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ManagngCorporale in Asia Govemance

l/anagingHunanfresources: l\,{anaging Govemance Beform Lfe in Camp S1\.4ART MyPersonalPhilosophy in a LargeBureaucracy

All\,{intheASEAN

ndoaesia's Leadership RoleinASEAN

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TheBacefor Taent

lilh Center for Govemance Launched

Cvc Exchange: Invenlinq

FEAIUNES

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Taking ofi theTie

All\,1 AlumniHomecom ng2003

Prolessionalising Family BusnessinAustralia

NewAlumniBoard lnducted

a Cooperatrve Enterprise

Professioralirlng

Einging theAssociaiion t o a N e wP l a y i nF!e d

A TopSleuth forthe

A 0iscussion on

CorporateWorld

Competiliveness in Deveopment

Hospital Manaqemenl: Chalenges inthePhlippine Healthcare Systems

Prol.Singfuanzatouches basewithAluftniin Singapore

f orFacully Developmenl PoslHomecoming ThouChls andFeflections Bemembering Edd}l( ALUMNIPBOFILE

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LFT]EBS FHOIT,{ ALUIT,lNI CLASS NOTES

4il covEnsroRY: THE R0AD AHIAD tl6 rrr Atuurur ntspolse: LEA0ERSHTp LrvE I

Cov.r phobgr4b: Jos luo

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M E S S A G EF R

AsianInstilute ol [,4aragemenl Publicaton

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Graduation docr not nean lcating ham;zg bcbind.

Togradtute meanr to take a tE foruard anl narch wnh a clcar dnenkn and putpose in ffi. Togradaate ako neat to nanre and det'elopintellzaully and uhc on nighty chatlcngesand dauting tatks to nccasfully athieue uhat yu setyurselffox

EO]TORIALTEAI\I Mrdr l{irYo6 Contt or EditoFin-Chief Joio Ma. 0. Guzfl€n Editor EIxecutive Ploki.r shtin.

Assoc aleEditor '\i,ete

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Shedd (rrigblk-lltndili Editor Section Chrininc bh no|lmrlo|tieo SamoorRaina Shinib.liilitr S.ieal A|ult0 Bhrgtt Writers Contribuqng Jrnyfldulili Art0irector EdanCardolas l\,{anager Circulation EDTORIAL BOAfrO nobenodooc!|rDo President Mrrit l{i.v.. Conft.or Deanoi theInslitule Ms 6! C.li D rector Lrecutivel\,4anaginq Beations andInvestor lnsttuti0nal 0ulc6 c8!.claog b€cutiveDirector Federation of Al[/ Alumni Assocation,Inc. Gn! Aliontt Director Al!mnifrelatons All\,1

Dear Alumni, One ofthe most important concernsfor any Iiving organization is to make an inquiry into is future what lies aheadard what changesit needsto make to stagerhe kind ofperformance required to course the future. ,The

RoadAhead,,our them€for this issueis more about anallzing our existingstatusand enabling make better decisionsnow, tlnn about forming an accuratepicture oftomorrow through forecasts us to and predictions becausewhat exisa right now doeslessto mirror any irrwersible trend than to represent our current fashionsof preference.

"Our future hismry would be a rale berweeneducationand catastrophe"' H. G. Vells oncesaid, we may takethis statementa bit further by replacingeducationwith context, At AIM, in the current that each individual is a lifelong l€arn€r and we strive ro encouragethe lifelong learning. we believe to the changingdemandsof time. new programs tailored sameby our Today, our visions and realiry are fast catching up; it is no longer merely a dream to be an institute wherepeoplecome from all walla oflife and want to makea difference.ManagingGovernancein " l"rge bu..".,"r"cy ofthe Departmentof Blucation is aschallengingand inspiringasanrhing could the disdnction ofour unique be. Ar the sametime, blending managementwith developmentshowcases their societies to a lasting difference make reason how individuals faculrywho standto The AsianManagertoday thinls fu beyondthe luresofa corporatelife, he is into policy making' he is into cooperativeenterprise.He is an entrepreneurwho is preparedto cha.llenge he is into hea.lthcare, the convenrionalwisdom and walk his talk. All this and much more beckonsthe kind of leaderswe with, and the kind ofpeople who are making a mark' nurture, the kind ofpeople we areassociated widr ir and it virtuously The Institure is proud ofeach and everyindividud who hasbeenassociated lives ard make decisions oftheir in, who take charge acknowledgesall thosewho live what they beliwe moment oftheir lives. every their leadership who live the leaders that mattei.The Institute acclaims My dear alumni, aswe look forward to steeringthe courseofour Institute, may we swearthat we will them in eYeryway possible. but alsosurPass not iust follow riese achievemenrs, The heart ofour tasknow is to sustainthe iourney that we had undertaken35 yearsago'

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beforeus The challenee is whether#e will take that are standards applicable globallvand apply theseln a manner

thit thevwill takeinto

of accountdifferentstages economic developm"ent, togetherwith differences i n"cultureand practices.

in Asia ManagingCorporateGovernance A]M in the ASEAN Launched HillsCenterfor Governance

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ManagingCorporate Governance in Asia Keynoteaddress of Mr. WashingtonSyCip,Annual Conference of CEOsand Dtrectors in Asra,September 4, 2003, Manila, Philippines BEfiER GOVERNANCE IS AN AREA OF GRO\OING that there are major differencesthat tell me our river has a different importancein Asia,especiallyafier the 1997financialcrisis.Its source and our tree ofcorporate governance must develop its importancehasbeenfurther heightenedby what happenedro own roots.Then there is alwap the question oftiming premarure ENRON, Tyco,Ahold, Xeroxand many otherglobalcompanies. democracy, when people are illiterare and hungry, have caused Many ofus who haveadmiredthe westerndynamismof more harm than good for many narions. professional management, with wide shareholder base,havebeen Following western suggestionsmay not always be logical.

'Westerners shockedto seehow easyir wasfor greedyexecutives, working were shocked at the topless Balinese so that many of with rop professional legal,consuhingand auditingfirms, to get them had to cover themselves. Ofcourse, nowadays, the westerners around carefullysetrulesand regulations.[s the solution more are going toplessin Bali while the nativeshave coveredthemselves. "bakye' rulesand regulationsor simply a higherstandardofethics and You also remember the and slippers were considered to morality for both managementand their advisers? be worn only by the poor yer, with the hot summer, this is rhe \X/hileregulatorybodieshavebeenquick to respondro fashion on Park Avenue. recentcorporatedevelopments, The U.S. presidential businesshasbeenratherslow in systemcallsfor the executive, raking a firm standon what ir legislative andjudicialbranches thinks is appropriatefor good ofgovernmentto be indecorporategovernance.

To get a anotherto Ihertte:Astal'Cortlil:';'' pendentofone "check headstartAsian regulatorybodies provide a and balance" Stri The Enrcrg,lrrg rend to adopt many ofthe regro avoid abuses.Clearlythis ''. ulationsfrom more developed il .' hasnot workedin the Philip"check countrieslike the U.S.and UK. pinesasthe and The questionthat arisesis balance"hasmosrof rhe time whetherit is appropriateto do paralyzedgovernmentdecirhis?Perhapsnot totally because sions.The verysuccessful antithe contextwithin which busicorruptionunit in Hong Kong, nessis done in Asia is differenr. with authoriry which cuts With this thought in mind, I d acrossdifferenrbranchesof Jikero helpframerhedirecrion governmcnt,is unfortunately fbr the discussionsover the nexr one and a halfdays. not pcissible in the Philippineswhere,with our abundanceof "checking" Ve are all here to talk about the emerging structure of lawyers,everyoneis eachother!

Corporate Governance in Asia and about global srandards and At a recentmeetingin AspenColorado,I wasinformed local practice. The challenge before us is whether we will rake

by Tom Jones,Vice Chairmanofthe InternationalAccounting standardsthat are applicable globally and apply thesein a manner . Standards Board,that theyarestudyingrhepossibiliry ofa different that they will take into account different stagesofeconomic setofgovernance standards for smalland mediumsizecompanies.

"SME" developmenc,together with differencesin cuhures and practices.

Of course,the in the westernworld will reallybe maior At che same time, we need ro ask ourselveswhether we really companiesin EastAsia,outsideofJapan. want to adapt these standards to our Iocal setting? Ideally a set As I seeit, therearesix fundamentaldifferencesbetween ofstandards should be basedon the needsofa counrrv and should the U.S. and U.K. corporateworld ascomparedro mosr ofthe not hamper economic growth. developingworld in Asia:

"rzez There is the Korean proverb rhat says monkqsJizll out of trees." And I am afraid we may still fall our of our tree if we don't define the context for the discussionsof the next one and a halfdays. Ve must be careful not ro transplant practices from the developed west to Asia, without thinking through the differences we have with chem wirh respect to corpora[e governance.

"Just A well-known Chinese proverb goes: ar the riuer has " its source,a tree bas itr raarr. The roots ofcorporate governance standards stem from Norrh America and the UK. !7e need to ask ourselvesif che source oIour river is indeed rhere. I submit

1.The role of Government in Asia as the visible hand that guides the economy.

Governmentsaresignificantplayersin the Asianeconomy.

They acr asregulator,shareholderand areactivelyinvolvedin trying to assuieeconomicgrowth. Covernmentsalsotakeon the role ofchannelingeconomicresources in the beliefthat this is bestfor the economy.Or it could be to support poliricalends.

Covernments in Asiaarea majorifnot a seniorpartnerin

nation building with varyingdegreesofparticipation depending on the country.Therearescholarswho saythis is not necessarily bad and that it is partly becauseofthis that Asia hasachieved high growth rates.

This is a departurefrom the classicalmodel that only the freeplay ofeconomic forcescan assurethe optimum allocation ofresources.I personallybelievethat it is all a matter ofbalance betlveenthe two extremesofallowing unfetteredfreeplay ofthe invisiblehand ofeconomic forcesand the guiding and visible hand ofgovernment.lt is alsoimportant to note that the correct balanceto be struck is differentfor differentcountries.

'We what arethe implicationsfor needto askourselves apply to corporationsoperating Do the sandards that governancei U.S. apply in their presenrform to in a freereconomylike the ties exist,where strong Government-Business economieswhere where Covernplayer and Government itselfis a major corporate to assist in the allocationof mentsvisibly exercisetheir powers or adapt take into aly standards we develop resources?

Shouldn't in Asia? role ofGovernment accountthis significantlydifferenr 2,The role of business as a partner in nation building.

Big businessin Asia co-existswith governmentand is beto capitalor for licenseand holden to governmentfor access specialoperatingconditions.Many timestherefore,when board appointmentsaremade,a key determinantis the connectionor relationshipthat the prospectiveappointeehaswith segmentsof government.Guanxi,the Chineseterm for relationshipis not an abstractconceptin Asia.It is the foundationof how somebusinesses haveto operate. is that in smallereconomieslarge Another characteristic enterprisesmany a times play strategicrolesand claim government protgctionin the nameofnational interest As one ofthe studiesmadeby AIM shows,businessis expectedto play a key role in narion building in EastAsia.The questionthat arisesis whetherwe can expectbusinessto fulfill this role and ifso, canwe then demandofit additionalstandards ofgovernalce. I proposethat we look at what shapeor form these . standardsshould take.

A relateddifferenceis that in Asia,thereis a needfor senior managersto work in a companyfor longerperiodsof time to developthe contactsand the sensitivitiesto do businesswith government.Dr Gordon Reddinghasstatedthat insensitive scrutiny of this processmay destroythe capacityof firms in the regionto survive.

Pleaseconsiderother implicationsthat arisefrorn the role businessplaysin Asia.Someareso embedded(to usea popular phrasethesedays)in the economyand so crucialto it that the economyis rockedif big businessfails,Clearlythis is not so in the U.S. wherethe economyhaswithstoodmany sucha shocks. arethat different,I urgeyou to find Because circumstances the right balanceberweenimposingsmndardsthat may be side steppedeasilyby businessand thosestandardsthat will help business in irs narionbuildinqcontriburion.

3.lha struGture of business is differcnt and economic power is concentlatsd in dominant sharoholder groups.

It is common knowledgethat in Asia, the sructure of is differentwith economicpowerconcentratedin dombusiness inant shareholdergroups.Thesedominant groupscan be families or government.It is alsowell known that in Asia,sharesofpublicly arenor widelyheld. rradedcompanies Studiesshow four prev-alentbusinessmodels basedon corporatestructureand ownershipexist. . The widely-heldpublicly-tradedcorporation . The closely-heldpublicly-tradedcorporation . The Governmentor state-ownedenterpriseand . The Familycorporation therearestill many who think Given this categorization, in the U.S. and U.K. can issues as developed that key governance widely-held corporations Are standards for be transplanted. companies? to family-dominated applicable "pablicly-traded For example,it is being proposedthat for corporationtrrith dominantshareholdat thegouernanceisua center on thotebetweeninl)ettorand daminant sbareholdztTheprotection ofother sbareholletsis regardzda the mostcitical coxcemdnd the are kq' driuersfor gouenancesuggcsted . Gotemdncettractt reJtbdt proride minori4' tharehol/zt Plotection . Indzpendznceon boatds . Indzpendenice on board commixeei' This soundsgood to be sure.But is it right?I am not so sure.I am not surefor examplethat we can or we shouldinsist ofa majoriry ofboard members.Is it not the on independence connectionsor the Guatxi that is moreimportant?Arc we not betterby appointingrhose protectingthe minoriry shareholders with betterconnectionsover thosewho are independent? ' ln most ofAsia, having a bankerand a lawyer on the boards ofcompaniesenablesit to arriveat quick decisions.However, rhe new rulesofgovernancewould not qualif, them asindependent directors.

They saywe shouldnot chiselthe foot to fit the shoe.Lets not makethe shoeofVestern standardsfit by chiselingour foot.

And ifone must give,isn'tit that we shouldchiselthe shoe,not the foor?

I do not needto remindyou how diversefuia is. Doesthis Doesone meanthat eachcountry must find its own standards? sizefit all?I urge that you considerthis in your deliberations.

Let me giveyou anotl.rerexample.Somegurussaythat for "Family is tbeprofetsionalizatiox cotporatiow,the hq n gouernance of management.Thit is reallyaboat ixter-genemtinnalcbangewith gerrenltiontwould we a fameuork of the hopethat succeeding goaemanceto mold profetsionalmanagementtuith the sdmeentleprenearial spirit thatfounded the bwines ix thefrst phce."

Againl I admit this soundsjust right. And againI must say that I am not sureifI agree.There seemto be somenormative of managementand the conclusionsthat professionalization adherenceto governancestandards,Western sryle is the ideal for Cortinued on p,se 9

AIMin theASEAN Constitutional Commission.

He also brings to the posr a deep un-

ASEAN Sccrctary-General, Sevcrino was Undersecretary of Foreign Affairs ofthe

dersranding ofSoutheast Asia, since he has been studying, wriring, publishing works,

Philippine..As r mrmber olrhe Philippine Foreign Sen'ice,Severinowas Ambassador to Malaysia, Charge d'Affaires at thc Philippine Embassyin Beijing, Consul (ieneral in Houston (Texas),and:rn officer at the

and reaching about the region for the past 30 years.His M.A. and docroraldisserrarion. ar rhe ( arholicUnivcr.iryo[Ameri.a in Vashington, D.C., were about Southeast Asia, fbr which he conducted research

Philippine Embassyin Washington,DC. Berween overseasposrings, he served as

in Cambodia, Thailand, and Sri Lanka.

He wa. alsoa vi'iting prolerror in uariou.

special assistantto the Undersecretary of

universitiesand researchinstiruresin rhe region. Lasdy, he served as president of

Asian and PacificAllairs ar rhe l)epartmenr of Foreign Alfairs. Severino also served * i r h r h e U n i r e dN r i o n s r n d i r rO p c r a t i o n Brorherhood Laos before his assumprron

DLSU's Yuchengco Center. which conducts studies on Northeast and Southcast A \ i a a n d \ P o n \ o r \ t r . t i n i n gp r o g r a m .i n Laos and other countries.

