development

women complement each other Men and women have their own strengths and weaknessesthat enable them to both haYegreat management

rather than confrontation." She clarifies though that these qualities are not exclusive to women. These just come more naturally to women. The best for management though would bâ&#x201A;Ź to have a good mix of men and women of different characters and "More and more personalities, and of course expertise. corporations are looking into creating a good gender balance, not just to be politically correct, but in order that there maybe a good mix of characteristics.It is certainly a good thing, in that it opens doors to more women." Her advice to aspiring manage$, both men and women "...recognize your own strengths and weaknesses. Build is to on your strengths, especially your sensitivity to other people. After all, the world is not made of machines, it is made of people, and that is very important in management. We are seeing that people-related skills are becoming increasingly important in large companies." Further to this, Mrs. "make too much Garchitorena thinks that gender should not of a difference. Because the less you call attention to it' the smoother the process arld tlle interpersonal relations are. One should not have to be pushy about being a woman, and yet on the other hand, one should not deny the unique characteristics that you bring in as a woman...and this rings true for everyone, you should not limit yourself. Women have a tendency to hold back their potential. They should just look at all their

(educating girls), is the most important social intâ&#x201A;Źrvention

colleaguesaspeople who are equals.They all have their unique capabilities and so do you. Be comfortable with your Woman-

which is uniquely suited to women."

ness, and bring that in."

A Advenising Clhailand) Co.. Ltd. was established T) in 1992. It is Thailand's first and leadingrecnritmenr h|l I \advenising agencywhich offersone-stoprecruiffnent services to clients. The company serves over 2,000 leading orgaaizations in Thailand. PacRim Consultancy Serviceswas later established in 1994. It offe$ HRD and competency consulting services.A year after, PacRirn Solutions Co. , Ltd. , which offers IT solutions, was put up. Then lastly in 2000, PacRim Leadership Center Co., Ltd. was founded. The company is the exclusive representative of Frantlin Covey in Thailand and the leading provider in leadership and organizational effectiveness solutions. Pomtip has the arduous task of setting a clear vision and direction for these four companies. She formulates strategies, sets up effective processes and structure for the businesses' gowh, and look for new challenging business oppoltunities. Pomtip also commissions the right people into the company, whom she develops and motivates to achieve not only company's goals and objectives, but also individual wellbeing and fulfillment. Road to Success All her successesdate back to 190 when she entered the Asian Institute of Management (AIlvI) to take her Masters in BusinessManagement MBM). She relates why she opted to study at AIM, "I had a chance to work with some AIM alumni in Thailand, and I admired their capabilities and the quality of their product. Most of them were holding top positions in various organizations. They had intemational standard. They were competitive and marketable. Seeing all these, I wanted to be a part of AIM." Porntip dared to take the ADB scholarship for an AIM education Cheaspired for. "The exam was tough and difficult for me but it did not dampen my spirit," she says. And nothing seemsto dishearten or curl Porntip up, not homesickness, adjusfinents to a new environment, being the only studerrtftom Thailand, or even being surounded mosdy by men in class. "The men in our batch were about 85% and we (women) were very few. But we did not feel inferior or the rninority of the class. In fact, we were as strong and tough as our male counterparts. We were just as competitiye and independent." Porntip furthers, "To survive and succeed in AIM, students had to fight for airtime and defend their position. And the women in our class were very aggressive."

H e r B i g g e s tC h a l l e n g e Pomtip's greatest quest came after graduation in 1992. After retuming to Thailand, she braved to establish hel fifft company RA Advertising (Thailand) Co. Ltd. the product "RA of her Management Research Report (MRR). Advertising is the output of my thesis. When I did the feasibility study, I found that there was no existing recruitment advertising agency in Thailand. There was big opportunity for such business so I went ahead." Porntip started the businesswith limited business "I had experience, network and financial resources; howwer, a lot of courage, determination, enthusiasm and optimism.

Theseled me to greaterdistance,"she says. Since RA Advertising was the fi$t of its kind in Thailand, "The Pomtip encountered some difficulties along the way. market had very little knowledge about our service. During the first two years, we had to educate prospective clients. Newspapers have been serving HR clients direcdy for a long time and some of them have already built strong relationshipsi therefore, some of them preferred to contact newspapers directly instead of going through the advertising agency." But Pomtip did not give up that easily. "We did not stop clients to talk dirâ&#x201A;Źctly with the media. Our intention was not to stop their relationship. We clearly communicate to both client and the media that our job is to add yalue into the process. We also built parmership with all the media and helped them seethe value of our services." Today, Porntip is proud to have become the premier recruitment advertising agency in Thailand and to have grown the businessfiom one company to a group of four companies. Moreover, Pomtip is most thankful for having weathered a horrible storm. "I am proud that we were able to keep all companies survive through the economic crisis from 1997 to 2000. We are growing and expanding." Behind Her Success Behind every man's successis a woman. In Pomtip's "My husband case,a man is behind her through her triumphs. gives me tremendous support. In whatever I do, he is always besideme He encowagesme to sethigher goalsin life. He is my coach and my mirror" Although Porntip and her husband may haye different management styles as partners in the business,they have becomethe bestof teammates. "Wg are very different. He is very dieql, open, tough and action-oriented. My style is more balanced and detailed, and as much as possible, I prefer to compromise." "We may have different opinions in doing She furthels, the businessbut we value the difference and we seeit as strength rather than weakness. Our difierences give us more ideas and options in finding alternativesolutions." Pomtip has been maried for ten years and the secret of "Proper planning and time their marriage's successmanagement. We make sure that we have time for different roles in professional and personal lives. We enjoy common interests like travelling, golf and just talking to one another" Break the Glass Ceiling Porntip believes tlat women can be as good leaders as "Women can be better leaders because men. In fact, she says, we have higher interpersonal skills. We are more sensitive to human needs." Her advice to women - "Have higher education and become more independent. Have higher self-confidence and learn to be more aggressive. But do not focus too much on career and forget the important roles of wife and mother" Polntip llimapufl is also the President of the AIM Almuni Club Thailand.

)-)

rr r= rrr-rrr!:=sgr-r-ElJt

;.Jli-',,.-{^e5Jl broadenedher mind and taught her the value of being resilientand strongrn the

SUGARHAN

face of intensecompetition. In her two yearsin AIM, Ms. Han garneda great

Breakingthe Glass Ceilingin I(clea

deal of confidencein spite ol language barriersand such.ln fact,shewas even of the AIM electedasVice-Chairperson OvcrscasStudentAssociation. Her AIM education taught her confidenccand how to value herself as .r p.r\on lt w,r' blind tu diflerencesin

B r e a k i n gt h e g t a s sc e i t i n gi s s y m b o t i co f w o m e n a l u m n i w h o h a v e m a d e a d i f f e r e n c ea n d w h o h a v e b r o k e ng e n d e r b a r r i e r si n t h e i r c o u n t r y .5 i n c e i t s i n c e p t i o ni n 1 9 6 8 ,A I M h a s p r o u d [ ys h a p e ds u c c e s s f uwI o m e n m a n a g e r s . By Patricia Artadi

culrure and gender.What matteredfirst and fbremostin the AIM of the 80'swas

(

Hence,Ms. Han academicexcellence. had to appiy her functional AIM

". . .(A) malor par-tof the Asian economicrniracleis m;rclepossiblebccauservontcn

education

are doing their sharc.Morcovcr,womcn arc holdingup their half of thc economrc

discrimjnatingissucsor situations. Althoughtheglassceilinghasbeen

sk),alongwith upholdrngthc tradit()nsof tamilv valuesso essenridl ro Asiil As wc go lnto thc ncxt ccntur-_y, thereis no stoppingthe energvand capacrt_v fitr growth that

most of the Koreanlabor forceare composedof women, very few are tn a

l)rof. Victola Lrcuanan.AII\1

l{ -l-

gender

inequality that Korean women have to face. According to Ms. Han. although

'Breaking Banicrs:Businessrvolnen ,tl SoutheastAsia

real-life

Asiannations, brokenin mostSoutheast in EastAsia thereis still a greatdealof

we seein today'swomen of SoutheastAsia. Thc ncxr centurvrvill be an exciring " one.

-fl a

m a n a g e r i a lp o s i t i o n . S h e b e l i e v e s , ''Promotion in the company should not

egardlessof the m-,-nadot roles at home',rn thcrl cnrerprisc,in thcrr

b ( l i m i r e Jr ,' m e n .b u te q u , rol p p o r r u n i t y

Aouern'rent A ll\l r $ornenalunrnjhavchcld theirorvn.Their servicearrri \.r:ommitment to theircount|v.their entcrpriscs. and theirlarnilye\ernPlilies

shouldbe ofleredto women." M s . H a n s h a r e st h a t s h e w a s unable to undertake tralnrng programs

A IM's best. I'he lact lhal thesenrilestones rveremadcbv rvomenis cvcnnrrrrecausc for celebrafion.

thatcaterfor womensinceshejoinedthe rvorkforceafier hcr AIM degree.But she

AIM is a firm believerand stakeholder in the commitmcnrto crrpow.r womrn and eradicate discrjmination. In its 35 learsof cxistence. rt hasconnibuledro honing preciscllfbr-thcreasonthat the larvof supplyanrlderranrl womcn lcadcr-managers, appliesfirr women. Asia has seenan upsurgeol_rvonrenrvho hatc choscnfo bc

felt that there was a pressingneed tor "Korea in the this. She sharesthat,

activein big business. in smailand mcdium enterprises. anclin nattonalor rcgronal

l q 8 0 s h a d , 1 h o J r3 - q f c m a l ec o l l e g e

deveiopmcnts as a wholc. AIN{ saw rhat as the Asian regroncontinuecllo cmctge grow, and socralpolicicsand socrct_v's attrtudcto\,",afds wor'nencontrnucdto changc

graduates only.out of 1000employees." Upon learningof this, SugarHan l o i n e d t * o W o m e n ' sC l u b s C a r e e r Club and the Womenin KoreaBusiness

as they becameevenmor-eol a drlvinglbrcein lhe econom!' One of thesedrivingforccsrs Ms. Tac'SookHan, betterknorvn;rsSugarHan

Women'sClub. Business & Professional

Ms. HaD is irn MUM 84 alumnrand is currentlvthe Direcrorlilr Conlnrunic.rlirrrs of the Grand Inter ContinentalSe'oulanclCC)EXI ntcr-ContrnentalSeoulin Kore.r

Its membersbecameher iole models,for rh(\ srro\ehdrd ru be rLrc,e'stulin spile

the I'residentol lhe AIM Ko|ean AlurnnrAssociatron Sheis alsoconcrrrrentlv and (FAlN,I). Representative ro the Federationof n lNl Alumni Assocralrons In 2()02,

o f t h e d i f f i c u l t s i t u a t i o n sf a c e d b y u'omen. It has also becomea venue fot

SugarHan rvaselecteci as Vice Chairmanof FAIM. In K(n'ca,Ms. Han rscurrentlv

women managersto fellow successful n v r $ . r r kl n J { h , i r el h e i r L n o w l e d g e . " C o n s i d e r i n gm a r r i e d w o m e n h a v e

thc Presidenlol thc HangaramBusrncss and Prolessional Wonrens Club. anclhds servcdin vanouscapacitics in theKorcanan,.lthc International Fe.leration of Busincss and Profe'ssional Womens CLub,as rvcllas rn thc CareerWrnren ir Korca Ilusrness Club. I n a n o n l i n e i n t e r v i e uI,v. l s H a n r e n r i n i s c cadb o u tA I N I i n t h e 8 ( ls a n . l h o r v

-3,

'" -

relatively less time due to family o b l i g a t i o n s ,m e e t i n g m a n y w o m e n p r o l e " i o n a l sa l u n c t i m e ( , i n s d r el i m e " and broadennetworking...

\ \ ,

her MllM delireehascontributedto hersuccess asa $,omanin thechan{rngeconomr of Korca. Ms. Han cnloyed thc cxpcricnccof culturalanclgencler drversit_,She remernbe'rs j n t h e o b s t a c l easn d l i c t o r i e so f s t u d _ v r n g A I N { . T h e A l N l e x p e r i e n ccee r t a i n l v

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DoubleAci Norman & Peter Samonte

O n the face of it, the father and son are differentt n manyways.By Joel Adriano

he father, retired Police Chief Superintendent Norman Samonte is military-bred, a dedicated farnily man who spent his entire career in government service. His son, Peter Jason, eldest among his four boys, preferred the unassuming world of engineering and the more fiaancially rewarding private sector '73 graduate while ttre dtder Samonte was an MBM Jason completed his MBM in 2000. Prior to AIM, General Samonte is a grad'oate of the Philippine Military Academy (PMA) while Jason took up industrial engineering at De La Salle Universiry Now retired, General Samonte is making firll use of what he learned from AIM only at this late stage whereas Jason's education ftom AIM immediately came in handy.in his work as a line manager of First Gas Power Co. based in Batangas. ;1,r.:::::::lt

Becoming a PMAer for General Samont€ is by no means an accident or surprising. His family has a long history of military service. (His brother Fran*lin was a brigadier general while their father was a sotdier during World War II.) However, he did not enter the PMA outright. After two years of pre-med at the Univenity of the Pbilippines and getting discoumging

Jason needed no convincing that an AIM education matter. General Samonte merely shared with Jason lots of warm memories about AIM during the halryon days of the 70s, an4 at one time brought Jason to one of his AIM class reunions. Seeinga lot of his father's batchmatesnow successful and occupying top positions, it was then that the young Samonte realized that an AIM degree could give him the leverage to get ahead especially in a tlght job market. More importandy, an AIM degree can open up opportunities to a hdst of better jobs with higher salaries. Although life at AIM is hard and difficult both intimat€d that they had a great time. General Samonte said that the military training prepared him to handle the pressureat AIM, "mental tower to conquer" Although which he described as a Jason did not have that kind of training, what he does possess,General Samonte said, are the patience and determination, qualities which he acquired from his mom and which helped him get through the tough MBM program. During Jason'sdays at AIM, father and son would often comparenotes. To his delight, General Samonte'sprofessors had beenJason'iprofessorstoo, including Bobby Lim, Gabby Mendoza and JessGallegos.

results, he took it as a sign that he was m€ant for another vocation, and a military career came natually During his time, it is alrnost unleard of in the military to get a Masters degee. "They wor.rldtalue more if you go to the United Statesfor a short military taining," the older Samonte said. In a way what he did was rather unconventional.

In the futue, when I have children of my own, I would probably encouragethem to study at AlM," related Jason "As my father had said, AIM prepares you for the competitiveness of our ever-changing world."

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9F l,tS,rZL&tlJg, e15g!..:ft;\tt

:}J r/l'n!'.azt!,

nradehim a littlc bit upsctbut lookinll

Father& Son: Ramoncito& JosephAbad

b a c k , h e a p p r c c i a t c dt h o s c e x t r a "

lot of cxtra-curricular activities.He was the classpresidenrfor both lst and 2nd

strugglesthat he had. Thesemade him

yearsand was in l)ean'st,ist duringhis

rea|ze that he has ro work harderthan

l'' year.He wasalsothe Vicc-Chairman

h i s c l a s s m a t e1so e v o l v eo u t o f h i s

o f A A M I . a n d a r e p r - e s e n t a t itvoc

tather'simageanclto earntheir respect.