Foreign Allairs anrl Assistant Secretarylor

of positionsin government.

Severino was confbrred rhe Royal Order of Sahanetrei - Commander by

As part ofthe top managemenr tâ&#x201A;Źam o t - A S L A N .V i l l a c o r t rr v i l la . . i s ti n i m p l e C a r n b o d i r . K i n g \ o r o d o m S i h ; r r o u ki n m e n c i n gr h e v i . i o n o f r h < r r g i o n a ,l - r r g a n i - 2 0 0 2 . f h c R " v r l O r d e r o f \ r h a m e r r e ri ' zation. Under cheleadershipof Secrerary a prescigiousaward given ro foreignerswho DR- \(/ILFRIDO VILI-ACORTA, an Asian Institrrte of Management alumnus, recentlyassumedthe post olrl)epury \ e . r e t r r y - ( i e r r e r rol l ' r h e r e g i n n ; lh l o .

Associationof SoutheastAsian Nations (ASEAN) effecrive Augusr l, 2003.

Villacorta is the first Filipino to assume thc post off)eputy Secretary( l e n e r J . H e u r ' n o m i n a r e dh v P h i l i p p i n e PresidentGloria Macapagal-Arroyoand ForeignAfhirs SecreraryBlas Ople.'fhe

General Ambassador Ong Keng Yong of "building Singapore,rhe main rhrust is the o [ l n A r E A N r ( o n u n r i r (' o m n r u n i N . H c 'rre..e. rhar rhe realiz.rrion ofrhi' obje.rive requirescloser regional cooperarion aswell

have performed distinguished serviccsto the King and to Cambodia.Among ocher honors that Severino received from ASEAN governmentswas the C)rder Sikatuna, rank ofRajah - Commander Laureate by Phil-

as bridging thc gap bctwcen thc old and neu, member-states.

Villacorta took rhe Managemenr Development Program (MDP) at thc AIM

ippinc Prcsidcnt Gloria Macapagal-Arroyo in 2001. I'he l'hilippitres usuallvawards rhe Order Sikatuna, rank ofRajah, to vrsiting headsof state,and Severinois the

in 1984.

onlv Filipino rvith the distinction who u,as given this recognition.

I0 mrmbrr-srarcr of LheA5EAN Lrnanirnouslyconfirmedhis nominationon June

1 8 ,2 0 0 3 .

Villacona brings to ASEAN a stellar . ; r e e r r p ; r r n i r r gh i g h e re d u . : t i o n .I o r e i g n affairs,and constitutionalwork. As an a c a d e m i c i aant D e l a 5 a l l eU n i v e r s i q (DLSU), he servedasdean ofthe College .rf Libcral Arr' from I q8J- 8b and .en ior 'vice-presidentfor L,xternal Operarions for the next seven years. He was also senror Asian Minisrers specialistofrhe Sourheasc of Education Organization (SEAMEO) Center fbr EducarionalInnovarion and 'ltchnology, and secretarygeneral ofthe Associationof Christian Universiriesand Collegesin Asia (ACUCA). He has servcd as consultant to the Foreign Service lnstrr u r eo f r h e D e p : r t m e n ro f l - o r e i g nA l i a i n sincc 1986. He wasa dclcgateto the 1986

FORMER Associarion of Sourheast AsianNations (ASEAN)Secretary-(ieneral Rodolfo Certeza Swerino,Jr has joinedrhecore lacultyof the

Severino is currendy u,riting a book on thc ASEAN, fbcusing on rcgional economic integration in the context of the regionalpolitical environment and other forms of regionalcooperation.In AIM, \crsrino ha: Ic.rrrredon regionalc.onomic cooperation,the elementsof indusrryand narional compeririveness, and the role of rechnologr in de"elopmcnc. He con!inues to take part in intermational conferences dealing wirh regional inregration and cooperation,developmentsin Easrand

Center for De..elopment Management of rhe Asian Institute of Management (AIM).

SoutheastAsia and on SoutheastAsiis linkageswirh other countries and regions.

Severino servedhis five-vear term ln r h e A 5 F A N f r o m 1 9 9 8r o 2 0 0 2 .\ e v e r i n o and the late Ambassador Narciso Reyes were the onlv Filipinos who assumed the posr of Secrerarl'-(leneral in the ASEAN.

He holds a Bachelor ofArts in the Humanities from rhe Areneo de Manla U n i v r r . i r yI I q 5 6 ) l n d . r V a . r c r o f A r r . i n

Bcfore assuming the position of

International Relationsfrom the Johns Hopkins Universiry School of Advanced International Studies(1970).

Continued fmm page 7

Hills Centerfor Governancelaunched Hills is a leadingadvocatefor effectrve He is a partnerofHills corporategovernance. asthe and serves & Stern,Attorneys-at-l,aw, Chairmanof theAudit Committeefor Chiquita BrandsInternational.Mr. Hills has servedasVisiting Professorat the Haward UniversitySchoolof Law; Distinguisheo FaculryFellowat the YaleUniversitySchool ofManagement;and lecturerat the Stanfbrd UniversitySchoolof Law. The inaugurationofthe Center was oneof the highlightsof ManagingCorporate Governancein Asia,a conferenceofCEOs, COOs, and boarddirectorsfrom Asia'sleadHills headedar international ing companies. line-up ofexpertswho werein Manila for the secondstagingofthis annualconference.

"We aredelightedto haveMr. Hills in RODERICK M. HILLS, FORMER andF-rchange our conference,"saidconferencechairman chairmanofthe U.S.Securities "His experiencein the Commissionand lfhite HouseCounselro JoseL. Cuisia,Jr. ofcorpontions and in the stewgovernance former US PresidentGerald Ford,wasthe ardshipofsecuritiesIawsis extensiveand duringrhelaunchofthe Hills guest-of-honor held on Sept.4, 2003 impressive."

Centerfor Governance Presenred by the AIM-Ramon V del at the Mandarin Oriental Manila. a networt< Ro'ario.Sr.Centerfor CorporateResponsiThe Centeraimsto establish bility (AIM-RVR Center)and the C.V Starr startingwirh the ofcorporategovernance, Chair in CorporateGovernancein Asia,the It is joindy fundedby The World Philippines.

Bank and the Hills Programon Governance conferenceis regardedasthe most important (orporateBovernance evenlin the region. and is supportedby the fuian lnstitute of 4 to 5, 2003. forum ran from September The Management.

There is the assumption the Asiafamily business. will somehowcontinue that entrepreneurship after managementhasbeenprofessionalized. is nccessary I agreerhat professionalization for but I urgeyou ro look at this and governance that busithe context within fimily business the hereoperate nessin Asia operares.l,argebusinesses in a poliricizedenvironment,thereis a lor of on informal alliances,relationships dependence and even areparamount,paternalismis accepced desiredand the ownerusuallyis cheforcebehind the businessand is the liaisonwith government and financialinstitutions.The ownerand indeed the bossi not normally questionedabout his policiesand rationalefor actions.I will take it a stepfurrher and sayrhat it hasbeennoted rhat it is dre family council rhat decideswith the Board beingthe concurringlegalenriry Ofcourse the fundsofrhe family arear risk and very often the liabilirytofinancialinstiturionscarriesrhepersonal guaranteeof the family.

Vhat are rhen the governancestandards we w.rnrro developrharwill balancekeeping alivethis family soul that makesthe business and prosperand the needfor professionalization governanceruleson rhe orher?I submit that is the raskin hand.

4. Professional managgrs ate not yet displacing owners trom poSitions of corporato contlol.

In rhe U.S. thereis a markedseparationof ownershipofa businessfrom its managemenr and control. As ProfessorGordon Reddinghas poinredout, ownershipin the U.S. becamevery widely dispersedand activelytradedand professionalmanagerswere lookedupon to satisfi the Vhile much needsofthe owning shareholders. use led to unbridtea this, it also came from good of takeovers,hoscilesharetransactions,mergers and acquisitionsand rhe unethicaltacticsemployedin the nameofshareholdervalue.This led to requiremenrsof prorectingthe shar€holders governance; andimprovin0 coftuption from rhebia. andgreedofmanagen.f1lesirr'urion ATAIM IS A FORGOVERNANCE THEHILLSCENTER govemance; examples otgoodcorporate in . Highlight the AsianInstitutsol Management is quite different in Asia,wherethe interestof facilatywithin goodgovernance within . Drawaftentionto effectivemeasuresfor good areusu_ I\ranilsthataimstopromote and the maiorshareholders management in government agencies. between business governance andin transactions corporations ally identical.

Th€HillsCenterintendsto d0 andthe government.

Clearlvthen, the rulesofgovernancecondothesethroughthefollowcorporategovernance TheHillsCentersimsto thisby helpingto str€ngthen duct neededrherecannot be the right oneslor andinteanal inqmeans: accountability in tems oftransparency, Asia.In Asia,the owner managerlastsfor many promote . Fieldresearch€ndinterviews lt willalsoendeavorto checksandbalancas. years,in facrsometimestoo manyyears,accumu_ analysis andhonestyin business-government. lntellectual transparency lating the conracts,acumen,abiliry to make rhe .

Case Studies fair c0mpetit,on. h€lp foster and thus intsractions developingalrrundersranding right compromises, . Forums androundtables includinga Websits will: . Publicity, ofthe mar[etplaceand the imPortant PeoPlein theseends,the HillsCenter As stepstowards onwhattheleading . Training consensus that indusrry. . Seektodevelop of modelcompanies problems arewithinthe pravete r Recognition of governance Owners in Asia spenddecadesasowner betweenbusiness sectorandi0 transactaons managersoftheir enterpriseand arenor worried of bythe AsianInstitute TheCenteris supported andgovernmenl; aboutbeingvoredout ofoll'ice Unlike members at on Governonce the HillsProqram buslness, l\4anagement, . ldsntilythe costsof misqoveraanceto ofwestern multinationals,they don't pay too in andInternstionalStudiss Strategic theCenterfor andsooetY; the government much attention to the quanetly earningsfor shares 0.C.,andtheWorldBank.ltwillbeworkcooperation Washington . Sponsor dialogus andencourage forecastedby securiryanalysts.

Allll orga' ing closelywiththe FamonV. del Rosario,Sr amongthep vatesector,non-governmental 'lVhar governancestandardsdo we develop Besponsibility. f Corporat8 government Center or on rsducing agencies and nizations Ve know that ownersarenot this setting? in

naturallytransparentsincein many casesrhey can pursu€opportuniry only in secrecy.

They havea paternalisticoutlook over the minoriry and their employeesand they expectloyalry Ownersdo nor malredecision'by comminee and do nor like to be questioned.But theseare immenselysuccessful people.They decidefast, movefast and make things happen.It is their competitive advantage.

Maybe we shouldencouragetheselong stayingowner managersro go on doing what they aregood at making their businesssuccessfi and contributing ro nationaldevelopment.If so lett not make the rulesofgovernancea discouragementfor entrepreneurship.

5. Tho difforenco! in culturs rvhero haFnotry and r€lationahipr ar€ th6 found.iionr fo. doing bu!in6...

Ve all know rhat to be successfulin Asia requiresan inricate network ofcontacts,the granting (and receiving)of-favorsand building interpersonaltrust and harmony.In the U.S. rhe slstem is much lesspersonaland it is more by the rule oflaw and merit. As you meetover the next few days,you may want ro consider that any standardsofgovernanceneedto take this into account.

Should the ruleswe devisepreserveand encouragethe Asian way ofcreating synergli by developingharmonyasopposedto the more confrontarional \Testern wayl For example,the way codesofgovernanceare beingdrawrrup emphasizingthe needfor independentdirectors bothers me a bit. If the codeslead more to confrontation than to harmony,will this not detract businessin Asia from moving aheadspeedily?

Can we,andshouldwe adopt a systemor rule tharis basedon and:upporrsa culrurethar i' completely different from ours?Aregovernance standardsmore important than rhe needfor a CEO and his managementteam to havea srrong supponive board,and not one that holds it backi The challengebeforeus thereforeis to find a balancebetweenthosesetsofstandards that will allow us to mainrain our culture ano our identityon one hand and to allow a system to evolvcrharwill be fair and just.

6. The dilfergnt rtag.g ot dov.lopmont and mlturity itaget ot tho C€pit l M.rkots in A!ia.

I now cometo my sixth and 6nal category ofdifferenceswe havewith the U.S. and U.K. Many gurushavepointed out that Capital marketsin the \fest and in Asia areat very different lwels ofdwelopment and maturity. rWhile providing significantcapitalfor largefirms, capitalmarketsarenot readilyavailableto the majority of smalland medium enterprisesrn most economiesin Asia.The rule is that BanL-

led or exrernalfinancehasbeenthe traditional and majorsourceof6tnds lor mostAsianfirm,.

In fact it is said rhat one cannot be an Asian Conglomerareifone doesnor havea significanr interesrin a bank.

The Capital markets in Asia are nowhere asdevelopedastheir counterparrsin the U.S. In theU.S. thereis an imperadveneedfor raising the leveloftrust both ofthe individualand the Institutional Investor.This requiresvery high leveJsof transparency and policing.

There is a needby the United Srares,Brit, ain and other dweloped countriesin the West to be ableto do businessin Asia in accordance with the rulesofthe gameasthey understand ir. This is understandable.

Bur is it desirable? at we needto do is to look at governance standardsfrom the point ofview ofwhat we needto keepour economiesvibrant and our bu-:inesses growing.Bec.ause ofirs hugedomesric marker, China hasset new rulesofmultinationar participationin key industries.\Testernfirms havehad to accepttheserestrictionswen though they would reject theseguidelines from smaller countries. \fhere elsewill you find a local company being the partner of both General Motors and Vollswagen,two birter comperirors?

Concluding Remarkt Ve all tnow that globalizationofrrade and industry is a reality. We can expectmore of it, not less.And ifwe want ro be playersin rhis global setting, then dont we needto make rhose changesthat will help us competemore effectively?Isnf it our task then to come up with standardsthar willallow usour,uniqueness and yet satisfythe needsof the globalmarketplace, than to rathercontemplatewhat standardswe shouldadopt or adaptto?

I would like ro leaveyou with rhis thought. Simplysayingrheseare rhe rules,let's adaptthem to our seming.Sayingwe should not be bound by theserulesbecauserhey are from the Vert and reallydo nor rpply hereis alsoeasyand doesnot requireany brains.But that is nor how Asia has grown. We have rhe capacity to keep what is good and learn when we need to. Perhapsover the next day and a half, we can borrow and adaptin a way that benefitsour societiesand us and not just to satisfya global practice.

Can we who are in positions to influence the future ofGovernancestandardsfind a *ry not to stifle the energyand the motivation of the businessgrowth engineand yet be part of an evercloserand smallerworld order?

In the words of Milton Friedman, "There is one and only onesocialresponsibility of busrness- io lrs€lrs resources and engagrin acriviries designedrc increaseits profirs so long asit stays within the rulesof the game,which is to say, engagesin open and free competition, without

deceptionor fraud... By pursuinga persont own interest,he frequenrlypromotesthat ofthe societymore effectuallyrhan when he really intendr to promore it. I haveneverLnown mucn good done by thosewho decidedro tradefor the public good."

There is therefore a challenge ro be met.

How do we motivarerhe businessownersand managersin Asian socieryto produce more, run faster,jump higher, give us better products and servicesat cheaperprices,employmore ofus, buy more from us and at the sarnetime protect societyfrom the excesses ofthose few rotten eggs?To me that is one ofthe centraltasksof ManagingCorporareGovernance.