ULCA in 2nd yearlbr the International I x i h ar g (

S i n c eb o t h f a t h e r a n d s o n p a i d

A I M n o t o n t y e n h a n c e do u r t h i n k i n ga n d a n a t y t i c a Is k i t t sb u t a l s o g a v e u s t h e o p p o r t u n i t yt o m a k e [ i f e l o n g f r i e n d sa n d b u s i n e s sD ar t n e r s .

t h e r r w a _ vt o s c h o o l .b o t h r v a n t c dt o ''rrake the most" of their stavat AIN'[. Both cannotaffordto fiunk and so both reallvlircusedon their-studies. Mr. Abad was a secondvear Larv . r u L I ea nn t d, 1 rt h e . , r n trei m eu a sd , ' i n g s o m e a c a d e m i cr e s e a r c h e w s ith the Universitvof the Philippinesbefbrehe

"Ri*H.ffiTffiTif,;:*rxi

First semesterin AIM $as reaily y c c a u s eM r . a s t r u g g l ea c a d e m i c a l l b Aar,ldh,id rro 0usirrcs:6.1c(grtl(rrL/. / learned through thc bnlliartct' r:rfmv

Abad was the lormer Chairman of the Board of DevelopmentBank of the Philippinesand currently holds

chairmanshipto severalcompanies.A very activecntrepreneur, he is also activelyco-organizingtheir batch s 30'hanniversary and grand reunion this year. Aside from having a fulfi1ledprofession,Mr. Abad is also a very proud father to his one and only son, Mr. Joseph Platon "Jon" Abad, MBM95.

LauraVicuniaFoundationaswellasour batch projects.Thrs endeavorgaveour h a t . h. r n O t h e . , ) p l r r t l u\ 'n1 n p r a c t . . r

aboutPHP 150,000.Jon recalled.

eilroll id the MBM Prog.afi.

skyline.

MBNJ Despiteour heclicschcdule, _"-ear-. 95 t(x)k thc time to organizethis event f,lr the becausc we q'antcdto raiset'uncls

best educationrhat he neededat that t i m e B e l r e v i r gr h a t . u c h e d u ( d r . o n r r o u l ds h o r t r ' uhtr sw a vr o u n d c r s t a n d i n g

to host mini-reunionsin his cozy verandaoverlookingMakati

organizlnga movic pfcmiereon my 2nd

which rvelearned the busir'ress cor'rcepts during our first year. The projectworked

what h sincssrs,Mr Ahad de.ided to bonding with classmatesin AIM, Mr Abad makesit a pornt

w ' , r r l dp r l b . r b l rh L t d k r r s f d r t i n

considcredan MBM in AIM to bc thc

came to know about AINl.

By Mary GraceSablaya

I'rogr'.rm m.ri,,rIJ i

Finance. ''M!' mLrstnrenrorable experience

c l a s s m a t e sA . l s o . c l a s s1 9 7 2g u r d e d u s t h r o u g h ,s h c p h e r d r n ug s o l l s o r 1 l . '

out rcall) wcll as Lt ended up nettrng Jon admineclthat he went to AIM i n J 9 9 3 s i m p l y t o f o l l o r vh i s f a t h e r ' s foorstcps."ln rhe carl1 90's, I rcallv l o o k c d u p t o h i m a s a p e r s o na n d a proflssionalsoat thatfime,IJustwantccl ,;1'iirrr." cubc a bctrcrvcr:srorr Despite different expericncesrn AlM, both fatherand son haveagreed AIM did not that throughoutthe -vcars,

difficult classes.One of the stLrdcr]ts o n l y e n h a n c e t h c i r t h i n k i n g a n d capabrllties and analytical t h e n q , a sE d M o r a t o , h e u , a so n c o f skills but alsogavcthem cntrepreneuflal u ' i t h b r r l l r a n t a n d c r e a t t v c those " to makelifelongfiiends the opportunit,v mrnds. patlners. then ver)' stjff and busrncss Compctition was

Being awayfrom home,Jon eagerlysharedhis viewsand

and his lirst ycar stayin AIM reallyhad

experienceswith AIM and his father via cmail. Jon owes a lot to AIM as it playeda vital role in his

a strongimpact on Mr. Abad. But the blcndingof both the young and senror

" T h e r e w e r c s o m a n , vt h i l t g s I

studentsmade'theilclassmore mafurc.

le'arnedar AIM but I guessthe most

As oneof the youngeronesin class.Mr. A b a d c o n f e s s e dt h a t h e g a i n e d

i m p o r t a n to n e w a s c o m m u n l c a r l o n .

confldent in school. He rs a verl' indcpcndcntguy. I probablywent to a

sollcrt vielvseloquently,and constantl-y feedback,'Jonpointedout. He hasnot

more difllcult strugglcthan hiin."

seena lot of his father sincehis AINI daysbut Jonfurthersharedthat rt is from

decisionto migrateto the US. AIM hasbeeninstrumentalin his finding a careerwith Chemoil in San Francisco. ln 1999.

i'aculty(GabinoMendoza,FranciscoBernardo,Buenaventula

" L o o k i n g a t t h e b r g y T i c t u r e I,

Canto,Meliton Salazar,Quintin Tan, FelipeAlfonso,Gaston

don t think a lot has changed t he

Z. Ortigas,PeterGarrucho.and OscarLagman)werc really

c a m p u s , t e a c h i n g m c t h o d o l o g i e sa n r l

good in threatening.

tcchnology may hare (hanlied blrl lhc

Du ng the 70s,the Mastersin BusinessManagement Program was the only program. Mr Abad boastedthat his

Thc studentsof the 70shad to rely only on the ljbrary. casestudies,classdiscussions, lectures,and on inputsgiven

essenceof thc rnstitution has not," Jon

batch owned and ruled the campus then. Their batch only

b)'both facultyandclassmates. Therewereevenno computers "We and calculators. were technicallydeprived,"Mr. Abad

Jon still has to deal lvrth his lalher'speers

smilingiyrecalled."And it was reallyhard work to flnish;rn

such as I'rot.s. Sonny Ciolonra, Tiros

Jon migrated to the US and soon afterward, starteda family.

with almost50 to 60 studentsin eachclass. had two classes Mr. Abad further sharedthat norms wcrc very strict during his times,there was a feelingof instabilityand the

MRR.''

e xp l a i n e d Aside from daily class struggles.

Ortigas. and Ed Morato.

At first, rhrs

When dcalingwith peoplewhetherrn a s u h s r a n t i al le a r n r n gf r o m c l a s s m a f e s professronalor personalfirrum, AIM h a s t a u g h tm e t o L I S T E N a n d l i s r e n w h o t \ ( r L l 5 l 0 v c a t : . r l d etrh a nh i m . " U n l i k e m e , m y s o n w a s v e r _ Y wcll, orllanrzemy thoughts,expressmv

Aside fiom studyinghard, Jon was verv activern AIM. He took part rn a

Continuedon page 43, Retrospeat

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p f o i l r a n r si h e i r h e \ l s l ' r o t . \ l [ t \ . - ] 1 .! t . r J L r . r t . .rl l r t h , r N J . r s t t l

( ( ) l J l f n ) r h . l r i l r \ \ . i \ n ( r tg r r r r r gt o r l l . t l c l r I t r ' . l l L r rot l h t s i a c k

l r , h r r r n t h r ' r r l h . r h , r r J . f ( ) L n t \( ( r t h c i o r c \ i l :

l h t ' l . t r : r n r ' rsssr r r nl n J t h r ' nt o p r r r r r L L ' t h r ' n r , . .l r )r rt'h f r ) rl r l "Ther t.lkcthcrr NIII.\ * t r u L J l r . r r t h , ' t n r ' . l L r p p c .rl , , . i r ' . r . l L '

n r , l s l (r ' s .t h ( \ ' \ \ 1 ) l r l (hl u rc h r r , ,l r * c l l - r o L r r r r l c\,\jr ' r I c r f L r r r ' l l i r r ' . r n t le t l u c , r l i o n

l r ( r n Lt h L 'I ) ( l . L5 . L l l t 'h c r l a r L , i r Jl ( ) l . t k c . t g l . t t l u , l l ci t l t l t s t ' l n

lhr

\ l \ l O K I t . \ l ' l S l ' . , \ l l t l r S o ) r ) i l fI h c l l i . J n r e

L r r g J J l r l an r \ l l t ( r u g h l s . r n ! 1a ( J n t n t L l l l l a ( l t hf l s l ( ) I n \ r j r g . | l r l . r l i ( | r L i r !i l r l r n { \ \ h . l t n c c . l st r r b c p r i o I r t i z c d i n r r L r r ' . l ' . : ' t L , . l . l l . t . ' r , t t . r r ( . ' . i . . r ' r ,1 1 . ' r. r r t ri i. . r I ) di l c l c r n r i f t h ( r N L I l r l \ l l r t o t h e c o r e l r u s r n e sos l r L r u r

. l o 1 ' rr ' c e . r l lhso r ! t h c r r r c r c t r . r i n | . dt ( ) i l l | | r k t l r . L itL r l l e g c \ \ i s n ( r t t h c c n d o t s c h o o la n r l t h . r t a n r . r s k r ' :J c g f ( r h . r J I r )

a()nlli.ln\ C o n t i n u e do n p o g e 4 3 , F o t h e r

e Son

lmmutableLawsof Life an aphorismfrom Morris'Seventy-Five Recatting "Great Leadersare born, not made" and its corottary and Business, "GreatManagers are made,not born", it is no wonderthat the Mastersin (MBM)degreefrom the AsianInstituteof Management Business (AlM) is one of the mostsoughtafter programsin Asia.lt is Management of tomorrow. an institutioncommittedto motdingthe great managers By RolandPatrick Sianghio mong thosethat havejoined the ranks of the alumni are Jaime Brionesand his son Ramon or Monto as he is fondly called by his fiiends. Jaime,a member of MBM Batch 1975,hasan engineeringdegrcewhile Monto, a member of MBM Batch 2002. has a managementdegree With differing backgrounds,one still cannot help but notice the similaritiesbetweenthem.

Both admit that the first few months, if not the entire fi6t year was tough. They had a hard time with the Wdtten Analysis of Cases(WACS) in the beginning,but couldn't get

enough in the end. Monto was surprisedthat the number of WACs had dwindled from one a week during his father'stlme to eight a year during his time. Just like his father, Monto enjoyedhis number crunchingcomputationalclasses.In some classes,they even had the same mentors like Professors Limlingan, Mendoza, and Salazar. When askedabout interactionswith classmatesor other "CAN Groups students,the younger Brionesmentioned that were OKAY" Jaimeon the other hand was amazedthat these were still being used.He addedthat the CAN Group sessions give you a differentperspectiveon a casein that eachmember probably has a different background or thinks in a different

way. Perhaps this is in line with AIM'S tradition of face-toface interaction among its faculty and studâ&#x201A;Źnts.

wllen asked about their most memorable experience,the elder Briones remembered when he and a fiiend had a beer at tlre cafeteriaon their 10:15break. Around 10:30,the entire class had joined them. By 2:00 in the aftemoon, the entire batch was there! They then proceeded to the swimming pool where they would dunt anyone that happened to pass by. For Monto, it was when they got one of their Indian

Value wasn't much of a concern to Jaime's batch. The Social Security Service had helped him in his fust year. In fact, the SSS could have funded his entire education. Sadly, this is no longer possible today. Upon asking Monto how his education was funded, he instantly chimed in with "thank God for the JBB Foundation". In reuospect, the elder Briones mentioned that the he found the program a bit too long. He said that if he had to do it all over again, he would have enrolled in the Masters in Management (MM) Program instead. Monto on the other hand, saw his fathel as role model. "He must be doing somâ&#x201A;Źthing right to have what he has now," he added.

classmates really drunk. Later that evening, another one of their classmatesgot really drunt as well. Capitalizing on the opportuniry they tried to make one kiss the other and take a picture. The catch here is that both of them were male. "I

Just like the changing of the guard, Jaime will at some point in time retire from the mining indushy just as Monto

guess they had too much lambanog," he added.

begins his career in the banking and finance industries.

Frompoge 39, Retrospect his father that he leamed to live life with no regretsas life is too shon. "AIM has given me a new perspective,"Mr. Abad admitted. His two-year experiencein AIM gave him confidence and got himself equipped on how to analyze things and how to look at problems. AIM

Both father and son have their own share of struggles and triumphs in their own chosen fields. Both.have something to say on how they evolved as p e r s o n sb u t M r . A b a d , a t y p i c a l f a t h e r t h a t h e i s , confessed, "My son is always better than me and I a m v e r y p r o u d o f h i m . I b e l i e v et h a t ' s t h e r o l e e v e r y f a t h e rh a s t o p l a y f o r h u m a n i t y . '

turned him around as far as his career is concerned. Frompoge 11 , Fother's Dreom The other skill I learned was how to be markâ&#x201A;Źtsensitive.Going through the casesas samples,I learned how to listen to the market - something I'm applying in my projects now" More than the businessplan however,AIM'S impact on Jobymay bestbe seenin hoq he now usesmentonngln leading and developing his unit. He explains, "I train my

managersneed to make sure that the organization is running in one direction with everyoneworking as a team. Freddie repeatedlyemphasizeshowever that in the end, it's really what one makes out of the AIM MBA experiencethat counts. "It's.as simple as that. You work hard. You put seriousness and focus on the curriculum and you will get the rewards.

peopleby mentoring them. I mentor my officers becauseI

My work ethics are the same.No short cuts. You've got to work hard and move up basedon your own merits.

would like everybody under me to grow and eventually

So I told my sonsthat ifthey want to takethe responsibility

surpassme. I have nothing to lose. In Landco, most of the SBU heads started out as product developmentassistants.

of behg CEO, they would have to work for it and if they think that there are peoplewho can run it better than they

We realizedthat it's better to train peoplefrom ground up."

can, they shouldlet them take it." Freddieseeshimself retrring in a few years,a goal his sonswish to term as 'slowingdown.' "That'swhy he'sbuilt

According to Freddre,AIM's biggestcontribution was formalizing one's drscipline. While people have basic

up this SBU concept.He wants to start letting go so he can

businessinstincts such as finance and marketing, he says,

wants him to leavethough," saysAlby.

spendmore time serving the church. I don't think anyone

The AIM Experience:

Dr. Jesus& JenniferChristine Gallegos

AFathertsPride Personally, one of the mostdetightful interviewsis that of a parentand chitd, a father-daughtertandemin this case.To add gtazeto that, I wasassignedto interviewmy former superior,Dr.Jesus Gatlegos, Jr. (a.k.a.JGG),and her daughter, JenniferChristine(a.k.a. Jemps),whom I first met duringmy first year,herein AlM.JGGwasthe Deanthen, and Jempswasworkingfor a reputabte companyherein Makati. By SherylSevilla

I t i . , 1<i

r Gallegos is the San Miguel Corporation Professor

!r, rr..r,

by her parents. Her dad has a DBA, while her mom has an MBA. Credit was also in order for the firancial suppon they gave her in shouldering the rest of the school expenses not

Enlightening me further on how his time was compared to Jemps', he stressedsome vital points on the aspectsof teaching. "Teaching now has improved becauseof various

covered in her tuition scholanhip. Her stay here in AIM even qossed path with her dad's former professor and mentor, Captain Bobby Lim. The friendships she has formed and the high tolerance for

time, so the professorsthen did not haye the pool of experience we have now. Both eras had pretty good professors. The

ambiguity are the most treasured memories she has of AIM.

method of teaching now is more student-{iiendly. Professo$

teachingmethodologies,becauseof so many other things.But let us keep in mind that the MBA was relatively new at that

are friendlier and the learning environment has improved tremendously. Although some believe that the "sink or swim" Looking back (far way back), JGG has the same sentiments. During his studies in AIM, he also had formed terrific relationships rMith his batchmates, as well as the AIM

us to discover that out of JGG'S entering class of 163, they

staff

only had ten females. That clearly exhibits disparity

Sending Jemps to AIM was not really a tough decision to reach. For him, it was like giving her a taste of the gmnd

compared to the MBM class he is now teaching, one-third of which is female. "Also, the AIM dorm then was an all-male dorm, unlike now. As a classmate puts it, students now are more normal," JGG added. Amidst all the assignedcases, MRRs, walkabouts, male-female ratio discrepancy, teaching

environment before was more effective." Commenting on the social lift, it would maybe astonish

in Intemational Enterprise Development and the

former Dean and Chief Operating OfEcer of the

of Jemps' agenda.It was not even the clovn of her long trail of

Institute ( I 995-2000),where he teachesshategic management,

interests. She avels to be an artist by heart. To datq she still

experience of AIM's legacy to all its graduates. JGG liked what he learned and the difference an AIM education makes on the students as they become executivesall the way to

leadership and management ethics. Jemps, on the other hand,

fancies being a rockstar. Ever since there is almost always so much going for her. Even before, aside from work at her former

becoming CEOs. In his twenty-five years in AIM, he has witn€ssed the changes in these people, and that same

modalities, the Martial Law declaration stood out as JGG'S most memorable experience. He related how his batch

company, she had been contending with three other things on

oppofunity is what he would like to pass on to Jemps. The enduring quality of AIM education has attracted

struggled with a weekslong boycott of classeswhile Marcos was declaring martial law At present, wayes after waves of succeedinggenerations

is iri her 2nd year of Masters in BusinessManagement. At present, she's attending the Copenhagen Business School in Denmark as an exchangestudent and will be away from home for quite some time.