Another is whetheror not we can find one setofcodesofgovernancethat can balance the rights ofthe minority, rhe majoriry,ttre dominant interest, the cmployees,the suppliers, the managemenr and rhecommunicy? lf nor. what standardsthen do we developi And in the processofformulating rhese standards,should we not look at the root ofthe problem and seeifwe asAsianleaderscannot rekindlebasicvaluesofhard work, thrift, education, family, respectfor elders,and respectfor education?Are thesenot the ultimate governance code?In the end maybehigher ethical standards and bettermorals,for borh managersand professionals, would haveavoidedmany ofthe abusesthat led to rhe surgeof rulesand regulations on governancein the last nvo years."

I will leaveyou with a thought and an examplefrom the free tradeargumentsthat abound.The developed\(est wantsus to open our doorsto their goodsand services . . . in areas wherethey havea competitiveadvantage.Bur rheyareabsolurely not openro hrvingrheir marketsopen to us in agricultural products and in the one areain which we havea clearcompetitive advantage.Thar advanragebeing in the skills ofour Asian labor lfglobalization is to enablethe consumerto get rhe bestproduct at the lowestpossiblecost,why cannot an Asran barber fteely go and offer haircuts in New Yorki And why cannot an Asian railor easilygo and stitch clothesin France?

Recendynewsitems ftom Fnnce indicared that between3,000 to 5,000 peopledicd from the heat wave. Hslf of rhe deathswere ascribedto the fact that while the 6mily wenr down to the beaches, no one took careoftheir elderly parenrs.Is rhe solution more health care, which causedrhe resignationofthe Minister of Health, or more Asian family valuesi And so I u{geyou ro makesuretlat whatever codesofgovernance you feel should apply in Asia,they will not pur us at a competiuve disadvantagewith our frien& and counterpans in the West.Confrontation may bring out the bestin the U.S. but harmony may bring out the besrin Asia. Pleaseincorporatea basicllatu€s approach to governance.Asian values.

Perhapsbetter propolici6s and ^cedures

coula

haveavertedthe

ifaudiauolDut lt cr$N, but

tors arecolluding it is evenmore unethicaland difficultto stop."

ManagingHuman ResourcdsrlMy PersonalPhilosophyby Prti Sithi-Arnnuai Indonesia'sRole in the ASEANby Rodolfo Sowrino ATop Sleuth for the CorporateWorld by Rommd Orbigo

;

I

Managing Human Resources: My Personal

Philosophy ManagingHuman Resources is a favoritetopic of most managers.Having worked for BangkokBank (BBL) - for over 40 yean, it is a topic that is very dea-rto my hearl How executives managetheir smff- and how staff,in turn, managestheir relationship with their bosses- is probably the singlemosr important factorin the success ofany businessenterprise.I would like to sharemy thoughts - for what they areworth - on rhis important topic with my peers. fu the ExecutiveVice ChairmanofBangkok Bank, I am, frrst ofall, a professionalmanager,and, therefore,a human resourceperson.And, asan executiveofficerofan organization ofabout 20,000 employees,I am, at the sametime, a userof human resources.

Consequently,it is only appropriatethat I "Managing shoulddiscussthe topic of Human Resources" both asa human tesourceperson,myself- and asa userofhuman resources.

As a Humal Resource I like to considermyselfasa professionalworker ofthe old school.At schoolor college,I wasnot taught courseson

By Piti Sithi-Amnu.i Execut\,â&#x201A;ŹVce Chairman& Adv sor 1othe ManagementComminee BangkokBankP!blic Co.,Ltd.

human resourcesor anl.thing of drat sort. The word "personnel" wasalreadyconsideredquite bombastic.The emphasisthen was that ifone wereto be employed,onewasconsideredro be most lucky and one would work hard, be honestand reliable.So, when I joined BangkokBank some4l yearsago (aftera short stint in a family tin mining business),I wasequippedwith a cenainamountofknowledge,a strongbody full ofenergyand, ofcourse,a willingnessto work very hard, to be honestat all timesand to be a reliableperson.In other words,and adding all threeattributesinto one word - to be responsible. ' During thoseearlyyearsofmy employmenr,therewere "head no or ifany - veryfew hunrers".And, asonly one ofthe numcrousworkerstotally unnoticedby management,no head hunter botheredme! During my first five yearswith rhe bank, it waswork, work, work, and more work, And, asmore work assignments camemy way,I wasgivenmy first tasteofbeing a user ofhuman resources.

Human resources given to us were . referredto as"luk nong" in Thai, the literal translationbeing "little "sister"), "helper" brother" (or which actuallymeans or "assisunl'.

My only thougha then wereto be an honestemployee, "luk an employeewho my pee" (elderbrother or sister)could

dependupon at all times and one who would deliver more work resultsthan were given. As for the assistants,they were not "luk nongs" but younger brothers and sisters.And I was happy becauseI waswell compensated.And, asno head hunters bothered me - probably becauseI had no MBA - I had only one thing in mind and that wasto work hard, very hard so as to gain the confidenceofmy superiors.

As I climbed dre ladder ofleadership, I wasgiven the rare opportunity, in thosedap anyway,to attend managerialcourses, the first ofwhich wasat the Asian Institute of Management (the extensionof HarvardBusiness Schoolfor Asia in Manila).

"Human aware ofthe term was here that I first became And it Resources".And it westhe beginning, or should I saythe awakening,ofmyselfasa rcsourcepersonaswell asa userofhuman And it wasalsothe beginningofa learningprocess resources. which hasneverstopped.

Nowadals, howevet things are different. These days, employees- human resourcepersons- are asking themselves, and their employers,questions,suchas:

lor theworkand . AmI beingfairlycompensated given? responsibilities . Wry an I notgivenpropercredittor workperlo.med? with retnuneralion . Whyaremypeerscompensated to minevvfientheydeliversornuch conparable lessresults? . Whyis it thatI havesucha heavywoll loadwhen mypeershaveless? . Wry doI haveto workmorethan12hoursa daywhen . theotherguyswork lessthaneight? . Whydomypeerscomein at 91010in themorling andgetawaywift it? ' ls myworkappreciated? whyis il thenthatrry . ll mywork is appreciated, superio.skeepsilel|t? . ls horestya vi.tue or a sort ol Etupidily?

I am certain that there are many questions and queries which human resourcepersonswould like to put forward to The abovearejust a few ofthe huntheir superiors/employers. dreds ofunanswered questionswhich have crossedmy mind during my yearsasa resourc€person. And yet, like most human resourcepersons,I haveneveroncebeenbnve enough,or should I say arrogant enough, to have put thesequestions forward.

I should have and I am sure I would have been given some satis&ctory answe$. But I did not, and I am the one to be blamed.I would suggestto thoseofyou who havesimilar questions which I had, to ask so asto receiveanswersand be at oeacewith vourselves.

As a User of Human Resource - ald I must confessthat As a userofHuman Resources I usequite a ferv- I must first ofall thank my superiorsat BangkokBank for sendingme m the Asian Institute of Man"human and tesources", agementwhereI first heardthe term, thenceto Harvard BusinessSchool,where the subjectof human resourceswas deliberated upon at great length. I have heard many man€ement gurus speakon this subject.And yet, quite frankly, I am still confused.

You see,I am known at the bank asa tough guy as far as principles are concerned.I know I am tough asfar asrules and "I reguladonsareconcerned.I am what you call the scratch you, you scratchme" rypeofboss. I can bendwith a small breeze if giventhe proper explanation.I am consideredby my peers "nict to be fair and genuine. My subordinatesdescribeme asa guy'' and that I am fair and alwayswalk in the middle of this managementroad, ti(4rether this is a compliment or a weakness I guesssomeday I will be judged when I am no longer dre boss.

Everythingwill be in the open then!As managers,we should alwayslook at the rwo sidesof the coin: First ofall, we are - and, on the other hand, human resourcepetsonsourselves we are also usersofhuman resources.Remembering,therefore, rhoseouestionswe askedourselvesearlier asa human resource person, I would now suggestall usersofhuman resoutcestake heed oftheir subordinates' needsand theseare asfollows: . . Theyneeda patontheshouldet- noto.tcein while hi oftenenorgh; at a levelconmenaunte They needto becompensaled ..

Andthisshouldbedone with theiroverallpedomance. belorebeingaskedtor; whalever . Theyateimportant to youtoryanizations theiflevel- whethertheyaredrivelsorcle*s - ri0htup to youltoplev8lexerulives; assetsand, . Theyaretie mosiuselulol all company assuch,ne€dlo betrc8tedwift CARE {Considenlion, Aflection.

Respect & Equalily); io rervards83wellaslsirncasin . Theyexpectlaimes3 punishmem bylheitsuperiors; themetingod of individual andsoeachshouldbe . Theyareeacha unique in a dilferenlway andmannar apprcached lor thiswillresuhinlte . Theyarenottobemanipulated creatiorlol grouppowe]whichis nolbedeticialtoany organization; . Theyneedlo betBinodto acceplchange; . Theyw8nt clear-cutinsuuctiotlsso theycancsny out lls theii dutiessuccessfu . Theyneedto begivensutficiert suthoritYaodtusi in ordot grorx. to makeyourorganizataons

To be an efficient leaderand userof human resources,it is my belief that wery use! wery boss,every employer needsto takeheedofthe followine: Tolead- bydeedsandbysettingan example; a senseol sell-sacrilice; Instillintoouremployees Acceptthelactthalourpeopleneedto becoaxed; is; Giveftem thebestguidancethere Takecareoflheircareerdevelopment and advancement ou]attenlionand Realizethey rced ouraltenda[ce, ourconfidence; Remembertftal ourpeopleneedrecognition for success{ul Performance; Rewardperlomers.in kindof bypromotion; Toexplainorganizational changes andtheirmerits, andtheneedtorthemto acceptlftese changes; performandto growand Givethemopportunitieslo acceptmorerespomibilities; Tellttem tiat whenftey grow,we growtogetherand together we plosper

youarea human Whether personyourself resource or whetheryouarea user of humanresources, I wouldsubmitto youmy

Having saidso much about our role asusersofhuman resources,I would like to suggesta related aspectwhich I think And that is the fact that most usersofhuman is most relev"ant. resourceswho are also proprietors of their businesses,although they agreeon the importance ofhuman resourcesasan asset, theysdll managetheir organizationsasownen ald not asmanagers.

And, unfortunately, asowners,they make themselvesbelievethat - "body and sou.l"- aswell. theyaqually own thesehuman resources myselflI thereforc And so,asa userofhuman resources ventureto makethe following recommendations:

o

h u m b l feo r m u l a To summarizemy personalphilosophyon the subjectof human resources,I like to usemy own theory (strictly my own invenrion)of the formula: (rJ!z,

personyounelt L lfyou arca humanresource bea fathelto you.people; bea contessolto thosewhocone to yquloradvice; alwaysgivea secondchance; bea goodlistener: never,neverreprimand a subordinate in lhe presence ol hispeersnomatterhowsedouslheollense; tolhe opinionsotyourenployees. be receptive It youarcanowne/proprielol: yourmosttrustwo.lhyhumanresourceasselmight you; notbethoseneaaestlo investin thedevelopment olyourpeopleforlhey will in tumdoubleortripleyourinvestnenvprofits; "own'their recoqnize thefactlhatyoumay bodies butthatyouwill neverowntheirminds: alwaysgivepraisewhenpraiseis deseNed.

rVhich meansWORK AND \iIARMTH. Take the first syllableofthese two words,join them togetherand you can see that they internvine wirh one anotherasifone cannot live without the other. They are, in fact, inseparable.And, to me, they carry one meaning- the consolidationofwork and warmth. l7hether you area human rcsourceperson)ourselfor whethI would submit to you my er you area userofhuman resources "V'". humble formula It shouldwork, but only if tle usersof human resoulces areopen-mindedand only ifthe human resourcepeoplethemselves aresincereand receptive.It will surelyfail, howevet ifall these playersthink only ofwhat ti?illiam Shakespeareonce wrotâ&#x201A;Ź "the fault lies only in our stars,not in ounelves".Shakespeare that, should havewrinen more on Human Resources,but a]as,in those days, there were only mastersand slaves.

IndonesidsLeadershipRolein ASEAN foreignministerofthe new governmen!at that time, went around o the capitalsofthe ASA members, will the Association and Singapore,which had just Indonesiain a stateof turmoil and weakness, of SourhEastAsianNations (ASEAN) now be without a leader separatedfrom Malaysia,to talk and thus flounderon the shoalsofglobalizationand geopolitical about the for-mation of a new organizationfor SoutheastAsia. uncertaintyiThe premiseofthis questionwasthat Indonesia, "leader" Foundedin August 1967, of until the troublesofthe late 1990s,had beenthe ASEAN and could not be replaced.Another versionof this question ASEAN initially followedthe panern structure.lt of ASAI organizational wasthat without Soehartonobody would be leadingASEAN. Instead, Let us examinethe natureofthe leadershipthat lndonesia had no centralsecretariar. its affairs were run by a network of hasexertedin SoutheastAsia- and the perceptionofit.

By Rodolto C. Sovorino Its work was nationalsecretadats.

My view is that Indonesils leadingrole in ASEAN was FormerSecretaMcenera. PSEAN manifestednot in dre assenionoflndonesia'swill on the association carriedout in severaleconomicand dominationofthe regionby reasonofsheersize cultural committees.Indonesiis panicipation gavethe new regional or in Indonesia's and power Quite the contrary,Indonesiatook carenot to dominate associationweightand subsencein regiona.laFairsand in the world.

In a speechthat I gavein August 1999,I observed: and throw its weight around or to be seenasdoing so. Rather, "'{4rat Indonesiabroughtto ASEAN at the time of its birth lndonesiai importance arisesfrom the impact on the region from irs domesticaswell asforeignpolicies,its internationalinf'luence, wassomethingrhat gaveit weight,strengthand direcdon,something indeedthat madeASEAN possible.This wasthe transforand the judiciousapplicadonofits diplomaticskills.

BeforeASEAN. therewasASA, or the AssociationoFSouth- mation ofpolicy and attitudethat Indonesiaunderwentand thar brought it in step,alongwith the restof non-communist Southeast eastAsia,one of a number of limited attemptsat regionalism sincethe 1950s.ASA wassetup by Malaysia,the Philippinesand Asia,with the demandsofthe times.Indonesia,by 1967,had programs transformedits economicpoliciesand its attitude toward its Thailandin rheearly1o60sro work out cooperarive amongthe threecountriesand provide a venuefor regularmeetings neighborsand the world at large.The new prioriry wasdevelopment, and whateverit took to achieveit, domesticdly amongtheir foreignministersfor the purposeofbuilding confior internationally.A largedoseofpragmatismwasthe order of denceand promoting closerrelationsamongthe threenations. shortJived the day.

It alsoservedasa counterweightto the Malay-based, MAPHILINDO of Indonesia,Malaysiaand the Philippines, which had beenan attemptto subsumethe bilateraldisputesand h,d .,,t .d ttt move ro one that uas marketsuspicionsamongthe three.It so happenedthat all threeASA l<! and open ro loreign dtiu.n..*porr-orienred at home,while memberswerebattling communistinsurgencies J---I rrade and investmenr. lrs foreign policy had I Indonesiawastrying to strikea balanceat home betweenthe ^ shifted from one that was confrontational of the countryt' IndonesianCommunistPartyand the mainstream toward its neighbors and defiant ofthe !/est to one rhat placed armedforces.At the sametime, the conflict in Indochinawas great value on cooperation with its neighbors and good relations heaflngup.