At the outs€t, holding an MBM degreewas not really part

the side. But in the real world, wishful thoughts, even the best laidout plans do not really work out most of the time. According to her, work was a 'dead-endjob', and she felt like it was a good

people who saw the qualitatiye distinction it equips its gaduates with, after completing the rigo$ of the madagement

time to inyest in her future. Realizing that she has nothing to

courses. The impact is constant if not progressive,

an overwhelming sense of pride, the en\,T of not a few and definitely, worth emulating. This pride took on another height

lose exceptthe independenceof having her own regular money, sheventuredinto what sheregardedasthe promising possibilities

notwithstanding the changesin the tides. The ambience within has drastically changed. Citing the general atmosphere then,

when Jemps decided to fo1low her dad's footstepsinto the

that AIM has to offer. And for one reasonor another, sheended

Asian Institute of Management asshefinishes her last semester

up realizing a chance, an oppodunity, that she knew from the beg:inring, is the worthwhile path to tread - that is the AIM

JGG described it as simple. He explained how they all ate at the cafeteria becausepart of the dorm fee was board, and there was no eatery anywhere: "We were surrounded by grass. Unlike now, you just closs the sfteet and it's heaven- the movie

I've witnessed on several occasionsJGG aS a doting father Their rapport - more of the 'barkada' style - speaksof

in the Masters in Business Management program. Was she coerced into walking the same path? Is JGG as 'cool' as we think he is? I delved into that and more, that

MBM progam experience.

perhaps, if you read between the lines finally we would not

When ask€d if the decision to enter AIM was fully hers, she corroborated it with a 'Yes,'but rationalized that it had in

end up beingso cluelessabouthis ageanymore...

more ways than sh€ can outwardly claimed, had been inspired

houses, shopping, food. For over a year now, I have had Wednesday dinners with rny daughter and we hardly ate in the same place more than once or twice."

come in, bringing in fresh know- ow. From the JGG then until the Jemps' now, the characteru in the shuggle had changed, but the essenceof achieving the MBM status is still the paramount appeal for most. And for the alumni who wete able to sendtheir children to AIM, that in itself is the second bout of rush for them (being an AIM alumnus the first perhap$. To JGG, it's that and more: "I felt great when I taught Management Ethics, no grades given, on her first week of classesat AIM, especiallywhen she raised her hand and I called on her. We both felt uneasy momentarily, but then we knew this was going to be good."

REACHING OUTTOTHEAIMALUMNI

The Dean'sMessage: Asianin Presence Gtobatin Thinking, " In the midstof gtobalchanges,we muststrengthenlinksasAlumni.Tomeettogetherin forum is myopic.We sharecommonthings,we needto strengthenlinksas a regional networkand help eachother growtogether." By Deani{a. NievesR. Confesor

ast October 16, 2002, the newly elected Dean of the Institute, Prof. Ma. Nieves R. Confesor addressed the Federation of AIM

Alumni

Associations (FAIM) Heads and Representativesto share with the AIM Alumni her vision for the next hve yea$ (2002-2007)not olly for the Institute, but also for the AIM Alumni. The next five.years will be exciting for both the Institute and its stakeholders.AIM will grow even further to tealize its potential as a full-spectrum management institute, serving different market segmentsthrough highly differentiated offerings and services. The Dean leads the AIM to be "global in thinking and Asian in presence."The Institute addresses "challenges raised by emerging economies, the pressureof globalization on Asian

lt is lmDerativefor Allil to resoondand be

-- tr ..j

relevant to a multi-stakeholderAsia.

societies and the deep 'divides' of the opening of Asian economies to the new economy." As a full-spectrum graduate school of management education and research

institution of choice by Asia's leaders, AIM has hastened its "immersion into thâ&#x201A;Ź chaqging landscape of Asia and

t *

its communities of interest."

I !

In the beginning, AIM trained managers of large multinational companies, "today's Institute. . .also trains leaders and managers for Asia's 'backbone' of small and medium scale enterprises and for Asia's emerging orgadzations of civil society and bureaucracies." AIM has looked back and is paying forward by bringing itself closer to the communitiis of Asia through leader-managers of decentralized governments, of civil sociâ&#x201A;Źty organizations, of small and medium enterprises that

operate globally. AIM is the "training ground for a democracy of leaders in Asia, persons who can lead (not just manage) organizations and create value and wealth

the changing landscape of the global economy. Most

(not just profits) in and for society at large." It will be an AIM of "recognized competencies and resources for the diversegroups in Asia."

Dean Confesor expressedthe vital need to stand on the cutting edge of management education and "creative

Dean Confesor also engagedthe alumni by updating them on the developmentsin the Institute's programs and r e s e a r c hi n i t i a t i v e s . " A t r a n s i t i o n t e a m l e d b y D e a n Eduardo A. Morato, Jr. crafted a fiye-year strategy to rea\ze the vision of the AIM Eight Winds - the AIM for Big Business,for the SMEs of Asia, for the New Economy, for the Arts, for Education management, for Healthcare managerfient,and for environmental governance...We

importantly, AIM has to be in a continuous teaching mode for both its students and alumni.

tension, to keep raising the bar of excellence,and to enable the community to innovate and managethe dsks that come with it." She assuredthe alumni that AIM faculty continue to be the Institute's key resource. "To achieve ptogram excellence in the teaching and learning of management, we sh4ll continuously enhance AIM's contribution to the growth of knowledge in the fields of management and managenent education...we shall thus expand the faculty,

envision that the multi-school system will allow each

attract exceptional professors from Asian nations other

school to focus on its respectivemarket segmentsand serve

than the Philippines, and increase support for faculty development, research, and publications. We shall keep

them well. We shall be equally driven in our pursuit of academic leadership in the world of management education by building up intellectual and social capital;

developing new programs in order to remain relevant and responsiveto our markets in Asia..."

deepening existing partnâ&#x201A;Źrships and forging new alliances within and beyond Asia; and strengthening the mulri-

Dean Confesor believes that AIM alumni can take part in this vision. The Dean hopes to expand this by

schobl systemto enhanceour capabilities while at the same time exercising flexibility in implementation. "

engaging AIM Alumni to become faculty members. She encourages alumni from India, Malaysia and Indonesia in particular. The Indian Aldmni Association for example

The Dean believes that it is ifuperative for AIM to respond and be relevant to a multi-stakeholder Asia. In order to achieve this, Dean Confesor has committed to focusing on Alumni Relations and to "bringing the Alumni into the loop." The Dean intends to redefine the Alumni's role in AIM and the Institute's role in the lives of the Alumni. It is her firm belief that AIM studentsneed not stop learning when they leave the hallowed halls of the Institute. It is a quid pro quo relationship that the Institute and Alumni

has establisheda Professorial Chair so as to send an Indian faculty to AIM. Furthermore, Dean Confesor expounds that she is committed to a student-centered communiry She would lite students to strengthen their network v/ith the AIM alumni initially while they study in AIM and eventually, when they retum to theil home country. In so doing, the Alumni-Student network is reinforced and strengthened.This she believes

must have.

answers the need for mentorship, student placement and eventually, career placement. It will be an ongoing cycle,

She encouragesAIM Alumni to be in a continuous learning mode so as to overcome the challengesposed by

wherein students and future alumli emulate the past in order to create a better for Asia as its foremost leader managers.

J,-/

:tz ttZtZtlztrl'-

-:.,

' i{t;-Jj'J

,l-}ri5:j.J

hen them!'s of re'collections .rnd memoliespass acrossus, it bringsto nrind not lust peopleand f e e l i n g sb t r t a s w e l l a s t h e s e c o n clli l t t h a t

rvorld,' Foja-s thc hopesof a brighteff'ulurein the cor-por-ate muses. lvloreover. drfferentn.rtionalities werercprescnted in hcr

breathesinto each and everl' momenf \\rehave lived rn the past.Gcrman poet Rainer Maria Rilke calls it 'clescrjptions

and agcs,hcnceFojasaVcts. batch.u,ithc1ifl-erent backgr-ounds "Our classbe'nefited mosttl,omthe crossfer-tilization of iclcas

with hcartfclt,silcntand of somekind of beauty portra_vcd

and culturc."

humblesinceritv.

Yet,beyonclthe culturaldiflcrcnccsand the aliegaps,Fol,ls ' putsthatit is hardto ibrgctthc 'sense r.emarkably of belonging

Suchholdstr-uefbr a memberoi the Master-inBusiness Managernenl Class'71'l, thisycar'sHomecominghonorccclass of the Asian Instituteof Managcment(AIM). Trvcntl-iivc

i|g spr-inging tiornamomgthcm dcspitcthesediflerences.'StLld\

yearsback,shetriestodal' fo patch togcthcrmemor-ies, both past, her cl.rssnr.rtes candidand swcct,of her AIM .rndhow it

lrlendships and canaradericremainunbcaten. with inchvicluals

in rhe 70s. waslike takingup business D c s p i t et h e t u r b u l e n tt i m e s r e s u i t i n gf r o m l h e declarationof Nlartial Larv and sfudentsbravingthe line o1' flre to expresscliscontentrvith the government,Lala Foj.rs (MBM '78)dcscribed herbatchasunlazedb,vpoliticsbut ralher brazenmorc cvcn in many differentrvays. ''We rverca bit detachcdfiom the realworld as we rve|c caughtup in a world of our olvn," saysI'ojas.nou, Ceneral Managerof Shangri-laPlazaMall, a popularshoppingcenter

b u s i n c s si n A I M i n t h e ' 7 0 s i s a l i f - e t i r r e x p e r i e n c eT.h c nationalities and lleldof cxpcrtlsc. fronrdiffere'nt backgrounds, andg'ith prolessors cleclicaled to fte learningprocess,shenotcs and fegard rvrtha dcepsenseof sentimer]lJlity Interestingl_"'too, despirethe elusivcness ol nrostol her batch mites today as thcy arc caughtup rn theil corporate '78 rcmrndsone of a concerns,a qulck flashbackto Class ccrtainrush of home nessanclIamiliarjtvIikc some Chccrs tclcvisionshow. ''Wc arc a classof 'characters

with a gooclmix ol

inclinationsand talcnts.. . scnousgu1s. d iffir ent personalrties. gu1,s, linny halclworking,relaxcdand cas_y tenrperaments,

in theOrtigasdistrict.Shenotesasu,ellof herbatch'sunbridled optimismfbr man]'things. 'We are hopetil ... liom the mole

louclnrouthsand reflnedindividuals.All thcscmadcour class

mundancconccrnsof gettrngthlough the rexl day'scase1o

descr.ibed Fojas. more interestingand enjoy.rble,"

Hence,

lhe

midst

C a r p e ' n t e sr s i n g i n g a n d S a l u r c l . r v N i g h t L i v e d a y s . t h e l \ 1 l l M C i l . r s s7 8 '70s !ersron oi' appeilrs to be the D o u g l a s C o u p l a n c l ' sg e n e 'ar t r o n r v i l h an lcceleratedculfufc, cxcapt that t h e . , -a r e u n r c l u e l , va c h i e v c r s a n d i n n o v a t o r si n t h e i r o u , n r v a t ' s . Fojas aptly calls hcr hatch thc experrrrental batch' in a sensc that no C A N g r o o p r , v a si n r p o s c d o n f h c n r ''Instcad, rvc lirunclour own t::roups.

duling AIM's Ilomeconring Reunion in

As in thilt linc lrom one poern si_ys,

199Ervhcrc hcr classu'as lcad host. Dcan Hcrminio 'Sonu\," Coloma ol

becauscthe storv of our lifi/beconres our-

AII\1 s Exccutrvc

and

the stor_vof storv/but tclls it c1ift-erentlv

Lifckrng Lealning Center is MBh{ Class '7E as rvell. ' ' T \ " e n l " -v c a f s l a i l ef , w c a re s l i l l

MBNI Class 78 is lrulr- a wondrous

Educatrrn

lifc/bccausc eilch ol- Lrstells the sarnc

journel ol berng and becorningin AINl. ''Thc AIM expeiienceis onc of thc most

r e m a r k a b l y t h e s a m c . c l c s p i t ct h e f : l c t

ntenrorable,not onlv becauseit rvasmost

lhat \re h.lvr'.rll gone !lil

challenging and tLn-lilled, btrt alscr

rcnl faths ind

becausert expanclsonc s horizons to neu

careers, sa!s I:ojiS Her nostalgic fccollcctions speaks

lcarning,rnd opporrunitics firr a highll

intercstingl! as rvell ol horv things wcre

tr-uitfulcarccr," Foias discloses.

people that rvc natulallv sravrtatcd to :rnrl wfl-kcd q'ith lirl most i)f our cdscs

i n A I I \ 1 r v h e n t h e v l o o k u 1 Tb u s i n e s s rnanagenlelrt. We rrere lirn loving t(x).

A I M r r . r . n r u s l i ' r \ l J m Ln r , , l i n . h,rrri.:Im l : l\ l r ( r n J . r l l , ' \ \ ( r.l r 1 cl o h p i r r

and prolccts. Hence, rve (lre rrore

Thcrc lcre clals rvhen lve worrld go to

lirr gr-eatcIgoals It helpedme realizethat

i n c i e p c n c l e nmt i n d e c l . s h e l u r l h e r s a ) s . ''Wc rvcrc loung and confrclc'nl

A _ v al a

(norv

one hls rnore pLrtentialthan originallv

Glorictta) fbr lunch or alter class .. and

thought, and onc can Jchievc thrs

and hacl evcryrhrng to look lirrrva|d to,

sometin'rescirive all the nav lo C.rvrte

lrotenliil

as rvell as the strength oi spir-itto rcach

i . r . tr o r r n u r J r . r Jr t l . h t \ c , ' r . r < . .

continuouslearnrng.Thc training at A lM

oul

the

rvoilcl,

l-'ojas savs

nreanrngtirll1.