Followingthe politicalupheavalof 1965and the launching with the world beyond, including the Vest "Vithout such a transformation ofeconomic and foreign ofthe New Order in lndonesia,the newleadersin Jakartadecided ASEAN as we know it, would not have come policy in Indonesia, Asia resr of non-communist Southeast would the that they ioin about. lflndonesia had mainrained a relatil'ely closed economy, in common purpose.However,it wasnot to be a simplematter oflndonesiajoiningASA.After all, Indonesiawasb1'far rhelargest relying on commodirv exPorts, resorting to import-substitution - rn population.in rrer. in resources. in grost and dominated bv stare enterprises, the degree and kind ofeco,rarcin rhe regic,n nomic cooperation and inregration that we have today would not narionalproduct,and in militarypower.It had alsobeenan have been porsible.A5EAN would not hauebeen.rpen to and in many inrernational positions articulator of1'hird-World clc,quent plugged into rhe global economv the wa,vrhat it is now lflndonesia Non-Aligned leader ofthe a founder and forums.It had been in had kept to,its narrowly nationalistic posture torvard the world Afro-Asian Conference hosred the 195 having 5 Movement, and retained its suspiciousnessroward irs neighbors, che level of national transforon a historic It was now cmbarked Bandung. murual trusr and regionalidenrio that are rhe kev to ASEANT it part ofa regional organization, was to be marion.[flndonesia could nor have been atrained.

Malik, then success Thus it was that Adarn member. be a charter had to

HEN THE ASIAN FINANCIAL CRISISOF into a political,economic 1997-98sentIndonesia peoplebeganto wonder:with andsocialupheaval,

( ( T-r llil,lJ'ili'.Ji.?l:'l;'i;'Iff;

"This

is the importanceoflndonesia to ASEAN, ratherthan one man'sleadershipor Indonesia'ssizealone.There is no sign that this basicpolicy orientarionoflndonesiaor its fundamentalcommitment to regionalismhasdiminisheddespitethe political changesthat the country is undergoing. t the sametime, after the turmoil of 1965 and,1966, Indonesiamade clearits continued adherenceto a nationalpoliry of ethnic, racialand religioustolerance,ofunity in diversiry that had kept and continues to keep- the nation together.This had a reassuring effecton its would-be partnersin ASEAN, all ofwhom, in one form or another, to one degree or anorher.wereblessedwirh ethnic diversiry and rhreatenedby ethnic division.Any erosion ofthis policy ofrolerancein Indonesiawould haveignitedfearsofconragionin its neighbors, which might haveled them to sealthemselves off from lndonesirn influen.e. Divisiveness in Indonesiamight thus haveled to unbridgeable regionaldivisionsin SoutheastAsia."

This is rhe regionaldimensionof rhe inter-ethnic and inrer-religious conflicts that have eruptedin recenrtimes into violence- to be sure,sporadicand localizedviolence. Suchconflicts havea.lreadyraisedconceru in neighboring ASEAN countries.

In that 1999speech,I went on: "Moreover,Indonesia,in its wisdom, alloweditself to wield its alreadyconsiderable weight in the world in the new contextofASEAN. In this way, ASEAN has been able to avoid the problem.ofsomeother regionalassociations, which a.rehamperedand burdened by the dominanceof their largestmembers.Insread,Indonesiat internationalinfluence,prestigeand activism,magnifiedby its new internationalist posrure,werero be placedin ASEAN s rervice at rhe United Nations,in the Non-Aligned Movement,in the Group of77, and in other internationalforums."

It hasbeenpointed out more than once that one ofASEAN's strengthsis that its largest memberhasbeencarefirlnot ro throw its weight around and is perceivednot to do so.

I then remarked: "ln termsofstyle and approach,the Indonesianinsistenceon rzrerlauanh and mafahat firmed up the preferenceof dre odrer Sourheast Asiansfor consulation and consensus asthe mtx.re for regionaldecision-making.Any other mode would havemadeagreementin ASEAN much morcdificult. if nor impossible.rarherrhar easier and more quickly, assomesuperficialmediaand rcademi.commentaries arserrrheseda1s.This hascometo be known asrheASEAN way,which

CC

hasput ia samp on theASEAN RegionalForum and the Asia PacificEconomic Forum.

"The Indonesianconceptofnational resilience and regional resiliencereinforcing each other strengthened the Sourheasr Ari.rnconviction about the closelinkageberweenpolitical stabiliry and economic developmentat borh the nationaland regionallevels."

Apart fiom theseleadingsubstantial,if subtle,conrriburionsoflndonesia to the characrermd progressofASEAN. rhe perception of Indonesianleadershipof the associationarose from the high-profilerole that Indonesiahad played in international and regional affairs. For decades,lndonesiahad beena thoughtful and articulateadvocateofcenain positionson global issueslike nuclearproliferation,armscontrol and disarmament,the environment, thc NonhSouth economicdivide, the qucstionof Pa.lestine,maritimequesrrons, and UnitedNarions matrers.SinceIndonesia's positionson these issuesgenerallyreflectedthe vicws ofmost of ASEAN, aswell.asrnostofthe Third riforld, Indonesiathighly visibleand audibleadvocary ofthem wastaken,justifiablyin most cases, as ar.indication of ASEAN leadership.

In regional affairs, Indonesiahosted the first ASMN Summit, in I 976 in Bali. It came lorward ro hosrthe new ASEAN Secrerariar in Jakanawhen the Bali Summit agreedto esablish one. In 1987,when a seriesofcoup attemps was threatening the government of Philippine President Corazon \uino just asir waspreparing to host the thindASEAN summit, it wasPresident Soeharroidection ro overridesecuriryadvice and anend the Manila summit that moved the other ASEAN leadcrsto go aheadwith it.

Indonesiaorganized,hostedand for the most part managedthe long-runningseriesof "informal workshops"on ManagingPotential Conflict in the South China Sea.In thc search for a settlementof the Cambodianquestionrn the late 1980s,Jakanatook the initiative of hostingthe 'JakartaInformal Meetings,"with the long-timeIndonesianForeignMinister AJi Alatasin the chair and working strenuously behind the scenes.

Those meetingspavedthe way to the convening of rhe Parispeaceconferenceof 1991,co-chairedby Alatx and his Frenchcounterpart.

The Paris conferenceled to United Nations-supervised electionsin Cambodiain July 1993.Thoscelectionsand the politic.almaneuvering rhat followedeventuallyresultedin a compromiserwo-parrycoalitiongovernment in Phnom Penh.That governmentcollapsedin violencein 1997,on the eveof Cambodia's admissioninto ASEAN. As a result,ASEAN decidedto defer Cambodiat membershipwhile admiaing Laosand Myanmar. lndonesia'sAlatar wasnamedto leadthe rrar*a- with the Philippine arrdThai foreign ministers being the other

members- which ASEAN mandatedto help in finding a way out of the impasse.Cambodia finallyjoined ASEAN in 1999.

In the early 1970s,the Organizationof Islamic Conference(OIC) beg:n trying ro broker a settlementbenveenthe Philippine government and a separatistgroup in the sourhern Philippines.Vhen, in December1976,the Philippine Government and the Moro National LiberarionFront (MNLF) condudedtheTiipoli "Cornmittee Agreement,the OIC assigned a of Four" to supervisethe implementationofthe agreement.

The four wereLibya,SaudiArabia, Senegaland Somalia.None war from Southeasr Asia.At the 1991OIC foreignministcrs'meering, Indonesiasucceeded in arguingthat it was not righr for the committeedealingwith ttre southernPhilippinesquestionto havenone of its memberscome from rhe regionwhererhe Philippinesbelongs.The committeewasenlarged to six, with Indonesiaand Bangladeshas the additional members.Indonesiaassumedthe committeet chairmanshipin 1993.(The commirteehassincerhenbeenenlarged to eighr, with tle addition ofBrunei Darussalamin 2000 and Malalsia in 200 I , both ASEAN members.)

In that capacity,Indonesia, in particular Alaras, workedrirelessly and lr ir-hparienceand sagaciry to bring representarives ofrhe Philippinegovernmentand the MNLF together,hostingseveral meetingsin variousplacesin lndonesir. until they reacheda senlementin I 996. Soehano and Alatasreponed this achiwement in uiumph to the 24th OIC ministerialmeetingin Jakarta in Decemberof that year Subsequently, Indonesiatook a leadingrole in supervisingthe arrangementon rhe ground in Mindanao. To this day,Indonesiacontinuesto be activein the OIC on the southcrnPhilippinesquestion,an effort now led by the current foreign minister, Hassan Virayuda, who hasbeeninvolvedwith the rssue for many years. ne could saythat the Jakarta Informal Meetingsand parriculatlyIndonesiatrole in the toika for Crmbodia cameabout on the basisoflndonesia'sleadingplacr in ASMN. However,the SourhChina Sea workshops,the Parispeacâ&#x201A;Źconferencexnd rhâ&#x201A;Ź mediarionofthe southernPhilippinesproblem were, stricdy speaking,not ASEAN endeavors.

Nevertheless,all thesewere eventscritical rr) SoutheastAsia,and Indonesia'srole could be ascribedto its leadcrshipposition in ASEAN and in regional affairs.

Thus, in rhe 1970s,the 1980sand part ofthe 1990s,Indonesiatactivisrdiplomaic role in internationaland regionalpoliticalbsuesand

eventsstampedit asASEANT leaderToday, however.alrhough.a: in orher regional.rssociations, tensionspersistbetweenand within ASEAN member-states,the most critical decrsron facingASEAN is not diplomaricin the classrc sense,but how deeplyand in whar way ro move regionaleconomicintegrationforward.At the nationallevel,the isue is how deeplyand rapidly reformsaregoing to be undertaken- corporate, financial,economicand, ultimately,judicial and political reforms.

In rermsofregion.rJ e.onomicintegrarion. has remained fairhful to its commitments Jakarta in the ASEAN FreeTradeArea (AFTA) arrdodrer ASEAN economicagreements, and it hasgone alongwith proposalsfor further deepeningregionaleconomicintegration,an enterprise essential for atrractinginvestmenrs to rhe region,fostering efficiency,and stimulatingeconomrcacriviry But.becau:e ofthe,,evere setbackrh:t ir' economyhassufferedin the pastfive years,and becauseofits internal political concerns,Indonesiahasnot beenar rhe forefronrofmoves ro expandthe frontiersof regionalintegration;the hesirancyand the apprehension,panicula.rlyon the parr ofthe privatesector, t . f havebeenpalpable.The lead role in economicintegrationhasfallen to Singapore, aldroughit has, not surprisingly, beenquite discreetin public about it.

Clearly,leadership, or at leastfull and enthusiasticparticipation,on the part ofASEANi biggestnation and largest economyis neededifregionaleconomicintegration and the reform ofinstitutions that govern nationaleconomies the most critical items rn todayt ASEAN agenda- are ro make the kind ofrapid progressthat the timescall for Rapid technological advances,economrc globalizationand heightenedcompetition drctate that SoutheastAsian countries move away from systemsin which businessis conductedand wealth createdlargelyon the basisofpersonal relationshipsand cozynetworksof politicrans, bureaucras,tlcoons and financialestablishments.

They must now operatemore within a framework ofrules and institutionsand allow the marLet must greaterplay.This meanshuman resources be developedfor both technologyand managemenr and institurioru built and created- political andjudicialinstitutions aswell ar economic.

This alsomeansfosteringthe stabiliryand 'rrengrh.aswell aslegitimacy. ofrhe srate.

In relationto lndonesia,I declaredin my August 1999 address: "ln the regionalcontext,a transformatron in Indonesiais, onceagain,required,ifASEAN asa whole is to negotiatethe transition.. . (A)s

in 1966-1967,how lndonesiamanagesits own transitionand its own affairscould havea profound impact on ASEANT future.

"Some political and socialuntidinesscan resuhfrom the opening-upand growingpluralism oflndonesian socieryBut Indonesiawill likely emergefrom it all a more stablenatron.

Only a stableIndonesiacancontinueto contribute significantlyro ASEANT steadiness and balance.Only a stablelndonesiacan connnue to play a leadingrole in internationalaffairs, which hasbeenone oflndonesiat principalcontributions to ASEANT internationalinflucnce and prestâ&#x201A;Źe. "lndonesia will probablyregainits steady growth, this time by building and re-building and srrengtheningits vital instirurions- the legislarure,the courts, the economicand Gnancial supervisory bodies.rhelaw-enforcement agencies. dre political panies,the corporations,tlre banking sJ'stem.How Indonesiagets back on dre road of growth, arrd ro what extent, will obviously influencerhe restofSoutheastAsia.

institutionaland poliry reformsnecessary for its economyto recoverin a sustainable and stable way.Another important factoris how Indonesra managesthe delicateand difiicuh balanceamong threepoliry principlesadopredby rhe currenr dispensarionin Indonesia: he maintenance ofethnic and religious diversity and mutual tolerance,which has been the hallmark ofthe Indonesianpolicy and Indonesiangovernancesince the narion's founding; The fighr againstextremismand is violent manifestarions; and The observance ofthe rule oflaw arrdrespectfor human rights.

In early1ears,lndoneria\acrirecommir menr ro ASEANT purposesand the uansformation ofits domesticeconomicand political sy.,."' direcrion pur : definingvamp on r-hearsociarions and characterSimilarly,today,a leadingInao' nerianrolein rhe process of regionaleconomic inregration and the efficacyofits domestic ransformation - at this stage,still highly uncertainand extremelydiffi cult propositions will be crucial to ASEANT future courseaswell asto the wellbeingof the Indonesian people.

In the coming months, Indonesiawill have an opponunity to define the role that it will play in ASEAN at this crirical stage in its existence.In June,it will rakeover the chairmarshipof LheASEAN SrandingCommirtee,steeringASEAN cooperationin political, "functional" securiry and organizational affairs, including the activitiesof the ASEAN Regional Forum. In October, PresidentMegawati Soekarnopurriwill chairud hosrrheASEANsummir in Bali and its sequels,ASEAN! meetingswith rhe leadersof China, Japanand the Republic of Korea, together and separately,and with the lrime Minisreroflndia. ln July 2004.lndonesia will be chairing and hosting the ASEAN Ministerial Meeting, the ministerialmeetingofthe ASEAN Rrgional Forum. and ASEAN! meetings with the ministers ofits Dialogue Partners.And in September2004, Indonesiawill host the ASEAN EconomicMinistersmeetingand lead ASEANT work in economicintegrationand cooPeration, It remainsto be seenwhetherin thesc high-profilepositionsIndonesiawill exercrse a true lcadershiprole in ASEAN or merelychair its meetings.

Indonesiatpositionin ASEAN todaywill

be definedby how effectivelyand construct

f

I

t

tlvelv lt adclressestne two maln ltems on

the region'scurrent agenda- regionaleconomic integrationand domesticreform.

"How

Indonesiahandlesmilitary-civilian relationsand the role ofthe'military in politics could havean influence,too, on partsofSoutheastAsia and beyond.How lndonesiamanages diversiryand how ir accommodares erhnicaspirationsand rcgionalinrerestsin the national policy and in the nationaleconomycould have an impact, in unforeseen ways,on someofits neighbors,on the stabilityof rhe region,and on ASEAN itsclf Others in the region will closely watch how Indonesiadealswith issuesofhuman righa and political participadon."

Thus, lndonesiatpositionin ASEAN today will be delined by how effectively and constructively it addressesthe two main items on the region'scurrentagenda- regionaleconomic integration alrrddomestic reform. As the regiont largesteconomy, Indonesia has to take an actrve and leadingrole in pu"hing ASF-AN\economic integration forward, overcoming its diffidence and hesitation.Its leadershiphasto project a vision ofthe next stagein ASEANT economrc integration.At the sametime, its interdal reforms and its strengthand stabiliryasa state,which havesuchan impact on many ofits neighbors, needto be expeditiouslyand vigorously pursued.

Included in this is how Indonesiaundcrulcs the

RodolfoC. Sertino it onthef tl, ofthc,Aan Irutitutcof Managnent in Manih and uat snnt Dccmber2002,batedin Jaharu at Semtary-Gencnl of thc,*sociationofSoutheart hidn Natioa.