Conrnrclcial

Ccnter

A n ! l o n i l t f r V r a ln o t e l o o , s h e lirncllv renrcnrbers

the chich.rron

rhrough hard rvork and

pleparesone lbr the rcal llorid, .rnclgives one tht'conlidcnccthat one can stand shoulder to shouldcl rvrth othets in thc

her classmatcsnow: Fojasrccallsthat she

b u l a k l a k ( f r i e d l T o r k i n t e s t i n e s )a t t h c c i l e t e l i . l r v h i c h n e e c l e c tl o b e

has u,orkeclcloselv rvith her batch rnatcs

orderedspecial.

con\'rcllon

Although shc mccts lcssoftcn rvith

corpor-atclvorld." Fojas sals wrth pufc

Class'83

HomecomingVignettes andthe Mush of Memories

C o n v e r s a t i o nwsi t h m e m b e r so f t h e 2 0 0 3A t u m n tH o m e c o m j nlge a dh o s tc t a s so f t h e A s i a nl n s t i t u t eo f M a n a g e m e n( tA l M )c a n b e t i k e n e dt o a n O s c a rW i L d ep t a y .l t s e s s e n c ei s p r i r n a r i tbyu j L b t y e a c hj n d i v i d u a t ' s s t o r i e so f A I Mi n t h e ' 8 0 s ,s o m e t i m e w s h i m s i c a t s. o m e t i m e sr e v e r e n t . B y M a r i aP h e r p e t u aC a r a n d a n g L r rI h c r l o s l l r . t j ( . l t ( ) \ \ c \ a r

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I l-opez, a drstrnctiongraduatehrrnselt,as thcil fav{)ntenrentor'

t h o u g h t o l p a v i n g l o l u a r ' 1 1c s p e c i a l l r l o \ \ . i r d s . l f e , l s n o t

lbr his intensepassiorrin leiir:hiItg,pr-oot indeed th.1Ithe Class '83 of i s a g r o u p r o r e c k o nw i t h .

c o v c ' r e d1 . ! l T l o l i ' s s i o n erln J n a g u n r c n r . c r p l a r n e . l S a r a c i n . T h r s t i r ) r eI.' ! i r l o l t h e I l o n r e c o m i n gr s i t s b e n c i i c r a r r crsa n g i n g

... Paying forward '83 as thc Homccomrns s leacl host class took to Class

s c h o l a I s h r p ri o r l l ) e A I \ ' l s . r r t s n l . r n . r g c l r c n t p f o g r a n r , a

h e ; r r t t h e i r r o l e a s o r g a n r z c r so l r h c A n n u a l A l L i r r n r

D c p , r r r e n r o i E r i u c a t i o n ,t h c ( i a s t o n Z . O r t r g a sC h . r i I l i r r -

tlortl schol.lrshif lo chafrablc instrruuons These rnclude l c u k e r l i a f o r r n J a t r o n ,a d o p t a s , h o o l p l o g l a n r o t t h c

H o m c c o n i n g . T h u s , d e s p i t el h e f i e n e f i ( s c h e d u l c si n t h e r r

[ ) e v e ] o p n r r n l I \ l a I ] . i g e n r e n ta n . l t h c l - r . D o n c l a n L a u r a

executive livcs, thev have ch.imlcd lheir ua)-s lnto .rltendrng

V i c u n r F o u n J a t i o n f b r S t r e c tC h i l d r u r r . ''We \\irnl lo b c I . l i l h l i r lr o , \ l \ 1 : r r s i o Da n d r n i s s i o n

to thc nlttv-.qfjtt]-dftairs th.it go with lh!'Holnecomrng ' "Organrzrng the Honrecorningis crurclitss labor ol- lorc, s a r d D a n n v S a r a c i n .t h e e v e n ls o \ e r . 1 l lc h a l f m a n It is brn fittiug that thc I lonrecornings theme be: /.{)()lr(

antl $c $anl lhe Honrecodring to lrt orrr vcrsioDot nrakjng a clil'ilrencein the societr in rr.rclrvc war' arlilcr.lCiregAtienza (\lllNl 33) I)rol limlrr) I-opcz 1N1\1 ll.1)lrkc\r'isesaid. "We

but'k.Rt.tit.g /irnr,,rrrlin lecognitron of AINI s evohrng rolc as .r

r v a n t t o g o b c v o n dt h e t r l e l j l r o r r ,rt vl i t ro l r a i s t r t gl u n t l s .I n s t c a d

premier nranagenrenrschool rn Asia.'fhrs tinrc. CIlss'll3 lclt ir

Likc ol lu5t tafgellng in anrounr, \\'c \\'ilnl to par rt lirrr.r'arr-1. or)c t() ()nc nralkcting, ours is one to onc gir irrg.

an opporlunc tinre to take lhe leJd ln integratlngcorp(nate soclil f e s p o n s i b i l i l ) -t b l l o w i n g t h c . , \ l N l R e n a i s s a n c c l.l c n c c . a n .rltluistic [{on']ecomingtht'nre *':is boln R e r r e m b e l t h e H e l e n l i u n t K e v i n S p r . r c c r ' . l l a l c.lJ o c l Osment tilm

Piv it F()r\\'ilrd l t hat essentialll uas wh,rl

S r n c e A u g L r s t2 { l [ ) 2 .n r e r r b e r so t ( ] l a s s 8 3 h a v c s p c n t brainstorrning and harr' scheclulcdWe.lnesdar nrcctlngs k)r the set ufr ot thc Il()rrcconrn1]. i)e'tilrlssuch .ls thc comlnrttccs, . ' r t ln t s , c n t c I t l i n n r e n t . p r r b li c r ti e s , f l n a n c e s . t b o . l . i rf . l d . q n

t h e o r g a n i z e r s o u g h tt o a a p f l l l cI n t h e l l o n r c c r t n r i n g , i r ' h a r n

s o u r e n i r sa n J \ c r ) L r e s\ \ r r e c o v e r ' t J .I h c . t s s i g n m c n t s w e r e

r e . r c t i o no l g r x r d n c s s .I n r h e f i l r l a n d r n t h e b o o k a s u c l l

g i l c n t o t h c i r c l a s s m . r t t r' sv h r , s ee r p c r ' t i s c . n . il n l c r c s t sq u a l r l )

r v r i t t e nb y C a t h c r i n c i l y a r r I l l d e . a h i g h s c h o o l b o r c i i d a

t h c r nl i ) r t h c s l i e . i l i . so l r h e H o n r c c o r n n gt . r s k sA n d r e s , t h e i -

social studies assignnlent rrherc he ,:lrress()nrethlnggood lo

heve e clear cut pi.tufr ol a [Jomcconrint: rlith perlect Itits

rhree pcoplc an.i instcad of dskrnll lhem to p.1\ ll b.1ck.the

and r,tre nrisses ''We' , t s p i r el i ) f l l l i i \ i n r u n r a t t e n d a n c e( ) l d l u r t t n ri n t h e

thr-eepeople help out thlcc molc prtrplt rnsteaci.Srnrgrllput, the organrzers thought to tJkc thc lca!1ln crcating sonrc sort o f o u t p o u r i n go l k i n r l n c s s . ' "We thought of tlansli)rnrng the Honrccoming bevoncl

PhiLippinesan91rve have alu mni packageol frcrksanclbeneflls tol tirose abro.r.l who are aolnrrlg olcr'. Sar'acinsard lror li1)nl .rbroa.1lornrng th! LI()meconrir,)g, Inslancc, .tfr ,llLrlnnLrs

its old conccpt of raising profll ti)r lhe .rlumni 1o one that

m . r \ s l a \ a t t l l r A I N l h o t c l t o r t h | e e . 1 , i \ 'rsr n dg e I o n e d . u f | c c

a l s o r n c l u d c s p e o p l e o l r t s i c l eA I l t , l O u r c l a s s r v a n t s t o g o

ot ctlilfge.

beyond thr narro* contlnes oi being paid b.rck but insleacl

Continuedon poge 69, Class83

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MBMClass'73

RomancingthePast l f y o u f i n d s o m e t h i n gy o u t o v e , t a k e i t t o h e a r t . D o n ' t l e t i t s t r a y . - B o b D y l a n ,s i n g e r By Maria Pherpetua Carandang

heir firray ro the Asian lnstitute ol Man,igement (AIM) wascertainlyone fbr thc books.The counrrvs

onlv h.rvecogon llrassesas surroundingsto their campus Thelervasno C ree'nbelt 3 vetasan invitingoptionwhenlakrng

historv u,asbeing shapcclbv vast politicai changcs

a r e s p i l el l o m i n t c n s c a s cr o o md i s c u s s i o n1sh e o n l y v e n u e

and turnaroundsduringthcir firstyeat-rnbusiness school Yer, their generation,mostly fircbrandideaiistsand inrcllccruals. wereidentifiedk) be the counffv'smoversand shakersof the period.And \a'ithmalorlty of them fiom rhe First Quarrcr Stormcra,it wouldbe an undcrstatement to dub them merclv asachicvers in business and management. This is bectusethcv w e r e t r u l l ' a p o w e r h o u s eo f m e n a n d w o m e n w h o h a v c 'climbedmountainsand'conqucredpaths' in pursurtol-their passtons and drcams. This is Class'73.Thc classthat defiedthe poirticalodds of their era, MBM Class'73 had gone a long wav fiom the

l o r d r i n k st h e n r v a st h c P l a z aR e s t a u r a nol r a t t l m c s t h c ciornrrlorl whcrc thev rvouldleasto\.er'luvo (driedfish) and |rcc This was fo becomethc'irtratchs 'bonding avcnueol sorrc sorts aside frorn thc customarv dunking sesstonat AIM's srvirrnringpooi 'Ar lhat time if you arc not dunked, v o L ra r e n o l i n , " s h a r c s . l e s uCs a l l e g o s( M B M 7 3 ) , A I I \ l prolessor G a i l e g o sa l s o r e m c m b c r -asm i a b l yt h c t c c h n o l o g i c . r l shortcorrings of the'irtirnc.The IRR contpulations *erc done longh.rnd.thc'trial and en-or'way sansthe calculatorsand computcrnotebooks.l{e also rccailsthe painslakin{task oi' rc tvplng. using the ;rncienttypcwliter, tlle entirc pagcsof'

days of martrallaw and John Wa1'nemovies The sjnk or swim' atmosphcre of theirperiodgavcthcm indepcndent sprrir grace and in hurdling difilcult tasksthat went wilh busincss

proiectedtlnancialstatements firr a singlenumericalbluncler duc lo the low-tcch wavsin thc 70s.

managementclasscssuch as hundredsof cases,ch,rllcnging professors and unfirrgivingdeadlincs.

Horvcvcr,the challenge's of thcir pcriodhavenot rn anv rva_v dampenedthe spirit of Class T3 bul havestrengthened

L i k e w r s e ,t h e y w e r c t h e c l a s st h a t e x p e r i e n c e ct hl e

insterd the flber of thcir beings.Their cnLJuring fiiendships.

declarationof martial law lvhile tltev were in the midst of a s t n k c o n c a n r p u s( n o o n c a t t e n d e dc l a s s e s )I.t w a s a l s o

fesolule\r'avsand outst.rndingachicvemcntsin the flelclof busrness, entrepreneurship and governmcntscrvtceonlv sho\r'

interestingto note that righr bctbre famouspollticrl ligurc Ninoy Aquino was arrested.hc spokebefore'thcIvIBM 73

thar AIM s MIll\4 Class T3 had mettleanclrarin as a batch. Thcir abiiitv to overcomcthc limitationsrlf thcir tirne ancl

c l a s sa t A I M . A s w e k n o w k ) d a y ,r h e c o u n t r y ' sl T o l i t i c a l historv has taken a tumultuousturn sincc then. Also, thc c h a o t i ce a r l y ' 7 0 sm u s t h a v ep r o m p t e dM B M C l a s s ' 7 3l o

their fi)fmidibleattitudcto riseaboverhem miidc rhcir birch

organizethe firstfiaternityat AIM that is now the Associarion

a cl.rsso1-thetrown and cerrainlvthc batchto watch. i\lllM Class T3 is in evervword $,harhasbeensaid of r v h a t h e vt r u l v a r c :a c l l s so f ' b r i l l i a n ti n d i v i c l u a l s . ' S o no tf e

of Asian Managers.thc Alpha Mu, u,ith nen anci wontcn members.

thc achrevers fronrClass T3at-e:Gen. AngeloRcircs,National

Furthcrmor.e, right belbrcthe high end mallsin Makari roseto thcir presentlocation,AIM srudentsduring lhe'70s

BankPrcsrdent; AlbertoVillarosa,Presidenlof SecuritvBank and TrustCo.; Iiuh \bon Dae,Presidenr of KorcaUniversitv.

lJcicnseSecretar-v: Jesli[-apus.Congressman andfirrmcrLand

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1''', tT prl rt n Frfr 1'n?' I the top university in Korea; Bibiano Gavino. Executive Vice I'resident of Bacnotan ConsolidatedCorporationi N a p o l e o n N a z a r e n o ,P r e s i d e n to f SmartCommunications Inc.;PhilipElla

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with greater attendanceof local and government orSanlzatrons, internationalalumni of AIM. "We look llroups,non s o c i a ld c v e l o p m e not r g a n i z a t i o n sa s forward to getthc 'upport o[ our alumni well as the military. In fact, MBM 73 i n m a k i n gA A A I M l h c b t { t d l u m n i asidefrom business, namelythereligious

associationin Asia," says Casaclang.

Juico,Dean of the GraduateSchoolol

holdsreunionseveryother month. I ; e l i p e ' D i eg o ( M B M ' 7 3 ) ,

Businessof De La SalleUniversityand

chairmanof BcrkleyLile addson what

recognizer theporaer of the A lM aiumni

former Departmentof Agrarian Refbrm

d i s t i n g u i s h eCs l a s s ' 7 3 f r o m o t h e r batches, "Our class is not just

to sustainthe significanceofthe Institute

Secretary; FrancisEstrada,Chairmanof Equity ManagersAsia; Antonio David,

cntrepreneursnor corporateexecutives.

P h i l i p p i n e sa n d i n A s i a . S u c h w e r e

Chief of Missionwith the International F i n a n c eC o r p o r a t r o nR, o b c r t oC a r .i a .

I g u t s r e r o l u t i n n rh a p p e na r a c e r t a r n point, and we were ableto straddle

interestinginsights from the batch that gave birth to a number of prominent

P r e s i d e n to f O r i c n t a l a n d M o t o l i t e

both." Diego is also chairman of the

leadcrsin businessand sociery

C o r p o r a t i o n ;A s h o k S o o t a ,C h a i r o f

F e d e r a r i ounl t h c A l u m n i A s s o c r a r i o n

M i n d T r e e C o n s u l t i n g( l n d i a ) a n d

of thc Asian Instituteof Management.

H e n c e ,t h e A T M a l u m n i a s s o c i a t i o n

in quality leaderchipmanagementin the

After eYerything,the MBM Class '73

Of AIM, Diego notesas well the

and theirstoriesofan iliustriouspast embodyrhetruthin SylviaPlath'spoetry

Indian Industriesand Gallegoshimself,

d r a m a t i ct r a n s i t i o n sa n d g r o w t h t h e

that what wreakshavocto the limb, then

firrmerDean of the Instituteat AIM. It

strengthensthe orchard. Their class

P r e s i d e n t o f t h e C o n f e d e r a t i o no f

Class'73had 19 recipientsofthe AIM

Institutehas cvolvedinto during all of 1 c y e a r . a . A s i as p r e m i e r management school,"Now, thc Institute

Alumni Achicvement Award, the most

h a s b r o a d e ro p t i o n sa n d I ' d l i k e t o

emergedasachieversin everyinch of the

ol any batch.

believethat the competitivc spirit

word.