ATOP SLEUTHFORTHEGORPORATE WORLD FOR ANY BUSINESS-EDUCATED PERSON.THE muscrelyon a networkofpeoplewho cansupplypertinentinforwordsEnronand\Vorldcom bringto mindlarge'scale bankruptciesmation. Basedon my numerouscon[acls,I canacquireany rype and accounting fraud that can be traced to the very top oftheir respectiveorganizations,Investors lost a sizeablevalue oftheir stocks, retirement funds were erased, and the faith of people in corporate governance was eroded. With such negative impacts of these high-proiile businesscases,there is at least one good result: more and more companiesare becoming proacrivein protecting their interests and see rhe value ofconducting due diligence and corporate investigations.According to Allan J. Miller (MDM !7),

managingdirectorof PinkertonConsultingin Malaysia, businesshasdefinitely picked up in the bankruptcyand litigation areas.He stresses that the situationsat Enron "involved insidejobsand collusionon and Worldcom behalfofstaffandauditors.Perhaps betterpoliciesand procedurescould haveavertedthe crisis,but ifauditors are

c o l l u d i nigr i se v e nm o r eu n e r h i . aaln dd i f f i c u lrro \ r o p . E f o i M i l l " , .r h e \ ec a \ eo\ n l y h i g h l i g h r . r h e i " * - a , -r t rranrDarencv andaccounrabilirv.

He himrelthashislair shareofrecenthigh-profilecases.

Firstis the embezzleme"t I\ who diverteda large of US$5 million by a companyexecutive amount ofcash ro vendor-relatives.

Her cachewassentoverseas. whereit wastracedand subsequently frozen.The secondcase involvesan expatriatemanagingdirector who abscondedwith millions of companyfunds.The money waswired to a Swiss account,but he too got caughrand is now behind bars.Third is a major conflict-of-interestweb that entangledstaff members who establishedtheir own companiesto stifle comperirionfrom other suDpliers.

As managing director, his roles and responsibilities cover various areas. He manages the day'to-day operations, overseesa staffof 12, and meetswith clients on a regular basis.As a corporate investigator, one ofhis most vital tasks is to manage the sources of informationin the field lor *:eir ongoingcares. "ln He proudly asserts, order to conduct investigations, one

ofinformation I needfor any case."

It reallysoundsrachereasyfor him, sincehe got a headsrart in securityand investigation in his homecountryofCanada,when he joined the ProgramReviewUnit ofthe Toronto PoliceService.

After graduatingfrom AIM, Miller seriouslyconsideredjoining the SingaporePolice.However,he eventuallychosehis current "never postbecause it is boring."Somethingnew and exciting alwayscropsup. And of course,the biggestenticerswere the responsibilitiesof managinghis own staffand the rewards that come after doing a reallygreatjob.

For Miller, some qualities separategood investigarors from the pretenders. A really good investigator would have the guile and the ability to pretext convincingll He is a multi-taskerwho can juggle variouscasesar on!e.

like a lawyer.

He is reliableand canbe trustedin confidence, He is both a teamplayerand an independentworker Last "street but not the least,he shouldhave smarts"much

007. \Vith the variousdemandsofhis roleasa managingdirector, it is amazingrhat Miller still finds rime to pursuehis Doctorate in Business Administrationfrom the UniversiryofSouthernQueenslandin Australia,while anending ro the needsofhis wife Marianne, who'sexpectingtheir first child, a boy, this September2003.

He stresses that the DBA and his official duties reinforce "by eachother allowingme ro understandthe practiceand theory ofbusinessat a higherlevel."His innatedesireto acquireknowledge and learn new things is very sttong, reinforcedby his education At AIM. Indeed,Miller is a man on a mission.As a corporateinvestigator,fe offerscompaniesand individualsonly one thing: results and solutions.For iforganizationsstayhealthy,het helpingensure the birth of a corporateenvironmentwhereenritieslike Enron and Vorldcom will be a thing ofthe past. By RommolR.oaiso

IMILLEB INVESTORS TOBEWARYOFWARNING gationrequiresa l0tof planning must ADVISES sothatthesuspec(s)involved place. so that they will notice early on that a company is in trouble investiqation is Database or not have any inklinq that an taking ,signs, is beingfleeced0f itsfunds.

An increase in rumorsaboutoneor more searches, theprocurementot sDecilic records andsurveillance can individuals suspected olfraud,embezzlement or conllict-of-interest confirmor denva suspectsinvolvement. potential isthefirstsign.Secondls thesuddenacquisition ofwealthbyanyone identifies riskst0anorganization, SecurityConsultinq "wifioutadequate premises explanation" orbeyond hisearning ity.Another beit physical to capac or procedural.

Company canbechecked importantwarning in saleseilheracross-the- minimize signis a suddendrop-off theriskoftire,sabotage, andpilferage.

Securityconsultants board or bya group ofindividuals. canworkwithdevelopersto integrate safesecuritymeasures in comusually keepthesecasessecretfearfuloffienegative panypremises, andclosedCompanies suchastheinstallation 0faccess controls procedural effects thatbadpublicitywill bring,suchasa steepdropinstockprices circuittelevision or CCTV. Tominimize risksasa resuhol andthelossotkeycorporate andindividual accounts.

Thus, reminiscent oltheWorldTradeCenter tragedyinSeptember disasters plansmustbeinplacesothataffected it is advisable thatclients lookforanappropriate security consuhant 2001, canrecover companies earlyonsothatthesituation canbeaddressed beforeanything beandrestartooerati0ns immediatelv. public. comes DueDiligence involves theconduct of pednentbackground Theinvestigative workcancoverthree areas:Corporate Inves- checks oncompanies andindividuals.

Information willbeobtained tigation, Security Consuiting, andDueDiligence.

A Corporate Investi- t0 conclude inanytype ofventure. whether a subject canbetrusted

'allroadsleadine of If thisviewpoint changed to Manild isnot drastically nearfuture, in the near future,then the current problems will onlvbecompounded publiceducation further Ieavins^each yeq."""-1gj passing behinf, t

f

hzn

20

by Jutn Miguol krz ReformIn A LargeBureaucracy Managing Governance

24

bY Chri.ting Loh Enterprise Inventing A Cooperative CivicExchange:

by Frankio Roman in Development A Discussion on Competitiveness

n

Considerthis. No appointedSecretaryofEducation has servedfor more than threeyearssincethe first EDSA-inspired PeoplePowerRevolution of 1986. Sincethen, the averagetenure hasbeen24 months. In a bureaucracythat goeson hold awaiting word ofthe priorities ofeach new secretary,this meansstopping and re-startingeverytwo to threeyears.

Considerthis, too. A completebudgetcyclefor public educationfrom problemidentificadonand planning to actual implementationnkes two years.Thus, a new departmentsecretarybarelyhasdme to initiate new policy when a new appointee comeson board to review suchpolicy. Often, policy and reform iniriarives wirherand die duringrhe reviewprocess.

Considerthis, funher A child'sbasiceducationis a tenyearexodus.One or two yearreform will not succeedwithout long-terrninstitutionalsupportand leadership. \X/hilea depanment secretarymay havea long view to education,giventhe history ofleadership in the department, there hasnot beenany guaranteeof long-termimplementation.

Thus the key to improvementin a nationt education outcomeslieswith high performing schools.Critical to successfirl educationreformsthat suppon ard sustainsuchhigh performing schools,in turn, is the provisionofan enablingenvironmenr by well-managedschoolsdivisions.

The challengefor Philippinepublic educationthen is ro "all changea prwalent mindser from roadsleading to Manila" "the to buck stopshere(in the principal'soffice)."Arrd the key managementtask is ro createcapaciryat rwo key levels.

At the levelofthe school,the role ofthe principal asrhe local chiefexecutive must be dweloped and their capacity as instructionalleaderstrengthened.Principalempowermentis about principds making local decisionsgood for their schools ratherrhar wairing for nationaldepartmentinstructions.

At the divisionlwel, the role ofthe superintendentmust be reengineered from rhar ofadministrator (e.g.consolidating schoolreportsfor the regionaloffices)to thar ofsfiaregisr and businessunit leader Superintendentsmust be maderâ&#x201A;Źsponsiblefor creatingenablingenvironmentsfor effectiveschools to operate.

MANAGEMENTPARADOXES AT fHE DEPAI?TMENf The Philippinepublic schoolsystemwasestablished in 1901 by the Philippine Commission as a department January ofpublic instruction under the American Colonia.lGovernmenr.

While schoolshad beenestablished during Spanisheraby reli giousonden,they wereneidrcrorganizedasa systemofeducation for the generalpublic nor did they have a form ofreguladon to establishsimilar standardswhereverschoolsweresetup.

Three weelaafter Manila wasoccupiedby Americar forccs, sevenpublic schoolswereopened,eachhandledby a soldier assignedto teachEnglish.By 1901,the colonialgovernment had setup 22 more schoolswith a total enrolmentof4000 studenc. To teachthesestudents. 1074American teachersfrom 47 statesarrivedto takeup postsall overthe country They

becameknown asthe Thomasites after the U. S. TransportThomas, which canied$e largestcontingent of509 teachersand arrivedin the Port of Manila on August23 of that yeat. (Mary RacelisandJu.dy Gline lck, editon, Bearer of Benerohnce:The Thomasitetand PubhcEdxcationin thePbiltppines, Anail Publishing Inc., Manila, 2001.)

Very quickly, Filipino parenr By Ju.n Miguel Luz Depanment took to public schoolsand to ed- Undersecretary, (Philippines) of Education ucationin general,By 1904,over 50,000studentswerein schoolwith another23,000 turned awayfor lack ofspace.To respondto this in l9l l, the legislature creeted4,4O4elementaryschoolsfor 355,722students.In less than a decadethis number tripled reachinga million pupils by 1922.By thestanofthe 1930s,the enrolmentstoodat 1,213,71I elementarypupils that constitutedonly 37oloofall school-age children.By then, 3,404high schoolshad alsobeenestablished with a mtal enrolmentof 17,335students.JulianEncarnacion, "From the Daysofthe l-akansto the Coming ofthe Transport Thomas" in Talesof the American Teachersin the Philippines, GeronimaPecsonand Maria Racelis,editors.(Reprintedin Bearersof Benevolence) Today, the Department is the largestin the government A total of41,388 schoolsareadministeredand bureaucracy. paid for ftom the nationd budgetofwhich 36,759 ue elenenany and 4,629aresecondary serving12.1million elementarypupils and over 5.1 million high schoolstudentsnationwide.As of schoolyear2003-2004.The numberofhigh schoolsis acnully ovet 5,000 ifhigh schoolannexesare treatedasseparateschools being separatecampusesthemselves.456,317 teachers(337,082 elemcntary I19,235 secondary) and over40,000non-teaching personnelareorganizedinto 2,260 schooldistrictsunder 176 schooldivisionsreportingto 17 regionaloffices.

The Department'sbudgetis the largestofany national agenciesyet 90olois earmarkedfor salariesand benefits with only 7olofor maintenanceald other operating expensesand 3olo for capiml ouday and the building of neededinfrastructure and the purchaseoffurniture, textboolaand other instructional materials.

In sucha highly centrdizedbureaucracy, a number of malagement paradoxesmanifest themselves.

One, while principal empowermenris a prioriry few principals haveany foundadon in management.Most rosethrough the ranksfollowing an establishedcareerpath: classroomteacher to masterteacherto teacher-in-charge to principal.Litrle in their education or training preparesdrem asmanagers.Steeped in pedagogy,many run their schoolsasif they arerunning classtooms.

Two, the schoolsdivisionsis the levelfor assemblingcritical massin tAe system.It is the levelwhere synergiescan be crearcd by aligningeducationresources in two directions:horizontd

integration, especiallyat the elementarylevelwherecentral schools can serveasresourcehubs for smalleroudying schools,and vertical integrationwherehigh schoolscanwork with fewerelementat' the training of schools.Yetvery little ofthis happensbecause superintendentsis on administrative proceduresrather than on managemenl, Three, managementexpertiseis in fact lodgedin regional officeswhich overthe pastthreedecadeshavebeenwherelocal decisioruaremade.Under the new law on ba.siceducarion,however, regionsare now to play a supportand oversightrole ratherthan one ofcontrol and implementation.Here, a changein mindset is likewiserequired.

Four, the rolc ofthe centraloffice shouldbe one of policyin short,educationmanagement making and standard-setting; and leadership,Yet,a major part ofthe centralofficc continues to be about implementationand direc. administrationranging from centralizedprocurementto payrollservicingto direct contracting ofservices.Many ofthese should be devolvedto the region, schoolsdivision,eventhe schoollevel.

SETTINGAN AGENDA gOI?THE PI?ESENT

the task:educationoutcomes.

The critical taskwashow to align variousunits within the Depanment along common goalsand an agenda.Within the first thirry days,following a rangeofconsultationsthroughout the country with different stakeholders,a limited Twelve-PoinrAgenda for BasicEducationwascraftedthat would serveasthe roadmap for the next 22 months.Followingthe 20-80 rule, the agendawas the attempt to limit the focusofcommon efforc to areasthat, if done well, would addressthe majoriry ofconcernsand produce maximum results.

Organizingsuchan agendaand working for a buy-in suggesa rhe needfor a well-thought out gameplan. The gameplan featured a number ofmanagementelements: l. Set a common agenda.Vith a clearlystatedtwelve-point ofpriorities wascommunicatedto a widely agenda,the message dispersedbureaucracywho wereencouragedto acton localprioriries consistentwirh the nationalagenda.

2. Focuson common goals,Qualiry educationasthe solemission of the department and every school was emphasizedwith wery opportuniry to sharetestingresul$ to drive home the point.

3. Provide for delivery in a predictable way. Department ordcrs and memorandastressedthe manner by which education servicrs would be delivered.

4. Focuson results. Every opportunity was taken by the Secretary to look at educationoutcomesrarherthan inputs. Management committee meetingswith regional directors looked closelyat test resultsand both high performing schoolsaswell asspecific problems,suchasnon-readersand high dropout rates. without monitoring and super5. Monitor, No systemsucceeds vision. Standardsettingand qualiry control requirecontinuous monitoring and refinementof processes.

6. Incentivize.\X/hilesalariesand benefitsremainfrozenin the nationalgovernment,the team toot painsto look at waysto incentivizeschoolperformancethrough recognitionand other awards.

As the largestpublic enterprise, 7. Report back to stakeholders. greateffort hasbeenmadeto reachout, communicatewith, and and both within the bureaucracy consultthe variousstakeholders, Everylevelofthe departmenthasits own the community-at-large. hasdialogued. professional organizationwith whom the secretary Arnong the organizationswith whom regulardialogueshave becn held are: Philippine Public SchoolTeachersAssociation(and both schoollevel,division-wideand other teacherassociations, regional);PhilippineAssociationof SecondarySchoolAdministrators,Philippine ElementarySchoolPrincipalsAssociation, Philippine PhilippineAssociationof SchoolsSuperintendents, PhilippineAssociationof Associationof District Supervisors, Education Supervisors,and the newly-formedEducation Network.

will haveto ystemreform in sucha bureaucracy follow a path ofevolution ratherthan ofrevolution ofthe problemofshort-term leadershipar because rhe top. For reforms to be sustained,a system-wide buy-in by the bureaucracyis necessaryIn a short period ofdepartment leadenhip,a Secretarythereforehasa limited window ofopportuniry to persuadethe bureaucracyto adopt reform but with no guaranteeoflong-term implementation, much lesssustainabiliry.

In September2002 following the abrupt resignationofthe rhen SecretaryofEducation, Edilberto de Jesuswasappointed by the PresidentGloria Macapagal-Arroyowith barely 22 months to de the end ofthe Administration.Unlike the prwious secretary, lwel two staff.

The in only rhree high oficials and brought Jesus new secretary'sview was to lean heavily on the bureaucracyand the middle-levelmanagemâ&#x201A;Źnt(bureaudirectors,regiona.ldirectors, and center heads)and not to stop current plans ald programsnor to undertakeany wholesdereviewofthese, but ratherto allow "on the fly''. rheseto continuesubjectto an on-goingreview At the time ofhis appointmenr, the first quarter ofthe school yeer had alreadyelapsedand changesor reforms that would have an effecton schoolswould be disruptiveratherthan helpful.