D u l . e C a s a t l a n g .c \ r ' ( u l r ! (

contlnuesto be with AIM as a market

(Alumni

baseofideasand wherethe bcstand the

I t i s t r u e ,t h e C l a s so f ' 7 3 h a d l o u r n e r e d [ a r a n J q i d e f ro m t h e i r

bnghtestconvcnc."

h e l d a l s i n A I M . T h e r h . 1 v cp r o v e n .

is likewiseremarkableto note that MtsM

d i re c r o r o f

AAAIM

Associationof the Asian Institute of Management) and an MBM '73

AIM.

T h i s y e a r .2 0 0 3 , i s s p e c i f i c a l l y

admirablydefiedthe challenges strewn on their paths and they consequently

throughtime, that lookingbackto ther

graduateherselfreiteratesthat the MBM

eventfulfbr Class'73 as they celebrate

AIM

Classof'73 is more cohesivewhereas

their pcarl anniversary, also sincethey

the batchesafterwardsare inclined to be

areAIM's 2003Homecoming's honoree c l a s st o g e t h e rw i t h C l a s s ' 7 8 . B o t h

reverenceand gratitudeto yesterdayand moreover, f'alling in love with a great

r n d r r r d u a l r s tTr hc r. . ,s h e n o t e .o f t h e ideal closenessher classmatesshare despitecoming from differentsectors

Casaclangand Diego agree that the homccomingwill be just as meaningtul

experience can also mean

past. Their tales prove that once AIM grows in you, you are drawn to it, as if by awe and mystery and magic.

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By VivrenLee V. Labastilta

I 'li r'1,1llrl

) -

struggling through the primary stagesof development,with prosperousand well-

transformedthe townscape.The two

facilitate re-entry into Philippine life in the

projects together account for 150 modern

late 90s,he enrolled at the Asian Institute

employment opportunities in the poblacion or town center, and have

of Management.He completedthe Master

positively affected the lives of the town's

challenge.Many who sharea similar

130,000comtituents.The conceptrcstson

the Master in Entrepreneurship in 2001. On his experiencesat AIM, Cruz says,"I

the principle that the old town cente$ must

have been exposedto the international

of being bitten by mosquitoes,watching

continue to function as attractive and

academictop. Great are the advantagesof

dirty rivers and living a rufal life. They opt

dynamic centefi of activiry The PUSO ng

foreign study. This multiplies when

insteadfor the more modern urban setting.

Hagonoy hasalsobreathedlife into Cruz's other community projects including

applied in the home country. However my

Many evenremain and live abrcad. I took up the challenge."

assistanceto local education,health,

AIM also prove

agriculture

that our country

Cruz opted to seftle and

redevelopment.More importantly, the

is itself endowed

work in his hometown,

PUSO funcrions as main capital provider

with excellent

for the modenization of Bukid Ni San

a c a d e m i c

develop the family properties and turn the

Juan where the real story of Cruz's life journey begins.

resources.The p r i n c i p a l

and

aquaculturâ&#x201A;Ź

in DevelopmentManagementit 1997arrd

experiences at

orderedEurcpean societies.Hovr'ever,that rcalization at the same time presenteda experiencewould be rurned-off by the idea

with that challenge,

family farm into majestic rice fields. He was also

approach and content have direct

ableto dispâ&#x201A;Źlorhers opinionsthal rice is no longerviablegiven peculiarcoastalarea

relevanceto local interestsand issues.We

conditions of soil and groundwater

family, his lawyer father formed the ACC

must recognize,respect and tap into our

(Angel C. Cruz) Farmerc Development

owr systems.My two cou6es at AIM are preciselythe combination which I need in

salinityand areafloodingduringthe rainy season. "The condition of the land

advantageof the latter being that leamng Continuous Learning Born to an amuent and prominent

is a banker, founded the Paluwaganng

my work now and in the area where I am

requiresmany specialinputs:protective dil(es,proper irrigation infrastructure.

Bayan SavingsBank. Cruz combines an

based."

proper land preparation,climatology,

Corporation in the 60s. His mother, who

enftepreneurialfamily backgrcund with a wealth of personal experience and learning.He finishedcollegewirh a degrce

timing and programmedplanting, modern The Realization Cruz narrates,"My father'sdream

seed vadeties, updated soil and water management technologies, systematic

was to go to Manila after the war, study,

mafketing and hnancial supports.Of

A r c h i t e c t u r a la n d C i v r l E n g i n e e r i n g

eam and then retum to help his family and improve the situation in his

cou$e farmersthemselvesmust be capable and deserving.In other words, they must

degee from the HogereTechnischeSchool

hometown.He put up the ACC Farmers

possessa minimum of professional

in Amsterdam,the Netherlands.In 1986

DevelopmentCorporationto helpfarmers

qualifications, motivated and have

after completing Cafâ&#x201A;Ź and Restauralt Management and Chef 's Diploma

and make a differencein their lives.,My

initiative. Fresh initiative abovea11,"Cruz

f a t h e r ' sf a t h e r w a s h i m s e l f a t e n a n t

emphasizes.

Coursesin the Netherlands,he put up

farmer.As I mature,I beginto reaiizewhat my father'sdreamtru)y meant.To put it

Bayanihan or village Teamwork

in Political Sciencein Pennsylvania,USA itr 19'17.kr 1983,he graduatedwith an

PhilippineSpecialties RestaurantADOBO on the Utrechtsestraatin Amsterdam. Yearning for his roots, he returned

simply,he wantedto becomeprosperous for himself- and for others."

to the Philippinesafter spendinga total of 25 years in the USA and Europe To

Following in his father's footsteps, "I studied and lived abroad. It was

fil the gap in his knowledge system and

ftustating to comparea country like ou$

The specialday was also to celebrate successfulteamwork at Bukid Ni San Juan.Cruz says.- Bukid Ni SanJuan is a testimony to the right combination, Continued on page 69, Farmer

AlumniClassUpdate

CLASSNOTES Newsfrom AIMalumni from aroundthe w;rrld Wenzhong(Jack)Niu, tvvvl'98, is a CustomerService BANGLADESH Managerof Rockwetl Automationwith business address '95, EhsanUl Aziz Chisti,M[{ Center,18 is the Managing Director at 4/F, office Tower1, Henderson for LarkBangtadesh with business Ave., Dongcheng District,100005, addressat 5'r Ftr. Jianguomennei PaaragonHouse.,5. Mohakhatr Beijing,China.Jackwrites, "After graduating from AlM, C/A DhakaBangtadesh. my positionin OtisEtevatorrosefrom managing daity ptannjng and imptementatjon. operationsto strategic CHINA From1998to 1999,I wasin chargeof servicesatesand HenryYin, MDP60th 2002, is a PtantManagerat Rohm operation.Since2000,I workedjn OtisChinagroup's & HaasSongjiang Ptantwith business marketing.My marketingknow{edge comesfrom AlM. I addressat No. 21 J i n X j R o a dS , o n g j i a nI gn d u s t r i aZlo n e , 2 0 1 6 0 0 , s h a n g h a i do thankmy MRRadvisorProf.Titong Gavinoand Prof. China.Henrywrites,"lt wasa wonderfuItime when I FrankRomanwho realtygaveme a lot of insightsand jn AlM.I foundmore joinedthe MDP60th session taughtme how to anatyzean industryand how to make answersaboutmy careerand benefitedso muchfrom a strategjcptanfor a company. Casemethodstudy the Leadership Devetoping hetpedme to understand the business of many by Prof.SonnyCotoma,the muttinational companies in differentindustries,which StrategyDevetoping by Prof.Ed Moratoand the MarketingStrategy/Devetoping Management are now becomingour customeTs and competjtors. Att by Prof. " gaveme Ned Roberto. in att, one year'sLivingand studyingin Manr.ta differentangtes(gtobatview) to seethe wortd." YangLiqiong,PPDrtt 2002, is an Admjnistrative Officer of the YunnanEnvironmentat Devetopment Programme WangKee-Harn,AVvt'89,is the Directorfor Ptanning with business Section,Programme Management ajdressat 27 Xi YuanNanLu, Kunming and Environment Divisionfor the 6 5 0 0 3 2Y, u r r n aPnr o v i n c eC, h i n a . Management Center,Constructjon

TaiwanHighSpeedRaitCorporation. the way SatamatPo for the great Hisbusiness addressis at the 5thFlr. time duringMBM.Hopingto seeyou '100, No. HsinRoadSec.5, Taipei, soon. T a i w a n11 0 , R . O . C . GangWang,,vlM'99, is the HR Directorof Caterpittar-Shanxj InternationaI CastingCo. with business addressat P.O.Box2, JiangxianCounty,ShanxiProvince, China043605.

CZECH REPUBLIC Jan Kloucek,M1 2001, writes: 'After graduating from AIMin 2001, ljoined the biggestfinanciatgroup in CentratEuropeas a project managerin the management consutting department.Sofar, I haveworked on four projects. CurrenttyI am the Directorof MergerOffice, the mergerof two " His insurancecompaniesProf. business addressis CSOB,Prikopy15, Prague,'11000 CzechRepub(ic, emait:jkloucek@csob.cz, ktoucekJan@hotmait.com.

HONGKONG ManojThakur,lrl ^S'98, is a Directorfor CDPCapitatwith business addressat 5408Central Ptaza,Wanchai,HongKong."l am tookingafter the private equity investments for CDPCapitat, Canada's largestpensionfund," he writes. "l investin the mediaand communications sectorsin Japan, Korea,Taiwanand India".Youcan emaitManojat thakur_manoj@hotmail.com.

INDIA SatyaPrakashArora, MM '77, sent a letter to informus that he is now with Saitor.com Pvt.Ltd.with business/home addressat D-105, AnandNiketan,New Dethi_-110 021. Youmaye-mailSatyaat smit@vsnt.com or satti@indiansaitors.com.

I I FRANCE Mr. Rajesh Sharma,MBM '98, is now SeniorManagerStrategic Attiances, EMEA (Europe,Middte

AshokMuthalaly is now Vice President(GroupAssurance) of Tata SonsLimitedwith business address at BombayHouse,24 HomiMody Street,Mumbai-400 001, emait: amuthala(y@tata.com. He attended TMPin Batifor a monthin 1994.

Eastand Africa) for Nortet Networks with businessaddressat Parc D'activite de MagnyChateaufort, LesJeuneBois,78928,Chateaufort, France.Raj writes: "Dear MBM98 batchmates:Missfortnightty WAC's and subsequent hangoveron the weekends.Dropme a note wheneveryou are in Parisand wouLd be great to catch up with you and join you for somejoie de vivre in Parisiancafe. Keepin touch and by

Sanjeet Nandi, lvlM2001, writes: "ln a time of rapid change,the Asian Instituteof Management gaveme an opportunityto set the tone for a shift in my core competencyfrom the bubbtingeffervescenceand headymix of cocktaitsto a more ptacid,stoicbut fast expanding horizonsof the BankingIndustrylt has definitety been educativewith regardsto best practicesand world ctassaspirationsand yes it has been

the perfecttaunchpad that has hetpedme managemy expectancy. MorePower!!!" Sanjeetis with the UTIBankLtd. (www.utibank.com) with business addressat PtotNo. 75l2/2-8, BuitdingNo. Y SacredHeartTown, Wanwadi,Pune 411040,emait: sanjeet.nandi@uti bank.co.i n.

I INDONESIA Dr,A. Kiagoes,22"dMDP'83, is a ManagingDirectorof Honoris Hospitatwith addressat Jt. Honoris RayaKav.6, Perum.Kotamodern, Tangerang 15117, Indonesia. Before workingwith HonorisHospitalin '1999,he was ExecutiveDirectorof RSPondokIndah-Jakarta from 1986 to 1999.

E E

T KENYA DennisO' Brien,MDM'99, is the CountryDirectorof CARECanada, and is currentty postedin Kenya.You can emailDennisat dennis@care.or. ke. â&#x201A;Ź MALAYS IA PeterMueller,TMP'86, in Baguio, is now the SeniorVicePresident for Operationsfor SwissGarden InternationaI Hotets,Resortsand Inns.Hisbusiness addressis l8thFtr., PtazaOsK,JatanAmpang,50450 KuataLumpur. DatoSyedAhmadldid, ABfitP'83, visited the AIMcampuslast October 2002to speakon Ethicsbefore SeniorPoticeOfficersin Manita.He currentlyhotdsfettowships in the Mataysian Instituteof Bankers(and was Examinerin Law);Malaysian Institute of HumanResource (atsoa Founderand Management PastPresident);Institute of

NewsfromAIMalumni from aroundthe w*rld Management (by virtue Consuttants busjness management, of whichone can use "Certified entrepreneurship, internationaI Management Consuttant"); and the business, internationaImarketing Mataysian lnstituteof Arbitrators. and strategicmanagement. AtsoFetLow of London(Goodenough) House.He is atsoManagement Haji ZulkiflyBaharom,[{lvt'89, is a Consuttant Director(on Board)of SeniorManageiManagement subsidiary of NewYorkStock Devetopment of Mataysia Airlines Exchange tistedcompanyand w i t h b u s i n e sasd d r e sast N o . 2 J a t a n Arbitrator/Presjding Arbitrator 55 7/13 KetanaJaya,47301Petating (Domestic and Internationat). On the Jaya,Setangor, Mataysia. panets respective inctudethoseof the KuataLumpurRegionat Ng ChongChin, SMW'93, is a Senior Centre for Arbitration,the Mataysian Manager, Salesand Marketingof InternationaI Chamberof Commerce Revertex(MaLaysia) SDNBHDwith and lndustry(MlCCl),Pertubuhan business addressat 1 % Mites,Jatan (Mataysian AkitekMataysia Institute BatuPahat,K.B.No. 508,86009 of Architects)and others. Ktuang,Johor,Malaysia. AhmadZaki Bin Hj: lsmail,Ph.D, PeterThien Sin Min, AldrtP '94 & '85, A{M is nowwith the SMP'95, is with the Ministryof InternationaI lstamicUniversityof Finance,sabah,with addressat (llUM),with business Mataysia WismaKewangan, 88593Kota addressat Department of Business K i n a b a l u . Administration, KutLiyah of Economics and Management Sciences RaymondYapYM,MM '97, is a Vice ( K E N M SJ)a, t a nG o m b a k5, 3 1 0 0 President for CorporatePtanning and "When KuataLumpur.He writes, I Business Devetopment of Genting enteredAIMin June'1984,I had Berhadwith business addressat '19th b e e nr n H R Mf o r m o r et h a n 1 5y e a r s . Ftr.,WismaGenting,JatanSultan After compLeting my AM in May, lsmait,50250,KuaLaLumpur. 1985,I waspostedas Group Manager, CorporatePlanning(5 AzamanBin Abu Bakar,lv$vt'78, is years),and as ExecutiveDirectorof the ExecutiveDirectorof Muda (2 years). a subsidiary company I HoLdings Berhadwith busjness wasatsoappointedas Directorof a d d r e sast L o t 7 , J a l a n5 1 4 / 2 4 1 , severatsubsidiary/associate 46'100,PetatingJaya,Setangor Darut companies. | left my emptoyerin Ehsan,Mataysia. tate '1992to pursuemy Ph.D. (Business Management) at the Schoot ZainolCheTak,,r{DP'79,writes, "l for PoticyStudies,University of attendedAIMMDPin '1979and it was B r i s t o tU , . K .S i n c eA u g u s1t 9 9 9 I, a goodexperience.I haveretired joined llUMas assistantprofessor, after 34 yearsof workingjn the fjetd Departmentof Business of humanresourcemanagement. Administration, go to the PhiLippines KENMs, and have everyyear beenteachjng(undergrads/ usuattyin December to vjsit my inpostgrads) in management retated taws.I witt be in the Phitippjnes subjects:management, HRM,smatt from the 1othof December to the 3d

of January2003.lf I havethe opportunity,I witt drop by at AIM" Mervin YeeTeck Choy,EMBA2002, is a Manager, HumanResource & (Mataysia) QuaLityof NipponExpress SDNBHD.Hisbusiness addressis at the 1othFtr.,WestWing,Wisma Consplant 2. 47500.subang Jaya Setangor DaruIEhsa,Mataysia. KasmuriSukardi,l{M'94, is now the GroupDirector'Agribusiness for GotdenHopePtantations Berhad. Hisbusiness addressis at 13th Ftr MenaraPNB,120-A,JatanTun Razak.50400KuataLumpur.Xasmuri sendshis greetingsto AIM: "Congratutations AlM, Facultyand atI atumnimembers.We suretyhave comea longway but we stitl havea Longway to go!! The search continues.Happy35thAnniversary t o A I Ma n da L t ! ! "

MYANMAR Dr. GritaThain, PPDM2002, is a ProjectManagerfor HIV/AIDS Project for WortdVision InternationaI with business address at '16,ShinSawPu Road,Sanchaung, YangonMyanmar. Youcan emait Grita at wvm@mptmait. net.mm.

C SINGAPORE RochnaMisraKaut,MBM'97, is the GtobatProductManager, Product Strategyand Ptanning, BCTMry of PhitipsConsumer Etectronics with business addressat 6204,TP1,Levet 3, ToaPayoh,Singapore 319762. Rochnawrites: "Goodtearning;AIM needsmore theory addedto the casestudymethodotogy. The foundationof subjectshasto be strongto createa differencein the

t a

l ; I

reatwortd.AIMmusthavemore direct interactionwith corporations/ industrybeyondPhitippines. Must haveactiveindustryteadersfrom I n d i a ,C h i n ae, t c ." I

iffi*o

SumethAmornjaruchit,Ll t '85, is now SeniorDepartmentDirectorof UnitedCommunication Industry PubticCompanyLimitedwith business addressat 499 Benchachinda Btdg.,16thFtr.Tower A, Vibhavadee RangsjtRoad,Ladyao, Chatuchak, Bangkok10900, Thaitand.

OrchidCo., Ltd with business addressat 94-'120 CharoenMuang Rd.,A. Muang,Chiangmai 50000. Thaitand. Ma. VictoriaFerriolsNimmanahaeminda, MBA,78, is the MarketingManager of SiamRoyal OrchidCo., Ltd. VirachLervoravinyu,MM '94, is rne StrategjcPtannjngDirectorof J. WatterThompson Co., Ltd with business addressat zolF, UBCll Btdg.,591Sukhumvit 33 Road, B a n g k o k ' 1 0 1 1T0h,a i t a n d .

Patcharaporn Chinanuvathana, KachadKetchoo,A{BA'95,is now MDM2001, is a FundRaising an aircraftspeciatist with Thai Managerfor the S05Foundation of AirwaysInternationat Co., Ltd., with Thaitandwith addressat 163 business addressat 89 RajaparkBtdg.,4'hFtr.,Sukhumvjt Vibhavadeerungsit Road,Bangkok, 21 Rd.,WattanaDistrict,Bangkok Thaitand,10900.Kachadwrites, ,,1 1 0 1 1 0T, h a i t a n dT.h e i rg o a ti s t o am very gtadto hearnewsfrom AlM. buitdmore5OSChitdren's Vitlagesin I wondeiwhy we tostcontactfrom Thaitandto hetporphanedthitdren the place we tove.After I graduated by pursuingone mittiondonorsto from AIMand returnedto Bangkok,I donate365Bahtor OneBahta Day joinedAIMatumniactivitiesin for one year.Thisthey witt present Bangkok two times.I am very as a gift to H.M.QueenSirikjton the pleasedto receiveemaitsfrom AlM. occasion of her 72Mbjrthdayon Pteasekeepin contactsinceI want August12, 2004.Youcan emait to be updatedwith the Patcharaporn at deve{opments of our schoot.I atso sosdonation@yahoo. com. want to readaboutnewsfrom m, = ctassmates. I hopeyour programs witt be successfut, I shatlwrite UNITED STATEs OFAMERICA " again. Vijay Singh,MBM'82, vice presidentof RiskManagement, has Porntiplyimapun,MBM'92, is the recenttybeenappointedas chief GroupCEoof RA& PacRim croup risk officerof Pennsytvania Power with business addressat 59l387. and Light(PPL)Corporation. His 389, Ramkhamhaeng Road, business addressis TwoNorthNinth Sapansoong, Bangkok,10240, S t r e e tA , l t e n t o w nP, A1 8 1 0 1U, S A . Thaitand. AstrophilTejada,[{BM '73, is SomyosNimmanahaeminda, MBA '76, is a Director of SiamRoyat

presenttya SeniorAccountantat the City of Chesapeake, VA,UsA.He and

hjs wife, RafatynPerattaTejada havetwo sons:Benedict,who is a seniorin Government & Potiticsat the GeorgeMasonUniversity in Fairfax,VAandVictor,who is in 4,h gradeat the 5t. Matthew'sSchoolin VirgjniaBeach.Topisendshis regardsto all his ctassmates and their famities. Guy Tororici,MM '90, is a partner of OmegaInvestment and Loans, with business addressat 100'15 Atta SierraDr.,Suite5, GrassVatteyCA 95949. Robert"Bob" Yangas, I'tM '77, has retiredfrom his work with the U.5. Covernment."My major activityat the presenttjme is my work as a votunteerdocent(guide)at the AsianArt Museums of the Smithsonian lnstitutionin W a s h i n g t oD n ,. C . ,i . e . , t h e F r e e r and SackterGatleries. My homeis in Bethesda, whichis a suburbof our n a t i o ns c a p i t o t l.f a n yA I Ma t u m n i find themsetves in the area,Bob woutd"be pteasedto showyou around". YakubMathew,,\ BM '91, is a Vice President for HSBC with business addressat 452 FifthAvenue,New York,NY 100'18. \\llzz rlr z/1!\\ UNITED KINGDOM VikramRazdan,iAll '99, writes: "Bestwishesfor new year 2003.I am currenttyworkingas the Headof Oit and GasServices Divisionwith LaserRecruitment in UK (20 mites from London). lf any of the atumnior students (with background in lT or Oit and Gas)woutdtike hetpin job searchin Continued on page 61

Function, RiskManagement PPLStrengthens NamesVice Presidentof RiskManagement

o further strengthenits existing dsk management p r o c e s s ,P P L C o r p o r a t i o n ( N Y S E : P P L ) h a s named a chief risk officer. Singhchairsthe company'sexistingRisk Management Committee,which comprisessenioroffrcersof key business functions. He overseesthe fuIl spectrumof corporate sks throughout PPL, including businessrisks associatedwith energy,interestrates,foreigncurrencyexchangerctes,credit, insuranceand project development. "Our chief risk officer frlls a key role in the systemwe establishedto identify and manage the various risks "He rntegrates associatedwith our business,"said Hecht. the dsk managementfunctionsthat alreadyexistin key areas ovemll corporateexposures." of our company and assesses Singh, who have started December 16, works closely with PPL'S treasuryand insurancedepartments,its energy marketing and trading operation, and other businessunits, Hecht said. He is an of.licerand employeeof PPL's services subsidiary. Singh worked asvice presidentand risk contrcl officer at ConAgra Foods,Inc., in Omaha, Neb., where he was responsiblefor monitoring commodity, interest rate and curency fisk. P r e v i o u s l y ,S i n g h w a s d i r e c t o r o f p r i c i n g a n d quantitative analysis and a senior financial economist at Cinergy Power Markets and Trading, Florence,Ky. Singh holds a Ph.D. in finance from Ohio State

University, a master'sdegreein finance and intemational businessllom the Asian Instituteof Managementin Manila, the Philippines,and a bachelor'sdegreein economrcsand mathematicsftom University of Delhi in New Delhi, India. B e f o r ej o i n i n g C i n e r g y , S i n g h w a s a n a s s i s t a n t professorof ftnanceat the University of Pittsburgh,Georgia Tech and GeorgeMason Universiry Prior to that, he was a senior hnancial analyst at The Hong Kong and Shanghai Bank in Hong Kong, was a consultant for Phil-Fuji Xerox Corp. in the Philippines,and held various positions at the StateBank of India in Delhi, India. PPL Corporation, headquarteredin Allentown, Pa., controls about I 1,500megawattsof generatingcapaclty ln the United States,sellsenergy in key U.S. markets and deliverselectricityto customersin Pennsylvania,the United Kingdom and Latin Amertca.

Lettersfrom the Alumni

FromAUtordrnd theworld,poge59 UK, Europeor MiddteEast,kindty tet me know.Thoseinterestedmay register online (www.taserrec.co. uk) or send CVs to emait address: v.razdan@tiserrec.co.uk. We atso ptaceIndustriaIConsu(tants in short-termassignments in UKand Europe.

Letter fiom New York: Maria Jocelyn R. Betnal, MM 2001, is currently an AssociateManager for Financial Reporting (BudgetDepartment) at Fairchild Publications,Inc. She is responsiblefor preparingreportsneededcompanywide and performinghnancial analyses.The bulk of her function centersaround the annualbudgetand monthly forecastfbr all the magazinesand other relatedproduct lines of the Company. After graduatingfrom AIM, shehad returnedto Fairchild as an independent consultantworkrng on developingreportsfor the companyusingHyperion Essbase - a multjdimensionaldatabaseseryerusedfor planning,anaiysis,and management reportlng applicationswhich can be accessedon demand from a desktopor workstation. She re joined the Company full time in March 2002. She nas oeen with Fairchild for over five years, having worked also in the Accounring Department and the Books Division prior to coming to AIM.

VIETNA/r,i ,rlr. Tran Dinh Dan, MDM'98, former Governorof Ha Tinh Provinceis now a memberof Vietnam'sNationalAssembty. Mr. Bui 5y Loi, PPD^{'96,has tikewisebeen etected to a seat in the NationalAssembty.

When her workday is done.shedevotesher time to her community actrvrnes. She is most well known for her af}jliation with the Philippine New York Jaycees where she has been a member for rhe past l0 years. In October 2002, Jocelyn chaired the New York StateJayceesconvention here in New York Cit1, a lornr collaborationwith our Korean affrliate. This highly successfulconventionf'earured a revampedmanagementtraining fbcus,personaldevelopmenttraining focusand highlightedcommunity issuesthat are of national interest. The eventalsofeatured the turnoverof $40,000to two foundationscare ng to post-Seprl1 needsin the community. Thc conventionwas attendedb], representatives from acrossthe state, the national and inrernational organization. She was recognizedwith a special citation for her efforts. ln the Filipino American Communiry she was involved as Co-Chair of the first ever Consul General Lacanlale'sReceptionfbr Young Fil-Am Professionals (March 2002).This event was attendedby over 200 voung professionals and g e n e r a t e d$ 5 , 0 0 0 n e t r e v e n u ew h i c h w a s r u r n e d o v e r t o t h e P h i l i p p i n e IndependenceDay Celebration(PIDC) Committee. As AssistantTreasurerof the PIDC 2002.she servedunder Dr. JeanLobell in putting togetherthe "Asian Pathmakers,Global Bridgebuilders"Forum ar the Asia Society(May 2002). The highlight of this evenrwas the presentationof four Ramon MagsaysayAwardees from China, India, Thailand and the Philippines who sharedtheir lif'c's work in their respectivefields and communities. It was also an opportunity to meet with representatives of the RockefellerFoundation (which contributesto the MagsaysayAward), the Ramon MagsaysayAward Foundation (representedby Carmencita Abella and Jaime Zobel de Ayala) and of course,PacoMagsaysav,grandsonof PresidentMagsaysayfor whom this award was named after. Go t o Bemal, next poge

OTHER ALUMNI NEWS: Ctassl'llvi '91 (DannyVerastique, Atten Dones,EdwinLacierdaand ErnieA. Guzmanas Class Representatives) is one in extending their best appreciationto Fetipe "Pipes"Buena,for the unconditiona[assistancehe extendedto HongSik Moon,lvlM'91, during his ftight back hometo Korea tast October2002.Mooncame back to Manitato finish his DBAat uP and subsequentlystayedto invest here. He hasatso becomea Cathotictay minister.

Berndl,from previous poge

entrepreneurs,seemto carry with them

from APEC, poge 65

"Given the education that I

a desireto better themselvesand in the To go through eachand every

process, improve the lives of those

Iearnedwhileat AIM, thecorefunctions

significantexperiencewe had during our

around them.

has allowed me to focus on my professional career with a greater

stay in Mexico would take up too much

In the end, the trip's signiflcance lay in rhe peoplerharpdrticipatedjn it

realization of the impact that I have as

space,but maybe a few key experiences will put things into a clea4 if not over-

The other participants' opennessin the

a crucial component of the Company's

broad context.We met a 16-year-oldkid

sharing of ideas and the acceptanceof

success. By

who sold over a million dollars worth of chocolateon the intemet. We padied

opinions, despitedivergentupbringings, cultural references, and personal

indusrry. financial analysis.scenario projections, I am able to contribute to the overall budget/forecast process of

with a guy who rai3eda billion dollars from nothing to bid for a nationwide

experiencewas somethingto aspire for in our own lives.The promiseto do well

telecommunicationsdeal and had to

in business,not only for the benefit of

the company. The leadenhip skills have

give it ALL back when the deal fell through. We heard of a guy in China who madebillionsjust by gold plating

the individual but for the benefitof each

understanding the

importance of benchmarks within the

really

been tested through

c o mm u n i t y a c ri v i ti e s . V i s i o n i n g , Planning,Executionand TeamBuilding conceptshave becomemy guide in any

trimmings on EVERY government

community service project that I embark

differingbackgrounds,areautomatically

office. We saw how Asians, despite

on."

drawn to eachother when facedwith an

Fairchild is a pubtishingcompany that prides itself on being the authority

east-west issue. We also saw, how Filipinos playedan interestingsociallink

of retail and style. It publishessuchtitles

between Western and Asian delegates.

as W Women's Wear Daily, Jane, and Details (consumer titles) and DNR,

W h e n t h e P e r u v i a na n d F i l i p i n o delegates"adopted" one another,we felt

SupermarketNews, Home Furnishings News,

Executive

Technology,

how Filipinos, Latin Americans and Mexicans still sharea bond startedby a

Infurniture, Footwear News (trade

traderourehundredsof yearsago.And.

titles).

we found that most, if

not all

other's community and economy instilled in all of us a new senseof purposeas enffepreneurs.