Furthermore, the budget for the following yearwasalreadysubject to reviewin Congressand due to be passedinto law by the end setout to usethe 22 months ofthe year.Thus, the new Secretary left in the currentAdministrationasa window ofopportuniry to lay a foundationof reformsthat would serveasa platform for take-offin July 2004 when a new SecretaryofEducation would EUILDINGA PLATFOI?M , FOI?THE FUTUI?E be appointedand would havethe possibiliryofa fi.rllsix-yearterm.

Criricalto layingsucha platformwasto put in placesystem-wide In a situation thar requiresgreatchangebut givenlimited secretaryfrom havingto reformsthat would freethe succeeding time, one must think ofinstituting reform asakin to running a revisittheseand insteadfocuson the most imoortant aspectof

"Fast-tracking"reforms(i.e.treatingreform asa one hundred mile. meterdash)hasled to poor resultsoverallin the recentPhilippine "accepted" by experience.Suchreformsdrive changefrom above, "instructions"to be followed,but easily as a pragmadcbureaucracy appoinrments droppedduringr-herransitionperiodber*eensecretary As in running a mile, strateryplaysan importa-ntrole in winning reforms.The miler must havea survival strategyaswell asa strategy to win. The first lap or legis aboutstartingstronglyand establishing position vis-i-vis the raceleaders(settingthe agenda).The middle leg (next mo laps)is about pacing.The miler must settleinto a groovethar allowshim to stayon course,eitherasfront-runner or with enoughreservefor the frnishingkick. within the pace-setters, to catchup; taking off resources Fallingtoo far behind dissipates quickly to frnishwell. The last reserves far too up too earlyburns have anychanceofwinning. kick ro finishing lap must havea strong to lay a strongplatform for has been strategy The de Jesus because is essential work in education Foundation reformto survive. entering grade one A child nature of rhe task. ofthe generational in investment a An basic education yearc to complete needsten child. career ofthe over the education sustained singleyearmuscbe Hence, educationreform rnust be done in a building blocla minner, overrime. cumularive annually. srep-by-step have secretary-appointees is Since Thus, continuiry critical. imponance the department, suchshort lifespanswithin dre education notablyschoolsand divisions,cannotbe underofthe bureaucracS estimated.They are in fact rhe lynchpinsto educationreform and will provideboth rhe institutionalmechanismfor reform aswell as its memory

LOOKING FOI?SYETENA rrlDESoLUTIONS The story for educationreform doesnot end here'however.

It is a nwer-endingquestfor solvingsociety'sproblemsaswell asa continuing searchfor qualiry outcomes.A systemascentrallyofEducationhasro undergo managed asrhePhilippineDepartmenr managed,ifnot fully deva metamorphosisinto a less-centrally olved,system.For too long,too, the conce.nhasbeenwith providing ha.sbeenar the expense to educationfor all.Thit. howeuer. access ofqualiry The magicgrail for Philippineeducationnow is about qualiq.

In a systemwiti averageto mediocrereturnsto sociery,however' therehavebeenpocketsofexcellencesprinkledthroughout.One ofthe esks for reform is to identi$ thesepocketsand to explore two questionsthat bewilderus in the managementofthis system.

First,how do pocketsofexcellencesurviveand sustainthemin an environmentthat is not entirelysupportiveofsuchwork? selves Second,can thesepocketsofexcellencebecomeor provide system-widesolutionsfor other schoolsand divisions?

This combinationof sustainabilityand replicabiliryis what "best in any practice".The key to quality governance constitutes educationsystemis to takethesebestpracticesand makethem the norm for all. Many havebeendevelopedlocally by regularclassroom teachersand principals.Ifthey work in isolation,why couldnt they work for the entiresystem?After all, the moment oftruth in education occursin the classroomand the school

B, Raiscadditionalrssourc€slrcm |lonA DeliveroualilyEducation brdgstarysoulces Education Curriculum theBasic 1. Refine '. Review sector From theprivate theBEC refine . Adopt-a-schoolprogram . English parent-teacher-community associations 7_ From . Science andMathematics (PTCAIand school units(local (social localgovernment Filipin0 . l\,4akabayan studies)and funds) board . Reading 3) {byGrade Week Maintenance . National Sch00Js shortages directly thercsource 2. Address (Brigada Eskwela) and classrooms . Schoofbuildings Ptogram Textbook Delivery repairs andmaintenance . National . Sch0ol-building (Textbook Count) . Teachers text . DETxt 0f Education materials . Textb00ks andinstructional {Department messaging service) teachertraaning forsusta inable a system 3. Establish training r Summer teachers' lhe D€pED olganizalion G, Proletsionalizing .In-servicetraininq (transfer teacherc' welfare to 8. lmprove auth0rity 4. Principa I empowerment paynllservicing . Better theschools) payloll . Clean upoftheautomatic course . ThePrincipals' School {management interest lending 0f high deduction scheme orPrinciPals) 0f the DepED .

Professionalization in Mindanao outcomes education 5. In\€stinimproving Fund participation Prcvident and . Programs t0 increase Procurement reforms ratesinl\,4indanao achievement procurement standards . lmproved . Program andstrengthen t0 develop andprocesses inl\rindanao l\.4adais education

. Manualization ofprocesses 10. MISrgforms system inf0rmation . Basic education system . Human resources informati0n system informati0n . lvlaterials resources reforms system Financial management 11.

System Accounting . NewGovernment divisions toschools . Direct Belease System Educators oftheNational 12. Re-establishment (NEAP}as the Academy ofthePhilippines of the Department tra ining arm management D. Nsw Priorities testing achrevement a nati0nal 13. Be-establish system i Elementary level level . Secondary program bridging a juniorhighschool 14. Establish program to bringup . Pre'high school graduates levels 0telementary c0mpetency mathandscience inEnglish, proficiency proqrams English t0 improve 15. Special . Forteacher/mentors r Forstudents atalllevels

CivicExchange:

Inventing A Cooperative Enterprise

It

By Christine Loh, C E OC ! . E r . f a f q c

E\'L-R\'OR(;ANIZAI'IoN N T . , E I ) SA I } L ]S I N t - S S conccpt. (iivic F-xchlngesconccpr is rr crcetca rhink rank thlr c.trrlr intcllccttrll clpiral using e cooperarivestructrrre.Everv

needs.(livic F-xchenge is.r nerwork of pcoplc *rrrkinq rogcrhcr fbr comnron gc,llsthrough thc structurc of ln cnrcrprisc. $i/c staltecl *rrlking bcfirre rvc h:rcltfrc flnlnces sorred out.

iclel llso hes irs rinrc- l'he conceprol l conrmLrlir,,think t:rnk usinq e coopcrltive srructurenrev rvell bc right for the time in llong Kong. rvhcrcthc peoplc must *ork hard to lelrn hou to sovrrn themselves.Since 199-, Hong Kong hes bccn r spccirl edministntiveregionof the People's RcpLrblic of (lhina. I'reviouslr'. es r British colonr,,Honq Kong bccamcadcpr rr doing business but irs pcoplc <1idnot heve e cfr:rncero m.rke poliric:rldecisions

Indeecl.on clavonc. thc rwo co-fbundcrs.Lisr I lopkinson ancl I, had rvhatue believedrvasrhe right conccpr.ir scalrh ofknoslcclec,ri rvide socialnet*ork ofcontrcts, but no f'rnenci:rl cepirel.

Si'euould heve been boggeddo*n ifrve had lookcd at thinqs

for rhemseh'es.

Since 199-. Hong Kong has hld ir herd time Icarninqhorv to sovern. (iivic Erchrnqes goel is to help doclop the cirris ceprcitl in pirblic policv and thc conrmunitr:scapecirv to bc nrorc plrticiparorr: 'l he icleaofe cooperarivcenrerpriseis ncu' lbr Iiong Kon{.a es *,ell. ln rr:rclitionelcnterpriscs.rhe nrotite is linanciel renLln. In .r cooperativcsociirlcntcrprisc.the rnotjvationis ro meet socill

from the linancial cnd first rather than fiom thc sork that rr,c r,'entcdro do. It rvaslikc startingout journ$ on a srrell path rhat uc filt cornfortableuith befirrebranching out onro rhe m:rin rold. Using conrmonsenscancl intuition slrs csscntialto kcep uelking fonl'ard.

Thc idea ol-a coopcrativcrcflcctsour clcsirciirr pcople ccr rvork roitetherto promotc socialchange.\{'c resirectincLividual ebilirv enclbelievein irs nruitiplicetion throLrghtorking rvith eechother.\!e uenr ro run en equit.rblcorg.rniz.lion.shere thc benefitsprotluccd arc flirI clistribLrtcc]. \\t uant dccisionsco

be takendemocratically.

Ve believethat we needto remainopenminded and flexibleat all timesso asto be sensiriveto socialneeds aswell as to new ideas.

This enterpriseis now just overa yearold. Ve believewe are creatinga unique approachto developingpublic policy wherewe combineresearch, thinking, experiment,and building stakeholder consensus in a practicaland participatorymanner.Eventhough Civic Exchangeis a young organization,the key individualshave beeninvolvedin public policy for sometime. Secing-upCivic Exchangerepresented the next stepofour collaboration.

Our Mission Statementsayssomethingabout us. We want to advancepoliciesthat areeconomicallyefficient,sociallyjust, locallyappropriate,environmentallysensitive,and spiritually rewarding.Ve believethesegods arepracticaland possible.Policies Ve arenot that ignoreany one aspectaresimply not sustainable, wide-eyedidealistsbut we do havestrongvalues,which guide us when we examinepossiblepolicy options.Our missionguidesus roo in the way we operateand manageCivic Exchange.We hope peopleenjoyworking with us and find the experiencefulfilling.

As an organization,we operareasa non-profit cooperative.

'We 'pancake' havea structureand we do not intend to createa hierarchywith the inevitablerecurrentcoststhat goeswith it. Our goalis to remainflexibleand nimble.We want to find a workable way that keepsoperating cosrslow bur yet can produce a high level of usefulwork. In other words,the organizationitself is an experiment in civic cooperation.This kind of'super light' structurealso reflectsthe realiry ofour times where hierarchy and a manyJayered structuremakethe organizationlumpy and slow. rVe put togetherprojects,which we believeare important 'Thinkers, Researchers bur neglected,togetherwith the and Facilitators'in our network to ensurethat rhereis a high lwel ofownenhip amongthe team members,Wherefi.rndingis required,Civic Exchangewill seeksupport for them. As a non-profit organization, we areableto call upon resources, which we do not haveto pay for at a commercialrate.We evenget'freebies'intermsofgoods, servicesand most importantly,people'sintellectualdme. Civic Exchangeis entrepreneurial- we usewery availableresourceat our disposalto createthe highestvalue.Peoplegive us their time because we can providean effectiveplatform for them to put their energy to usefor the public good. Peoplegive us financial , and experience supportbecause they think we can make a difference.

'We want to convey our ideasto both generaland specialized audiencesbecausethat is a way to advancechangethrough informed citizenship.Our srrategyis to influencethe influentialby puning solid researchand good ideasto them. Ve speakfrequendyat all gpes ofgarherings,suchasaddressing the legislature, chambersof commerce,professiondinstitutes,universitiesand schools,communiry groups,aswell asinternationalaudiences.

There are three aspectsto the way we work; "Thinking" & Research As a public policy think enk, much ofour work is thinking about public policiesand how we canhelp to makesenseofcomplex issuesand find bettersoludonsto challenges and problems. '\07e would like our researchpapersto help reFramepolicy debatesand help policy makersmake the right choicesby providing the tools and information they need.Very often, it is important and usefulto be ableto providesolid backgroundinformation on

specificsubjectsfor generaland stakeholdergroupsso that they could havein oneplacea comprehensive documentaboutthe issue at hand. From that base,it becomespossibleto introduce alternative perspectives and solutions,Many ofour paperssynthesizeother peoplet good ideassincethereis no needto reinventthe wheel eachtime. We look for worldwide examplesto find good ideas, which may be adaptedfor local and regionalconditions.

'We aswell asconsensusalsointegratestakeholderJearning "thinking" part ofour and research process building worlshopsas make choices. sinceit is vital to leverage everyone's ability to better Theseprocesses alsohelp peopleto focusand reflecton the most critical issues.

Strategic Influence For socialchangeto takeplace,we needto opente on many levels.Whilst our researchpapersand workshopsare important, to be ableto put ideasdirectlyto decision-makers it is alsoessential in the public and privatesectors.Our influencecomesthrough long-cultivatedconnectionswith public sectoroflicials,politicians, in other businessleaders.NGOs. educatorsand decision-makers fields.Our strategyis to influencethem direcdy.We haveprovided privatebriefingsto them aswell asto leaderson the international stage.

The activitieswe promote,suchasthoseunder the Clean EnvironmentCampaign,aredesignedto producemuldple resuls.

Firstll they enableus to seehow thingswork, or dont work, in pracice, which enablesus to givebetter policy adviceon how ro do things,suchasa simpleactivirylike a beachclean-up,or improvement.Secondly,they give usopponunities to work with many organizations,which is an effectiveway ofinfluencing them, Thirdly, they are excellentpublic educationprojectsin themselves.

Education . Ve useour researchand projects to educateand oureach to could a wider audience.A pieceofwork aimedat decision-makers for students,for example.Funherbe simplifiedand re-packaged more,we areactivein providing generalinformation about the to help peoplenavigatethe politicalprocessand to civic landscape "Environmental Pilot Site" is an participate.The Civic Exchange attemptto usethe subjecton environmentand seeifwe cancreate a simplebut engagingwebsitethat explainsenvironmentdissues within the localand internationalpolitical,economicand social contexts.

Ve havean activestudentinternshipprogram.\ e welcome localstudentsaswell asthosefrom overseas.

Civic Exchangehas establishedarrangementswith Vellesley Collegeand the Worcester PolltechnicInstitute,both ofthe US, who sendus studentsin the We encourage our internsto take summerand winter,respectively. up a pieceofresearchthat interestsrhem and we act astheir supervisors.Their finishedwork is then publishedon our websitein a section devoted to the interns' work. We havehad someincredible brighr, positiveand enâ&#x201A;Źrgeticyoung foll6 with us during the first year. , We hope to continue to grow asindividuals and asa nerwork ofpeople working togetherfor socialprogress.Civic Exchangeis a vehicleto help us experimentwith the issuesofour time within speed,creativityand stakea lighweight structurethat emphasize holderscollaboration.

A Discusslon on Lompeutlveness lt-\

in Development THE FOLLOWING WRITE-UP SUMMARIZESA SENES of conumatiorcfwm Jul 21-25, 2003 beweenDn. Andrto W'amet and Frankie Romanon thegeneraltopic ofcompctiiaeness,a

by Micbael Polter and itt ?hce in economicdatelopment espoased Dr. An*eu lYamq, Hantdrd UniuersiqPh,D, in Economia, is a consulunt with JamesE. Austin '4ssocians(AA). JAA is a 'Va hi ngton- baed srat egi c management det'elopment cow ubing frm specializingin dtaehping and energixg economieth basmore than 400projecxin otcr I 00 countrilsin ahnos 20 yeatsofuorbing in Latin America,,4tia, Ajlica and EdstemEurope.Dx rll'arnerworked uith Jeftey Sdchsand Michael Porter and.ha a pmpeobe on botheconomict ltnd $ldtegic nanagena2l Dx Frankie Romanabo uorks with JAA, and he is cwrently on baoefrom thehian Institue of Marragemen4a regionalgraduatercboolof busines, esablihedfour dzcadzsago,with oaer 25,000 alumni in its dzgreeand nor. degreeprograms.Dr Ronan is Chief ofParry ofthe Tbaihnd CompetitirenesrInitiatbe, and concunently RegionaI Competi tit' enestAdoisor fo t the SoathEast,4sia Com?etitiaene$ Inhiatiue, a projectfvndzd by tbe United StatesAgenqfor Intenational Dnelopmcnt (USAID). Dr. Romanis ba:edin Banghokbut tnaek to Vict Nam and Cambod.iaaspart of hi.sworh.

How Competitiveness in Development Got Started "marriage" with hasabout a decade-old Competitiveness dwelopment, startingaround the early-1990sand picking up momenum by the mid-1990s.

Its rootsbeganin the late 1970sand in 1980,when the "guru" of competitiveness,Michael Poner, now-acknowledged publishedhis first of threebookson the subject.The business "primary target community and the private sector were his markem", and his approach to competitivenesswhen translated to the development field, sdll bearsthis fundamental focus on initiatives led by private-sector, For example,to mke three basic

By Dr. Flenkle Ro|nrn Chief'ot-Party of the Thailand Initati!€ and Comp€titiveness RegionalCompetitiveness Advisorfor the South Eastfuia CompetitvenessInitiative

concepts- rivdry and the responseto threats, seizingopponunitiesin the valuechain, and lately,clustering;thesenotions, once implemented, might imply consoli&tion of market power "rest by individua.l firms or clustersoffirms, at the expenseofthe of the industry'. Vhile the conceptswent well with the private sector,they required some transfomation to fit into the develoPmenrPersPectiYe. Sowheredoesrhe dwelopment-orientationlie in the concept and methodologyof competitiv€ness?

Comperitivenessasapplied to the development field is defined asa process in that resultsin susrainedincreases productiviry that, when applied to many industries, in turn generateover the long run, improvementsin the standardof living ofthe country. So far, so good, but the definition more or lessappliesto any approachto economicdevelopment.

Using traditionalbusinessjargon,what "diferentiates" from other competitiveness approaches to economicdwelopment) There may be two differentiating factors.

One factor espousedby the "competitiveness movement"is that development and development projecs 'ttrategic man€ement" orientation- a gap which lacked a competitiveness,with its frameworla and methodology, could "too fill. The argument was that the field and its projects, were 'too large" (dam-building) or macro" (currency depreciation), "income"too micro" (poverty-alleviation projects maskedas generating"activities). "niche" The ofcompetitivenesslay in analJsisand strateryformulation at the industryJwel, The beliefwasthat the adap"business-school" tools,suchasSV/OT, Key Succcss tation of Factors,Benchmarking, and the array ofPorterb frameworks, especially-des[ned for industry and country andysis, would result in major improvements in project implementation and in turn lead to faster economic growth, The useofclusters was the seconddifferentiating factor.

According to Porter'srecently establishedInstitute for Stratery "clusters are geographicconcentrationsof and Competitiveness,

a

in a nation or a region". note that when llortcr published his third Parentheticalll', book in 1990, a clusterwas onlv one out of four factorsin his "Diamond and it rvasthen Model" orltnational comPetitiveness, "related and supporring industries".Porter expandedthe called

odolog,ves an imporlant elemen!.

How a Cluster Works

use ofclusters in a fourth book, wirh an article on ciustersand Furthcrmore, l)orter'sinirial researchfocused competiriveness. on cxisringclustcrsu,ith a long traditiol ofworking together' fiom ceramicsin ltaly to printing prcssesin Cermany His inirial researchalso focusedon dcvelopedcountries,like the Unired States,wirh a cliversiw ofgeographic clusters,such as automobiles in Derroit, enterrainment in Holhv'ood/[,os Angeles.and finance in Wall Strcer/Nerv York.

Developing countriesalsohad industriesrvith a long tradition "depth" ofrclationships ofworking togerher.but manl lacked the ofa total cluster,rvhich includcd a core product and the rclatcd and supprring industries.So the application ofthc clusrerconcept "cluster-crcation", and methc,dologvto development still eschewed "artificial' clusters,such as export especiallvgovernmcnr-induced

Dr. Varner providesthis simple but illustrarivestorv,or parable,about how a clustcr works.

Assumethat lhere arc two farners- A & B. FarmerA is more producrivethan Farmer B. Ifsomeone *cn( to Farncr B and advisedhim to use a better plow, or to keep the bcsr seeds fbr the next harvest,that advice*ould constitutestandardconsulting. Orr rhe other hand, supposc(hat somconeelseanall"zed

processingzones,or industrial estates,or free trade areas.Howcver, "clustcr-building"starting rvith clusrerwork ofien rcquired firms making and spccific core industrywith loundation ofa the sellingproducts and servicesto specificrnarkets,borh local and

countries,notablv small and medium scaleenterprisesand industriesin India, and by designinga program

thc rvork ofboth farmers, and concluded rhat e trr.rckwould help both rhcsefarners-by reducing spoilage.improving time-romarket, and so on. Supposefirrther that neither iarmer could aflbrd to pav fbr the truck but that both o1'rherncould buy it. and dre consultant successfullypersuadedboth llrmers to undertake thc purchase. 'l hcrcfore, rhe tllo tlrmers havc fbrmeci a cluster, and thc consultantis a clusterf)cilitator, sincethe ibcus is on helping borh larmers.The truck u'ould increasethe productiviry as well as the incomes ofthe two farmcrs, lnd thc cconomv would show a ner gain, pcrhapsbecausethe producc thit was previouslvspoilcd and endcd up as animal feed could norv be sold to the market, and perhaps becauseturnovcr would increaseover thc vear $'ith

foreign.'l-heother srakeholdcrsofa clustcr,such as the rclated accivitiesin applied rcscarchand design, education and labor skill development.spccializedequipmenr and packagingsuppliers, had ro be brought into the clusterover tlme.

In any event, bv rhe mid-1990s, multilareral organizations began writing about and using the concept and methodologv ofthe cluster For instance, \ the Asian Development Bank and Vorld Bank published paperson subject.UNIDO u'ert further bv aPplying thc clusterapproachto other

"manual

for action in the private scctor" (N4-{PS),so the clustcr approach fit well with JAA. Other organizations used the cluster as parr of e detelopment toolbox, severalwebsiteson competitivenessappeared and featured cluster work, and there rverc the "competitiveness movcment",with clustermethbeginningsofa

interconnectedcompanies,specializedsupplicrs, serviceproviders, and associatedinstitutions in a parricularficld !hat are Present

/

\

'/ .*'';ll,il'liir'lillt3,",,L""' opmcnt Administrator". USAID inas one ofits cluded comperitiveness programs under economic growth and oevclopment.

By the turn ofthe new centurv, severalorganizarionsworking in the deuelopmentfield beg.rnu.inB clu.tcr. in thcir projeccs.Two consultants from Monitor Corporation, a management consulting companl', independent from . e r ea c c i v e lel n b u r i n v o l v i n gP o r t e r w *ork. and gag.d in clu'ter-deuelopment wrote a book on the subjecr.The eponvmou. tounder ofJAA alrerdy had "privatc-sector prcviousestablisheda d e v r l o p m e n tl r a m e *o r k ( P S D F )a n d

,2

I 4

q 7

2

rhe constantuseofthe uuck.

The story may be extended.Supposethat the rwo farmers then persuadethe local governmentto build a "farm-to-market" road.That activitywould constitutea clusterledinitiative.One of "cluster the mantrasof competitiveness is thar strategyleads,and governrnentpolicy enables".Note that the road might constitute a governmentsubsidyif it only benefitedthe two farmers.Howevet one would assumethat this road would benefitorher farmersand non-farmersaswell. The point is rhat the "cluster"hasoffereda mumally acceprable".va.lue proposition" by sayingto the government, in effect,that-- "!7e did our part. !7e bought a truck. Now can you do your part?Build the road."The story may be extendedyer again.Discussingwhat kind oftruck is needed,what size,for what needs,and so on. This discussioncarriesduster work beyondstrategz lormularionand ro projectimplemenrarion.

And the story may be extendedone more time, with the question:V4ro will drive the truck?The answeris at the heart of the issueofcluster leadership.

A clusteris not aa automaticmechanism that can be left on its own. Quire the contrary:it requires commimedand dedicatedleadership to surviveand grow. Clusrerleadership focuseson the good ofthe whole; most CEOs ofindividual firms areconcernedwith their own growth and profitabiliry.Clusterleadershipmust considerlong-termstrategy;mosr CEOs areconcernedwith day-to-day operatingissues-increasingsales, keepingcostsdown, etc.

A clusterhasnot mer rhe testof sustainabilityuntil ir hassurvivedmore than one businesscycle.The initial engagementwith a cluster often starts with at leasta neutralattitude among the participanrs,suchas"It seemslike a good idea. lrt us give it a try." The clustergeneratesmore interest and enthusiasmifone or more action plansresult in rangible "quick wins". However,a clusterdoesnot negatethe businesscycle;a downturn is inevitable,the clusterruns out of"quick wins", rhe "payback orherinitiatives havea longer period".iarricipanarhen find lesstime for the clustermeetings.It is at rhe downturn-stage ofthe business cyclethat clusterleadershipis tested.A clustermay slowlydie asfewerpanicipantsatrendmeetingsthat becomemore infrequent.On the orherhand, the leadershipofrhe clustermay exerciseits powersofpersuasionto keepthe clustertogerher.

The recentlyconcluded"one-wo punch" ofthe Iraq-plusSARScrisesput clustersto the tesr.For example,beforethe crisis, the tourismclusterwasdiscussing long-termissuesofchangingthe mix ofourisa, developingsustainable rourismthat did nor degrade the environment and stretch the "carrying capacirf' oftourist areas, increasingthe incomefrom tourism to the localcommunities.The duster regardedtheseissuesasimponart and beyond the capabiliry ofa singleoperatorin the industry.However,during and immediately after the Iraq-plus-SARScrises,the acention shiftedto urgenr responses and remediessuchascost-cutting, price reduction, shoner work-weel<s, seekinggovernmentassistance, and so on.

Aldrough borh *re war and the disease havecomeand gone, th€ pardcipantsaresrill focusedon the interestsofrheir individual firms and showlittle inclination to revivethe cluster.The cluster leadershiphasto repeatto the participantsthe basicimportance and rationalefor the cluster:therearestratesiesthat areworth underrakingbecausethey significantlybenefirrhe whole clusrer. evenifno singlefirm in the clustercan successfully implement th€ strategres.

Condusion: "Find the Tiucks" Competitivenessin developmentin essence is all abour finding the trucls-value-adding strategies that increaseproducdvityand economicgrowth.The clusteris a mechanismfor poolingresources "get to the trucks".

In economicjargon,competitiveness ald clusrerwork areall aboutredressing markerfailureby collecriveacrionro generare joinr gains,(Due to word-limitations,specificexamplesofjoinr gains will haveto wait for anotherarticle.)

In practice,this approach makesclusterwork borh easyand hard. The work is easybecauseit can focuson "trucks"- strategies and investmentsthat benefitthe whole cluster(or at leastmore rhan one member)but which requirethe cooperationofthe participantsro achievevalue-addinggains.Competitiveness in developmentthrough clusterthus requiresa subsrantial degreeofcooperarion.On the other hard, clusterwork is hard, because mutually beneficialgainsare not alwaysapparent-the trucksare not that easyto find, and becausesuccess on joint gainsoften requiresa sustainedcommitmenrand a longtelm PersP€ctrve.

Clusterwork requiresa combinationofprocessand output.

The processpart-getting participantstogetheqestablishingtrust and building relationships,identifring rhe clusterleaders,is a necessary but not a sufficientcondition. The goal is not to build a cluster.The goal is to increaseproductiviry,through the cluster mechanism,The output ofthe clusterprocessshould resultin tangibleand quantifiablegains,admittedlyprobablyvery crudely estimated.

A clusterthat is activeand meetsoften but cannot generate 'rruck" is linle morerhana socialclub.On r,heorherhand,wirhour good processwork, rhe clusterparticipantsmay not feelany sense ofinvolvemenr and ownershipmwardsa particular"trucli'. For instance,ifa strategywasimposedby rhe governmenr,then the participantswill not be inclined to "takecareofrhe truck"- that is, to properlyimplemenr the strateg;z and the truck will quickly wearout or breakdown, with limited gainsfor all. A good process cannot existwithout a tangible output, and vice-versa.To conclude, the uust and relationship-buildingprocessand the value-adding strategieswork together to sustaincompetitivenessin development.

Life in SMARI is [ke a camp,Ve

ffavellight, we keeppoving. It's the go l-ourneythat countsbecause.we 'from destinationto destinailon.

wehave I" ape with thatlifesryle, 6tructureflat [.pi d"i ori^t rotional anAflexiblEz

Life LnCamp SMART by N.poleon

lflzareno

The RaceforTalent bY Sam.6r Raina Management: HospitaL Professionalizing Systems Challengesn the Ph lippineHealthcare

by Joel Garci.

n

By Nopoleon L. N.z.rsno SN4AFT CEO& Presd6nr MBM73

Lifein CampSMART (Speechdrliueredto the Managemâ&#x201A;ŹntAssociationof the Philippina May 29, 2003, Hotel IntercontinentalManila) the earlydays.Ten yearsago,nobody knew whar SMART was.

QUITE A FE\r WERE SURPRISED \rHEN SMART wasnamedBestEmployerin the Philippinesfor 2003. SMART It wasjust an ambitiousupstartwirh no track record. may be known asan aggressivemarketing company.But marStill, SMART managedto get the goodpeopleit needed keting power is not what a lovableemployermake.SMART to start.This wasa caseoflessbeing more.The earlyrecruits may be known for its technicalinnovations.But being tech rememberthey wereinterviewedin the samelargeSpartan doesnt make us a people-fiiendly company.Surely,there must room wherethe presidentofrhe companyand his senior be more to SMART than a hard-drivingand workaholicrepmanagerswere busy holding meetings.The engineerwho now utation. managesour switchesremembersthat - when he showedup I-et me be the first to admir that SMARI, asan employer, for his firsr day ofwork - he didn't havea desk.He had ro use demandsmuch from managersald employeesalike.Atrd we rwo largecartons. compensateand rewardthem in like measure.We seeourselves But SMART's freshrecruitsdidnt mind all rhat. '*4rat asa competitivecompany.We like to outdo the comperition. maceredwasthe commitment ofco-employeesto the company, 'We strive to surpassourselves.

Senioritydoesnot count for and the excitementand urgencywith which they pursued much in SMART.Perlormance does their tasks.

That may sound harsh,evenhearless.But suchharshness Common Vision is not without reason.In the eraofglobal compedrion,to excel is to sLrwive.High performanceisnt jusr a-nideal.It is a necessiry.

In this Darwinian fashion,SMART assembled a group Otherwise,your dap asan employer,let aloneasan outstanding . of like-mindedpeoplededicatedto a common vision. Ifyou wanteda nice office and a comfortablejob, you didnt join employeqarenumbered.That is both the curseand the challengeof our age.

SMARL But ifyou wereexcitedby the rhought ofbuilding the No. 1 mobilephonecompanyin the country and relished For that reason,our peoplepoliciesand programshave the prospec offighting it out with a formidableincumbent beenshapedby the overridingneedto keepthe organization ' in fighting form. Let me explain. despitegreatodds-yes, you joined SMART. That wasthe bandofpeoplewho established a tradition High Performance Culture ofhard work and relentless,rapid innovation thar haspowered The foundersofSMART knew they had ro fight giants this companym the top. Beingthe third operarorto enrerthe who wereentrenchedin rhe marketand had vastlysuperior mobile business, Smarthad to comeup with new ideas,Now resources.

They knew that to succeedthey had to outwit, our that it is the marketleader,Sman continuesto embraceheretica.l maneuverand out-run the comperition. ideasaimed at changingthe statusquo. Ler me go through a So they devisedstrategies and tacticsdesignedto change few ofthose ideas. the rulesofthe gamein rhe cellularindustry.To executethese Rememberthe man with a baseballbar. Het the fellow plans,they built an organizationofmaverickswilling to take who saidyou could actuallyusea cellphonefor aslow asP120 on giants. a month.That wasPriceBusterIn mid-1994,ir wasa srunning It wasnot easyrecruitinggood peoplefor SMART in offer.The nearestplan ofthe markerleadercost five rimesas

much. PriceBusterchangedrhe businessmodel ofthe industry and openedup a much broadermarket for mobile phone services.