Ambanion AIM'sUniqueStrength t was only last month thar I was invitedby Founding C h a i r m a nW a s h i n g t o nS y c i p t o j o i n r h e B o a r d o f Grxernors of thc Asian lnstituteof Management.It olleredme a unrqueopportunityto be part of an institution thal is onc ot rhc bestin the world. I gladly acccptedthe lnvrtatron. I was lookinglbrwardto the next Boardof Governors ineetrngrn i\4afch20t)3,$'henlwouldbe lormallyinducted. llut Mohan Phadkechangedall that. He preva ed upon me to.jojn this cvening'sf'unction. I am ver_vpleasedthat my first interacion with AIM is takinll pla(c tn the presenceof Dean Ms. Ma Nieves Conf'esor and,shri Ashok Soota. S h r i A s h o k S o o t a ' s a c c o m p l i s h m e n t jsn t h e lnfirrmationtt:chnologysectorarelegendary_ He built Wipro ro an o.garizatror)of global standing.His stamp on the chronicLeol inclranIT is indelible.His nominarionas the IT trIan ol thc Yi:arby profissionalIT journalsis a fining rccognitionol his immensecontrjbution.Now, as President o f l b e C o n i c d e r a t i o no f I n d i a n I n d u s t r y , h e h a s r h e r e s p o n s r b i l rot vl i e a d i n gI n d i a n b u s i n e s si n t o a n e w trajectoll r\li\l nrustrndeedbe proud to wearhis eminence on its roll ol honours. f r i r " r J . . u l r u r a l. e n s r l i z a l r oi ns a n i m p o r r a n r componentol'rhe new environmentof businessbeyond barriers.In today'scontext,rhis organizational qualityhas acquired exceptionalvalue. And this is a uniquestrengthof AIM. About half the 30,000alumni of AIM are from countdesother than The Philippincs.lt lendsa significantmulti-culruralcharacterto this greatinstitution. It also speakseloquentlyof the vision of the founding fathersof the institute. Thcy had the foresightto crearean lnstitution, rvhich would bring about a fusion of numerous

culturalstreamsand therebyenrichthe minds of its products. A I M n e r w o r k sw i t h g o v e r n m e n r si .n s l i l u t i o n s , corporates,socialinvestors,projectpartnersand individuals from a host of countries.lt has nurtured this relationship over the last three decadeswith considerableforethought and exemplarysensitivity.In fact,this sophisticatednetwork is the edificeof AIM's success. It is alsoof immenselearning value in today's context of networked organisations. Ladies and Gentlemen, organizationssucceedwhen farsightedleadershipis sustainedover time. AIM has been extremelyfbrtunate in this regard.It has enjoyedcontinuiry in leadfrship. It has enjoyed the stewardshipof Founding Chairman WashingtonSyCip, sinceits inception in 1968to the present.This, I believe,is one of the most important lactors that has given it uninterrupted senseof direction, uniqueness and strength. Thesequalitieswill servethe lnstitution well in several ways. The centreof gravity of global businesswould move to the Asian region. The New World order would need a workfbrcethat embodiesdiversityin cultural mindset.AIM is one of the few organizationsgearedto servethis essential need,becauseit is foundedon strategicpartnershipsand diversity of thought. Theseare vital ingredienrsfor success in this era. In this respect,AlM, in my view, is very well anchored.I seefor it a very bright future in a changingworld order. Friends,iou are the assetsAIM hasbequeathedto the world of excellence. I wish each one of you every successin all that you pursue.I wish you greateraccomplishments,which will do your Alma Mater proud. A sptech delivered hy Mukcsh Ambani, Chairman and ManagingDirectorof RelianceInclustriesLinited durixg the AIM lhrntni Meet held it1 Mumbai last Septembet16, 2002.

L A t h e n M e x i c o a t l a s t . . .m a d e i t t h r o u g h i m m i g r a t i o n .

Last supper, Tequila and Arrachera

Aren't we cute!

':+l ".1

1I F i n a a l l y ,i ' m i n t h e p i c t u r e

H a m m i n gf o r t h e c a m .

APECYoungLeadersForum

Winning the first ever APECsimulation

Unityin Diversity Beinginvited to join the APECYoungLeadersForumwasprobabtyone of the mostexcitingthings that has happenedto me to date. By Jaime Garchitorena

What made it more special is that the invitation came through so soon after graduating from AIM, another high point in my life. But, while it gave me another feather to put in my proverbial cap, the invitation also gave me cause for

later I received the call indicating the acceptance of my application. The group that was to be sent to Monterrey, Mexico

some concern.Would I live up to the expectationsof my co-

would be composed of two members from the Ayala Young Leaders,two professorsfiom De La Salle,four membersfrom

delegatesas well as meet the objectivesof the forum itself?

three other members from AIM and a representative of the

How would the things I learnedfrom the institute compareor

Department of Labor and Employment who was to be our group head. Looking at the diverse backgrounds of the participants fiom the Philippine delegation, my first worry

contrast with those of my othei forum-mates?From what I undefitood, the goals of the forum were to present, to the otherparticipantsfiom aroundthe world, real situationswhere

was that we might presentconflicting opinions on the stateof

entrepreneudalismwas presentin Philippine society and the problems and solutions encounteredby real entrepreneu$.

the Enhepreneurin the Philippines.Each individual wasasked to present a "white paper" on various topics ranging from

Would I measureup? Either way I was determinedto make the most of it.

financing to innovation to the relevance of formal entrepreneurialbasededucation.Eight white pape6 were to

It began with an email, which sent out a call for entrepreneu6who might be interestedin attendingthe APEC

submitted in all with our group moderator submitting an

YOUNG ENTREPRENEURS FORUM. Given that the

paperswould be submittedfor scrutiny, each of us would be

email indicated that the final date for submission of

subjectedto a Q& A fiom the internationalforum, by the other

applicationswas due the next day,I was not very hopeful that

delegatesfrom other member economies.Since we were to presenteach of our position papers,wdtten in the context of

I would be chosen. I was certain that other entrepreneur would have submitted the requirements much earlier and would have had their applicationsreviewedmore thorcughly.

overviewofthe Philippine Ennepreneurialsituation.All these

personalexperiences, in separateforums,one ofthe challenges was to come up with a consistent picture of the state of

Still, alwaysthe hopeful one, I gathaeredall the requirements and submittedthem to the ME offrce.It might havebeenjust

Entrepreneurialism in the Philippines without having to

dumb luck, or the fact that I submitted my application to every one of the offices involved in the selection.but a few week

this put an exciting kind of pressureon each of us, one thing was clear this was not going to be the junket we all thought

contrivelints betweeneach of the position papers.And while

The amazing thingthat surfaced duringthe conference wasthat despitethe diversityof participating, the membereconomies from fulty devetopedto underdeveloped,there were manysimilarprobtems encountered by entrepreneurs atl over the world.

it would be. This wasgoing to be serious

resort where the APEC seniorswould

underestimatedthe spirited discussrons

work.

be going a month later. Wrong again,

each report encouragedand within the

Monterrey was high in the mountains

first two reportshad decidedto cut down

meetthe group that would go to Mexrco.

The first order of the day was to

and was industrial a city as Makati and

the reporting time from the originally

By luck more than by design,it turned

Mandaluyong were. In the end it would take us 36 houls to get to Monterrey and

planned six minutes to threel In the end

outthat threeof the other delegateswere from AIM - George Innocencio, Chris Manlapaz, and Ton Conception. The

four legs to get to Mexico. To make

though, all of the participants adapted quite well to the format.

matterswo$e, we were to arnve on the

The amazing thing that sudaced

other members were Sol Delantar and

same day of lhe conference s opening

during the conferenceuas thar despite

JP de la Vega from Ayala, Professors

ceremonies.

the diversityo[ the membereconomies

Raymond Habaradasand Bong Abad, and Ms. Tetey Soriano from the

Three main topics discussed Highlights in Business Incubation,

participating, from fully developed to

Department of Labor. It was also

Financing Young Business, and

under developed, there were many s i m i l a r p r o b l e m s e n c o u n t e r e db y

forrunalethartheseotherdelegares were.

Education, Development and Business

entrepreneurs all over the world.

in the great Filipino tradition, friends-

Culrure.tach topic had five subtopics

Infrastructureproblems,farm to market

of-friends-of-friends. In Pinoy social speak, we all "knew'' each other. This "knowing", as well as regular pre-

that we were to choose from and to focus

facilities for example, existed in

the scopeof the discussions,within each

economies both

subtopic tackled should include the

underdeveloped.Multiply this type of

developed and

group to interactasa team. It also,albeit

following charactenstics: a perspecrive commonality by a hundred fifty participants and you can imagine how and a focus on young people; identi|/

unintentionally, created a common platform of thinking. This was clearly

rhedrfficulties andproblemsto maintain young people perspectrve: a economrc

meetingslike this can seryeto increase the potentialforcoming up with possible

reflected

of the nine papersthatwere cohesiveness

environment reality of each economy; y o u n gp e o p l es i n v o l v e m e nat n d t h e i r

solutionsto theseproblems. Before I give the

submitted to APEC.

v i s i o n o f t h e d e v e l o p m e not f t h e i r

impression, let me clarify that the

deparruremeetings,made it easyfor the

the

unintentional

The hands-up. no-questions-asked, economy;and the documentshould not exceedthree pagesor six minutes.

worsepart of the trip wasthe flying trme

wrong

experiencewas not all work. EYery evening was set aside for purely social

of us was curious enough to look up

While eachpaperwasto be written fiom the personal experienceof the

where Monterrey actually was. We, the

particularentrepreneur,supportinghard

an exhibition center.We went to local

ignorant travelers we were, simply assumedthat if it was in Mexico it was

data was required. This was to provide the participantsfrom different member

bars and restaurantsand had the time o f o u r I j v e sw i t h p e o p i ef r o m e v e r y

in line with the west coastof the United

economiesan impartial referenceto our

possiblerangeof ageand thinking. And

States.We were wrong. Monterrey was

assumptions and reports.The challenge

although we may have disagreedon

located only two hours acrossthe US

here was to eflectivelyorient the other

certain points during the conference forums, all of thesewere quickly set

from the Philippines to Mexico. None

border from Houston which madeit one

delegateson the local environmentfaced

time zone awav from the eastcoast.We

by enllepreneurs and still haveenough

envisioned the conference area to be

time for the actual report. Time was the

similar to Los Cabos,a luxurious beach

big factor here. The organizers had

lnteractions.We had fanLasticdinnersin steelmills that had been convertedinto

aside as soon as the modentor banged the gavelon the session. got o AEC, poge 62

From poge 15, China The statisticspresentsome very positive oppornrnities for greaterand closerASEAN-China complementaries.The positive effects of China's growth on ASEAN would seem contrary to traditional trade theorieshooked on comparative adyantagedetermined by factor and resourceendowmentsChina's economic growth has so far, provided market opportunitiestothe ASEAN countriesinsteadof impediments to their growth. China could be the economic engine that will pull ASEAN and its neighborsthrough the 2lst century This has been apparent in the opportunities that have been made available through intra-industry exchangesin the production of and the high degreeof differentiation possible in manufactured products. ASEAN countriescan position themselvesby supplying competitively some of the import demand for goods and servicesby a newly affluentclassin China. This would include various kinds of imported products - TV sets, washing machines,refrigerators,computers,cellular phones, etc., tourism and travel for other purposes. Chinese personal consumption expenditures have been growing at about'7-8o/o annually. Imagine the opportunities that can be drawn from the rising expectationsand pent-up demand of 1.2 billion people whose per capital income will have doubled in just the next eight yeals? On top of that they also needto updatetheir ski1lswith educationand training. To secureaccessto China's huge growing market, foreign multinationals are entering into research partnerships to upgradethe country's capabilities. ASEAN can be a source of managerial and technical expertise for China's rapidly expanding industrial sector A New ASEANGrowth Paradigm Lest they get buried, the ASEAN countries should not only be alert to the new opportunities available but also unlock themselvesfrom the old Asian ttger growth paradigm amidst concerns that China can produce practically anything that ASEAN can, and cheapertoo. ASEAN should reassessits paradigm of low cost labor cum export-orientation,as this could no longer be the engine of growth for the lagging ASEAN member countries. The Asian crisis put an end to that paradigm. Now is the time to think of a new paradigm, which recognizes the new economic world order. Basically, I would put it down to niche identification where one can build upon one's shengthsto take advantageof opportunities. Simply, eachone of us will haveto look more intenselyfor new niches and develop new specializations. ASEAN countries have to reposition themselyesto enable them to create wealth for themselveseven while they are alongsidea giant. For instance, one of the important hends occurring today is the way serviceshave begun to account for an increasingly large ponion of world economic output. Among these,the decentralization of backroom services such as those for accounting, engineering and design, cartooning, and call cente$, provide opportunitiesfor niching. Also somethingto consideris the rapid pace of developmentin information and communication technology. The Philippines,for example,had begun to take note of this hend by building upon its advantageof a largeEnglishspeakingand highly education population and an apparent aptitude of its younger generationtowards ICT. I need not mention the somewhat scandalous"love bug" that a playful Filipino computer geek unleashedupon an unsuspecting wo d. Ethical considerationsaside.it demonstrateda latent

skill that if harnessedin the right direction could be an example of this niche identification strategy. Another approach is to compete as we cooperatewith China. While we are competing disadvantageouslywith China in many of the labor-intensiveindustries,we can cooperate with them, for example, in the area of agriculture. China's growing population must be fed. While it has its own potentialfor agricultunl growth, there is much room for other players to strengthen their agricultural production, using technologiesand fitting in the appropriatereform policiesthat would synergistically bring individual countries together tbrough the sharing of resources,knowledge and products. In sum, the opportunities for an enhanced economic systemthat conside$ the reality of China in the new world order are there for the world, and in particular, for ASEAN, to exploit. Which of thesecountriescan faceup to the China phenomenonwill dependon how well they are ableto identify their niches,and strategicallyposition themselves. All in all, China should have a positive rather than negative effect. I have cited, for example, tourism, new products and services and the impact of China accession to WTO on its share in global trade as the challenges that ASEAN can seize. What is clear is that we are seeinga new world order where inha-ASEAN trade with China would Dlay a larger role in almost eyery aspect. From page 35, Sugar Han When Ms. Han was asked if there are certain gender biaseswhich enable men or women to be better managers,she explainedthat one's genderdoes not matter in business,it is up to the pe6on in the industry or the field. However, being the communication expe that she is, she encourages more vmues for communication and networking among men and women. In situationsbetweenmen and women, she explains that,, "It seemsthat we don't know very well how we can communicatewith each other." Ms. Han believes that AIM is in the right path in terms of providing relevantand empowering management education."I do believethat the educationin AIM givesyou strength to survive in any situation and lets you grow Balancing your work and personal goals will be the key to your life. I am happybeinga careerwoman,as enJightening well as being a mother, a wife while serving as the head of various social organizations,"expoundsMs. Han. The glassceiling has been broken. Indeed Ms. Han has served and will continue to serve as a beacon of hope for women in Korea. She is the epitome of a successfulKorean manager who copes with daily challengesarising ftom her role as a careerwoman who competesin a male-dominated economy, and a nurturer and homemaker determined by valuesand tadition ofEast Asia. Her serviceand commitment to Korea exemplifiesthat she is truly one of AIM'S best. From page .17, Corporate Governance sustainablejustice in the field of environmental law. Now I propose to you not just corporate sacifice, but corporate justice, which you can share to all segmentsof sociery in serviceto the people. I look forward to the invigoration of governmentwith your actsof principled citizenship.And I hope that we will all seethe fluits of vour acts verv soon.

From page 19, Closs 'E3 Also, the group of Class '83 has recognized the Institute's metamorphosis into a full-spectrum management institution with its Master in Entrepreneu$hip and Managing the Arts Program. The organizers have mapped out concepts accommodating the talents of those taking up these new programs through trade exhibits, showcases and auctions. Meanwhile, Saracin disclosed that Class'83 would like to spearheada special project for the alumni, the building of an alumni lounge, where alumni can hang out, transact and simply meet up with each other in AIll. The said project being bom from the fact that compared to the'80s, alumnr coming home to AIM have greater chancesof 'being lost' in the campus' new sprawling architecture. On the final note, the 2003 Homecoming promised to be not just an ordinary reunion of sorts for Class '83 but rather an event that celebrates the AIM experience. Like the last drop of Bordeaux in a French cafâ&#x201A;Ź, the 2003 Homecoming is more than enough reasonto keâ&#x201A;Źp coming back to their AIM home, From poge 55, Farmer namely, the availability of required inputs and teamwork. Then there is no reason why the land would not produce." He lakespride in the growing network of externalrelationsestablished through three years of operations.The proJect brings together officials, techniciansand experts from the province-level municipal and agricultural offices. 'A vital member of o u r n e t w o r kr s r h e P h i l i p p i n eR r c e R e s e a r c hI n s t i t u t e w h o s e c u r r e n t Director Leocadio Sebastianis a BSJ friend. Dr SebastianassignedPhilRice e),pertplantbreederand fieldrechnician Benito Gamiao to teach, guide and monitor at BSJ.As seedproducer,BSJ is a member of the Bulacan Seed Producers Cooperatiye,while the link with the Nueva Ecija counterpartis also valuable. This network of public and pdvate institutions and organizations representsa partnershipthat works and is alive. Buhay na buhay pa pala ang bayanihan.You just havelo rekindleir. BSJ is a living model." A Farmer's Success In the lastthreeyears,the teamwas able to acquire basic mastery over the

Masterin Entrepreneurshi 2nd Entrepreneurial Finance 31 March- 04 April ManagingEntrepreneurial Resources 24-30April 4th CorporateEntrepreneurshipfor (CETM) TopManagement 07-09May 9th EntrepreneurialLeadershipfor BusinessAdvantage(ELBA) 26 Mav- 06 June

|*mnm more critical problemspeculiar to growing rice in the Hagonoy area.Cruz admits, "None of us is an agricultural technician.We learn by empiricsystems. We draw information and iidvice from consultantsand experts, formal and informal. Most importantly, we have learned to monitor properly." The Master in .Entrepreneurship has helped Cruz in this project. "We need up-to-datemanagementsystems and we need to apply entrepreneurhip especiallyin this otherwisetraditionbound industry.It's a challengeto catch up when you are logging behind. Malasakit (commitment) must be long term. A larm is not burlrovernight Essential therefore is that one loves farming, enjoys outdoor life and appreclatesnature." BSJ's production capability has s u r p a s s e d5 , 0 0 0 k i l o s p e r h e c t a r e . Maximum potential yield must yet be attained.Lastyear'sseedharvestreached buyers as far as Bohol Island. However the pnmary market remains Hagonoy farms and coastal neighbors. Cruz laments, BulacanProvinceis becoming a rice importerfor many reasons.Among them is land conversion.For instance, Malolos paddiesdre only 30o0of lheir original area.A more seriousthrcat in the

long-runrs that the ambition to takeover father'sfarm hasgiven way to more trendy careersas OCW or seamanor computer technician.That is why the objectiveis to i n s p i r e .W e n e e d t o p o p u l a r i z er i c e farming agarn.We cannorbecomea rice importing nation using dollan to access our mostbasicfood commodiry We need to maintainself-sufliciency rn nceatprices the local market can afford. If in saline and flood proneHagonoy,it canbe done, then it can be done elsewhere farm by farm, village by village, town by town, provinceby province." And he started it successfully. Despitethe popular notion that small to medium scale rice farming is a sunset industry, for him, the sun will always shine. Despite the poverty in the rural countryside, he continues to see the beauty ofthe land and the Filipino self. Indeed Cruz has traveledhis Journey and whal mdkes him successfulis that he has traveledthe journey inside. He said "I haye been t o t h e e d g e .I h a d i t a l l . I s a wt h e b e s t . I also saw the worst. I choseto return. I belong to Hagonoy. I am just a little man with extra resourcesto do these things. Here and now, every man's contribution of service big or small - counts."

From page 25, Triple A it takes to manage and expand large organizations. When she assumedthe position of financial conholler of the Siam Makro Public Company Lirnited (Mako), the largest"Cash and Carry" wholesaler ir Thailand, she had establishedthe pedect system for monitoring and managing the company's 22 nationwide branches. With her leadership and managerial acumen, she wentually became a member of the board of dircctors and the first Thai president and Chief Executive Officer (CEO) of the company. In her able hands, Suchadawas able to tansform the company into a Baht 40 billion a year enterpriseand was moving force in improving other company operations. EvenbeforejoiningSiamPublicMako Ltd., Suchadahad always exemplified managerial successand hard work. After graduating with secondhonors in accounting in Chulalongkorn Univenity and taking up the MDP at AIM, shehad worked for a number of reputable frrms such asthe SGV-Na Thalang, Rama Tower Hotel, Business Information and Research Magazine, the Anglo-Thai (Thailand), and the Inchecape Thai Group of Companies. She was also one of the most active members of the AIM Alumni Association of Thailand and held several positionsin the execurivecomminee. Like Ahmad, Suchadais also a strong advocateof enftepreneurship and cornmunity development, especially for marginalized sectorsin sociery She had contibuted greatly to the adyancementof indigenous entrepreneurshipwith her policy of expanding company branches to the prcvinces, focusing in the remote areasof the Thailand. She has nurtured the growth of local manufacturen and suppliersthrough her policy of house branding - a policy that entailed the localization of employees, suppliers, ffansporters, and chained businesses. Through the years, she has formed stong businesspartnerships with over a thousand SMEs for Mako. By providing local employment and the opportunity for small Thai enftepreneursto market their products in every Makro car park, Suchada has displayed her unwavering commitment to indigenous entrepreneunhip and helping uplift the less privileged memben of Thai sociery The Civil Servant & Organizational Builder A strategicplanner and social developer,Hadenan Bin Abdul Jalil has spent a great deal of his careerbuilding and nurturing the skills, talentsand competenciesof Malaysian public seclormanagers.As the curent auditor generalof the Malaysian govemment, he veeredaway liom the haditional role of auditors of "fault-fuding" and decided to transform public auditors to become more of "advisors" to their departments. By focusing on managerialcapability, he instituted a comprehensiveauditing and accounting training program for government auditors; and held regular executive meetings. He also played a key role in establishingthe Malaysian Accounting StandardBoard (MASB) - the institution that set the accounting standard in that countly. Hadenan's brilliance in strategic planning and organizational development has been honed through years of academic and professional excellence. He completed his PhD from Henley and chosea path gearedtowards development and shategicplanning. In particular, he made a study that compared public and private sectorcorporate planning, which enabledhim to function effectivelywhen he worked for the Ministry of Finance. In a span of 10 years, he dealt with issuesrelated to filance, capital markets, and debt management while serving under four dilferent divisions in the Ministry of Finance namely the budget division, tax division, economic division and frnally, the finance division. In so doing, Hadenan was constantly involved in highJevet meetings and negotiations with representativesfiom the World Bank, Asian Development Bank

(ADB), Islamic DevelopmentBank, among others. He also met and discussedmatters of policy with members and representatives of the Associationof SouthEastAsian Nations (ASEA}$ and top officials and delegatesfrom other countries. Hadenan'scontribution to enterprisedevelopmenthasbeen extensive. He is currently the member of the board of directon ofthe JohorStateEconomicDevelopmentCorporation- a state enterprisecommifted to aiding indigenousMalays in various businessactivities. He is also a director of the Construction Industry Development Board, helping Malays in the constructionindustry. Moreover,from l99l to 1998,Hadenan servedas a board director of the Bank Bumiputra Malaysia Berhad- a Malaysianbanking institutionthat offereda major percentageof its loansto Malays and Bumiputra. He was also a directorof the MalaysianHandicraftDevelopmentAuthority Iiom 1984to 1991. As directorfor this organization,Hadenan helped train and provide capital outlays for Malays in the handicraftindusry. As a development expert, Hadenan reachedout to the less fbrtunate. He hasadvocatedpoliciesand implemented programs to spurlocal employmentand raisethe incomeof marginalized Malays in his almost30 yearsof governmentservice. As head of the financedivision, he led the loan negotiationteam with the World Bank and ADB for various projectsthat benefited the poor. In particular, he successfullynegotiated loans for the Federal Land DevelopmentAuthority (FELDA), Rubber Industry SmallholdersDevelopmentAuthority (RISDA) and Federal Land Consolidation and Rehabilitation Authority (FELCRA), which deahwith peoplewithout land and projects undertaken to increaseincome of the poor He also received loansfiom the ADB to help the poor in suchgovernment projects as the Health Sector Development for the Ministry of Health, Semarak(Serawak)Rural DevelopmentPrqect, and the North TerengganuRurul Development projed. World Class Quality ,{anagement After his graduation from AIM in 1973, Manuel Coiuangco Joinedthe PhilippineBank of Commerceas a corporate Planning Officer. After a year, he was appointed as Executive Vice President of Agricultural Inyestors,Inc., a position he holds until the present.As Executive Vice president, he wasresponsiblefor the set-upand operationof the company in the island of Bugsuk, Palawancovering an area of 3,000 hectares.He successfully developedand grew the 3,000-hectarc farm to be the coconutseedgardenof the Philippines.At open point in time, the operation of Agricultural Investors Incorporatedin Buppukemployedsome5,000people,all focused toward growing the hybrid coconutseedlings. Five yearslater,Cojuangcofoundedtogetherwith a French partner, a pearl farming bdLsedin Palawan. The company is JewelmerInternationalCorporation where Cojuangcosits as Chairman of the Board and President. From very modest beginnings, the company now operatesfive pearl farms in Palawanand is consideredasone of the largestand bestmanaged pearl growing farms in the world. Jewelmeris estimatedto produceat least70% ofthe Philippineproductionand tfuough .Tewelmer's effon, the Philippinesnow mnks as one of the top lour pearl producingcountriesin the world. By the direct and operational involvement of Cojuangco in the founding and establishmentof two largeagro-industrial operations. he has created numerous agro-industrial managementjob opportunities. Jewelmer has fund training of pearl techniciansto various parts of the world, most notably Japan. He has also greatly assistedin the developmentof managementskills and standardsin the Jewelry Industry by

Til{IAil[t[ 8,r0uilDATI0t{,il l7 Yearsof Serviceto theNation Payinghomageto theirfather andforemost mentor,D/. Lucio C. Tan and his siblings estublishedthe Tan YanKee Foundationin

1986to servetheFilipino nation.Itsprimary goql: to assistand support programsgeared toreards the enhancemefi of the qudlity of

Mr. Tan Yan Kee t9r2-1994

life and educationof theFilipinos.

Dr. Lucio C. Trn

In its 17-yearexistence,the Foundation has donated neady Pl-billion to various causes and charrty proiects. This includes construction of school buildings, hospitals, churches and houses for the homeless.The Foundation also extends calamity assistance and renders substantial support to manpower development programs, educafionalsupport programs, anti-crime and anti-drug crusades, environment protection proiects, sports developmentand medicalresearchprograms.

The TAN YAN KEE FOUNDATION,INC.hasthe following partnerinstitutions: . . . .

Asia Brewery Medical SpecialtyScholarshipProgram(ABIMSSP) Foundationfor Upgradingthe Standardsof Education(FUSE) Universityof the East(UE) UE Ramon MagsaysayMemorial Medical Center(UERMMC)

Dr. Lucio C. Tan Founder BOARD Joaquin G. Bemas, SJ. Frank C. Chan Shirley T. Chua P. O, Domingo Andres R. Narvasa

TRUSTEES

Emmanuel N. Pelaez Gabriel C. Singson Washington Z. SyCip ' Carmen IL Tan Tan Eng Chan

TAN YAN KEE FOUNDATION.lNC. 7,f Alli.id Aan* C.nter. Ayale Ave., Makati Cily . T.l Nos. Ele55m22

Harry C. Tan Lucio C. Tan Mariano C, Tanenglian Tan Hui Bin Cesat E. d Vitata . wwwue..do.ph,ltaoyantcc_toundallon

bringing into the country uniquejewelry settingtechrologies. The successrecord of the rwo companiesatteststo the world classthe quality of managementteam he has developedover the past20 years. Through Cojuangco'seffort, livelihood programs have beeninitiated in Palawansuchas seaweedfarming and jewelry manul'acturetraining among the children of the communiry Jewelmerhas coordinatedwith the Bantay Dagat team to preseruethe marine ecology and protect the major sourceof livelihood of the communitiesnear the area of operation. of a Chnstianschool Cojuangcoalsoinitiatedthe establishment in the island of Bugsukfor the wholc community and a Bible

school in Paniqui, Tarlac. He also began severalprocessesrn tying up seaweedproducers in Palawan with processorsto improve the price of seaweedproducers. Leadership & Development Without a doubt, the paths taken by Ahmad, Suchada, Hadenan, and Cojuangco all lead towards managerial and leadershipexcellence. More importantly, a unirying theme that binds theseoutstandingindividualstogetheris thet dedication to build and developpeopleand societies.Indeed,thesepeople haveelevatedthe standardsof leadershipto far noblergrounds.

From page 29, Womon

Managementand finished her Master ln Development Corporation,l98l to 1983); BusinessManagementin 1970. C o i n g t o A I M w a s r e a l l ya n e y e D e p ut \ M a n a g i n g D i r e c t o r ( A v a l a InvestmentManagement,Inc., I976 to openerfor mc. The reasonwhy I went to 1982);and variouspositionsleadingto AIM was that it was the Asian school F i n a n c e M a n a g e r b y I q 7 5 { U n i o n that wasgoingto caterfor Asians.I could CarbidePhilippines,Inc., 1970to 1976). have gone abroad, but I chose to study CommissionerColaycosaid,"I have at AIM. Everything had a purpose.I beenfomrnateenoughto ioin companies a l w a y s w a n t e d t o c o n t r i b u t e t o o u r that encouragewomen to exceland reach societyand country and I'm glad I was able to do it... And evenmore now" hrgh places.I was in differentindustnes at Her most memorableexperience batteries, investment and fund "was graduating in fiont (now the management,financial markes, food and AIM I AIM driveway) of the AIM building agriculture,then in telecommunications. glad which wasunderconstructron then.And recognizes am also that our counrry equal opportunitiesfor both men and sincetherc was no AIM building yet, we held our classesin Ateneo, Padre Faura. women." CommissionerColaycograduated We had so much fun. Coming from a c u m l a u d ei n B a c h e l oor f A r t . m a 1 , ' irn c o n v e n t s c h o o l , A I M o p e n e d m a n y N a t u r a l S c i e n c ea n d c u m l a u d c i n doors for me." Not to mention, it was BachelorofScrencern Commercemajor also in Ateneo - AIM that she met her i n B a n k i n g a n d F i n a n c e a t t h e husband,also an MBM student in his Assumption Collegein 1968.Right atier senroryear. Subsequently,they were blessed collegeshewent to the Asian lnstitute of

with three daughters. And like their m o t h e r , t h e y a r e p r o f e s s i o n a l sa n d r n d e p e n d c n tG . i v e n t h o s ey e a r si n career and family, Commissioner C o l a y c ow a s a b l et o b d l a n c eb o t h i n a magrcal way. And through the yea6, what have b e e n h e r s e c r e t s o f s u c c e s s ?S h e revealed, "You have to be honest and trustworthy. And the most important thing of all - Be yourself." These are the same traits she would like to seein otherAsranwomen and Filipinasin particular.Sheis proud to see that most Asian cultures allow and the articulation of self-expression thesevalueswithout being hinderedby societal restrictions. And if given a choice,would she still choosethe life shetreadsnow? She respondsconfidently, "My life is not perfect, nor the best but it is a good life. Yes, I will choosethis life again. I am blessedand I am happy with my life."

WonLD-CLAss MaNAGEMENT EDUcartoNFRoMTHEArian ExpERTENCE aMoNGtrs Inrtltutc of Minagemeitt (Alil)-coNsrsrENTlyRANxED PEERS AND ASIA'S AUSINESI LEADERS A5 ONE OF THT RECION'S BT5T B U S I N E 5 5M A N A C E M E N T ' C H O O 1 5 .

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