'We steppedup rhe paceofinnoretion when Sman set up iu GSM servicein 1999.A key part of our strategywasto vasdy expandthe useof rcxr messagingwhich - asweryone hereknows - is hugelypopularamo.rgFilipi.tor. In line with this, Smart hasdevelopedliterally hundreds of SMS-basedserviceswhich today we are still launching at the rate of one a week, [otld

ffi Along rhe way,we'vescoreda number ofworld fints. Heret a lisr ofsome ofrhem: . The country'sfirst ponal for mobile servicesca.lld SMARI Zed. . The world'sfirst

So, naturally,a critical questionthat I haveto pondel as CEO is this: How can this culture ofhard work ard innovation staydive and well?How canyou do tlat evenasthe organization growslargerand tie businessmore complex?

There are many differcnt asPectsto that question. But let this challengethrough our me focuson how weve addressed people policies and programs.

Flrt lnd FldibL Life in SMARI is like a camp Ve travel light, we keep moving. Itt the journey that counts becausewe go from destinauon to destination.To copewith that lifesryle,we havekept our organizationalstructure flat and flexible. The entire organization- all 5,000 of

is tikea €mp.we travel h"jllll.l'"iii,, i]ffiii.l'#;i:"" Lifein SMART 0""'1'5, lightwe keepmoving.lt'stheiourney *n.,., 3Hi+';3# wegofromdesti- ;f.i:i';:.!ifl'" ;Jiil',1j;Il;j"u. thatcountsbecause puzledbecausewh liv.J,r'? c<rs* perSlM.

l'r"i".o"",,rr-o.,

natign tO deStinatiOn.TO COpewith that

lifestyle, we have kept our organiza-

flat andflexible. tionalstructure il'Jil:f.1il."il,"Jk powerful SMS service. . The *orldt first phone-ro-phone reloading servicethat offers top-ups for prepaid phonesfor aslow asP30. It's calledSMART n"aay fo"a.

Relentlessrapid innovation- rhe ability to take unonhodox, out ofthe box ideasand work long da;n and long nights to turn rhem into market-winning servicis - tlfs has been the key to SMARTi; continuing success.

I lookedaround the

offi..,r"o,,ld.tfind

f.?S.:f';.y'

w€re none' The only one with a tide in the entire organizationwasme - the President and CEO. And that's becauseit's required by law. Everybody "Head". "Head" ofthis or "head"ofthat One fellow elsewasa may have I 0 people under him, while another hasa thousand, "heads"' Doesnt matter' they are all called I remembertelling Annette, my HR head,this wasweird. \rhy don't we havetitles for people?I soon changedmy views.

On sustaining the Best EmploYer of theYear Award for the coming years,,, With reinventioncomesrenewaland this The key challengeis this: how do we keepreinventingourselves?

In the is bothdifficultandat the sametime unavoidable. and innovation.This sustainsthe passionfor excellence Developmentsin technologyhave mobile business,constantchangeexertsrelentlesspressureon organizations. the potentialto suddenlymakeoxistingbusin€ssesobsolete.Marketpreferencescan changeswiftly and create new unexpectedopportunities.By keepingour organizationattunedto thesethreatsand opportunities,SMART of its spirit. cultureandthe youthfulness can retainits dynamicorganizational Ann Ma.grrat

V, Stntiago

Division Management Head,HumanResource Incorporrtod in 1991, Smart Communication3 Inc. |SMABTI i. th6 Philippinos' lo.ding wirole33 servicos providor with ov.r 9 milllon subscdb€la as of February 2OO3.SMART i3 a wholly ownod 3ubsidiary of th6 l.rgost Philippine tolocommunacataoncarrbr, th€ Philappino Long Di3tl|nc€ Compary.

T:ansparency and perfotmanco Despite An essentidaspectofthat culrureis transparency. our sizeand the fact that our employeesaredispersedall over "listen to the soundsofrhe forest". the country we takepainsto committee,includingme,spends The entiremanagement a greatdealofdme talking with our people.In the pastthree to discussmajor changes years,weve held severalcascadesessions structure.Wejust finishedonecycle in policyor organizational during which the ManCom met with all 5,000 employeesof in differentpartsofthe country I also SMART in l1 sessions haveKapihansessionwith groupsofmanagersfor more indepth discussions. drivesperformance.

Ve've learnedthat transparency Everybodyin the company knows what our key annual performancetargets.ue. Peoplekeeptrack of how we do everyquarter' Select the convert€d That'sbecausetheir variableincentivesarebasedon the comTo reinforcerhe cultureofinnovation, we like ro recruit pany'sperformance.Variablepay can be significant: Up to 40olo the converted.We haveskewedour selectionprocessto favor oftoal pay.Peoplehavea powerfirlincentiveto help the We look for flexibility, thosewho like to work underpressure. companyhit its targets, for capacityto wanderbut not get lost,for agiliryin adjusting In the middle ofall this, believeit or not, we find time to rapidly changingconditions. to feellike a family.An employeewho is sick is sentflowers \Ve pay closeattentionro the attitudesofpotential manand personallyvisited. \(4tenevera personallossis experienced, agerrecruic. Can they work with just accountabiliryand targets familiesare consoledand supported. Everyyear,we closedown Thosewho arestrictly canhavefun evenwithout a definitejob description? one resorror anotherso that SMART employees we gentlysteerto workplacesother than 8 to 5 personaliries, with their families.This year,it wasEnchantedKingdom.

SMARI. \Ve alsohavetime to serveour communities.We have Thosewho arehired areput through culture building begundweloping vaiiouscommunity serviceprogramsthat programs.This consissofa seriesof fun and interactive tap the talentsofour people.They areeagerto volunteertheir gamesthat help build a senseof teamworkand that provide servicesfor programslike settingup a wirelessengineering new employeesa glimpseofthe history and traditionsof educationcoursein selectedschoolsaround the country. me company.

How do I do my job asa CEO in sucha self-propelled orsadization?

Promote from within You'veheardabouthow CEOs shouldsetdirectionsand 'We alsolike to promotefrom within. Up to 40oloof our rhen gtt out ofthe wayi Well, I do that very often. You have seniorexecutives, 53oloofmanagersand 600loofour supervisors alsoheardhow CEOs shouldput the right peoplein the right haverisenfrom the ranks. jobs, givethem the resources they need,and then get out of To supportthis process,we have,sincethe year2000, the way.I havedone that too. beenusingthe competencybasedperformancemanatement But today,in the ageofglobalization, jobs are not forever. . framework.Under this setup,each and careerdevelopmenc Businessmodelschangeasfastasthey arevalidated.'Vhere employeeknowswhat he is expectedto deliver,the competencies beforethe CEO could run a business simply by headingit, by he needsto develop,and how he can map out his careerin the administeringit, now he must motivatehis peopleand lead organization.Then, we provideour peopletraining - lom of them. His taskis to inspirepeopleto jump out ofbed each It. There are technicaland skills training programsand there morning and report for work - singing. arepeoplemanagementtraining programs.There areample That - I must confess- is a terrilying thought because opportuniriesto learn.

I cannorhold a note. So,how can I possiblyteachpeoplero As a resultofthese efforts,our peopletend to stay.Our sing going to work! attrition rateis 67o.That comparesfavorablywith rhe industry Actually,I do not inspiremy people.They inspireme. averageofabour l0 to l2o/o.\X/hydo they stay?[n one survey The dedicationofthe men and women of SMART inspireme respondenasaidthar conductedamongstSMART employees, to work hard.Their contagiousenthusiasmfor a new product, "The the reasonsfor sraying- in order ofimportance were: for a new salesdrive, lifts me up. The quiet resolvewritten in culture,the challengeofthe job and the salary."Vhen new their faceswh'enthey commit to new and higher targetsgets hiresareaskedwhat attractedthem to SMART, the reasons my juicesrunning and convincesme that what beforewas "The culture, given- again,in order ofimportance were: beyondour reachis now achievable.Yes,it is my peoplewho the compensation." rheopportunities, inspireme. And I considermyselfa very lucky CEO. Restructura, restructure A flat organizationmakesit easierto restructureasthe we have needarises.This hasbeenvery helpful to us because in the pastthreeyears,Reorhad severalmajor reorganizations ganizationis alsofacilitatedby the fact that we do not have job descriptions. \X/hatwe havearedefinedroles.!?e preferto keepthings flexible, to allow room for adjustmentsand gro*th. 'l7ithin our leanorganizationalstructure,we createa lot ofad hoc teams,often to punue priority projec$.Teammembers are drawn from various ranls. Senior executiveswork shoulder After the project and supervisors. ro shoulderwith specialists is done, peoplego back to their usua.lroles,Suchad hoc bodies help keepdre entrepreneurialspirit alivewidrin the organizarion. "act This hasenabledus to small"within a largeorganization.

TheRaceforTalent

By S.m.d R.in., MB

TALENT HAS NE\,'ER BEEN DEARERI In todayt hlper-competitive knowledge driven global to capitalis no longermeasuredin economy,in which access factor of production sdll sitson top of termsofscarcity,one This factor ofproducdon is rhe ladderofscarceresourccs. 'ralent' or specificallymanagerialtdent.

In our knowledge-basedeconomy,vdue is the product o0knowledgeand information. Companiescannorgenerate profia without the ideas,skills arrdalent ofknowledge workers, and they haveto bet on people- not rcchnologies,not factories companies and cenainly not capital. In this economy,success{irl will be defined asthose that can attract, retain, and make the besr useof the creativeknowledge of its workers.

Why is talent hatd to find Every executiveworth his salt knows that hiring and retaining key employeesare tedious tasla. Irrespectiveof the sizeofa corporation, three market forcesdefine the scarciryof talenr.First,a more complexgloballyintegratedeconomy talentwith globalacumen,muldemandsmore sophisticated ticultural fluency, technological literacy, entrepreneurial skills and rhe ability to manageincreasinglydelayered,disaggregated This multidimensionalskill setis hard to find organizations. of efficientcapital in the first place.Second,the emergence markets hasenabledthe rise ofmany small and medium sized companiedthat are increasinglytargetingthe samepeople sought by large corporations. More ard more ta.lentedpeople areleavingthe securityofa stablecorporatecareerfor the challengesand rewardsofentrepreneurship,Third, job mobiliry

2OO3

is increasing.Accordingto a surveyconductedon 50 senior executivesearchprofessionalsby a leading consulting firm, an averâ&#x201A;Źe â&#x201A;Źxecutivetoday will work in five companies,and in anotherten years,it might be seven.Theseforceshavecollecrively left companiesscramblingand fighting to recruit top talent any' to retain them to ensuregrowth and continuiry Indeed,the chasmbetweerrhe demandand supplyof manageria.ltalent hasnsver beenwider Companiesworldwide areengagedin a war for talent thar will remainthe defining ofthet competitivelandscapefor decadesto characteristic come.And, asrnore and more companiescome to undersand this new paradigm,therewill be a greaterdemandfor talent.

This has led to a Racefor Talent, where thâ&#x201A;Ź successor failureofa firm can hinge on its abiliry to attract,retainand motirate key employees.Funher, the racefor talent will accelerateaseconomiesbecomeglobalizedand talent flows to corporitions and countrieswhereit can most flourish.

'What

can companies do about it In the theatreoftaledt, therearerwo major players,the employeror companyand the employeeor the knowledge worker. ln 1998, McKinsey& Company undertooka study thar bought fonh the dearthoftdent in top US corporations and what can be done to develop and retain talented workers.

As per the,study,the war for talent can be won iftalent managementis madea top corporatepriority.Then, to attractand retainthe peopleyou need,corporationsmust createand perpetuallyrefine an employeevalueproposition: This is essentially the seniormanagement'sanswerto why a smait, enelgetic,

ambitiousindividual would want to comeand work wirh you ratherrhan with the team next door.That done,you must turn your attention to how you aregoing to recruit greattalent and fina.llydevelop,developand develop!Companiesalsowould have to accept the new rea.liry:rhe market and not the company, will uldmatelydeterminethe movementof employees, especially key employees.

The old goal of HR managemenr- ro minimize overall employeeturnover-needsto be replacedby a new goal: to influencewho leavesand when.This marketdriven strategy beginswith the assumptionthat long-term,acrossthe board employeeloyalryis neitherpossiblenor desirable.The focusin this approachshiftsfrom broad retentionprogramaimedat all employeesto highly nrgeted efforts aimed at particular employees or a group ofemployees.

trainingto ensureyour skillsareup-to-dateand in demand.Read and researchto keep abreastofwhat's happening in your industry.

Network constandysoyour professionalsuppon group and conacs arecurrent.Taking thesesteps,evenwhen timesaregood,will betterprepareyou for a downturn.

Maintain Perspective.Ifyou have recently experienceda layoff.or ifyou fearrharone is imminenr,rry to maintainyour perspective.

Experiencinga corporatedownsizingcan be a gutwrenchingexperience, but many potentialemployersfind value in pmple that can live rhrough the experience,and come out with a positiveattitude. Pick yourselfup,brush up your resume,and put on a smile.tVhen you seeknew opportunities,makesurethat you reflecton the positiveaspeccofyour experience, ratherthan the unpleasantside,and be preparedro ralk about the valuable experienceyou gained.

For both companiesand employees,the key is to start now.

The racefor talent may seemlike a crisis,but like any crisis,itt alsoan opportuniry to seize- or squander,

What can employeesdo about it An employeecan,through planning and medculotuexecurion catapulthimselfor herselfinto the selectband of employeesthat companieswill bend over backwardsto retain and develop. Of course,this planningand executionis basedon the assumption AIM and the race for talent that an employeehasthe basicmanagementskill ser.

AIM is a good casestudy to undentand the conceptof talent "career Employeescan begin by seeking securiq/'. ln the attractionand managementand why talent is so importanr in a past,a securejob at a reputablefirm wasall the careermaaagement knowledgeeconomy.The intrinsic valueofAIM asan educational you needed.Howwer, no company can guaranreejob security institution residesin the minds ofthe facultyand the students. any more, so it is up to you to manageyour career.Update your As AIM measures its success in termsofthe differenceand conskills;build relationships; and keepabreastofchangingeconomic rribudon that its studentsmake to socieryit is imperativerhat conditions.Careermanagementis important in good times.It is AIM attractsthe mosr talenredstudentsfor its courses. "career evenmore imponaat in uncertain rimes. Gaining securiry" However, all orher things being equal, talented studentsare would involvethe developmentofskills and relationshipsthat anraoed and will continue to be attracredto AIM, if and only i[ will make you marketableto employers,both current and furure, they aregiventhe opportuniry to study under top-classAIM evenifyour position is downsized, faculry This then leadsto the question:What canAIM do ro \What can you do to enhanceyour careersecurity?Here are anrait, retain, developand managetalented faculry?Top faculty, somesuggestions: being the benchmarksin their respectiveareas,arescarcercsources Plan Ahead, Careermanagementrequiresa long-termobthat n€edto be nourishedin ar enablingenvironment.Ir is the jectiveand dre disciplineand commitment to achiwe thar objective. objectiveofAIM to provide rhis enablingenvironment that would Identifr what your careergoalsare, and take stepsto meet rhose attract and retain thesefaculry by meansof careerprogression, goa.ls.

Focusingon cdeer straregy,not iustjob security,will allow regularindustry exposure,sponsorships for further educarion, you to make careerdecisionsindependentof the current economic . competitivecompensationand a healthyworking environment. uncertainry.Don't passon an opportunity that will further your Top classfaculrynot only acract top studcnts,but also careergrowth, ifit's the right fit. engagein new researchand material development which enables Choose the Strategy that is Right for You. How much risk the schoolto achieveits researchand developmentobjectives. and uncertainryareyou comfortablewith? A lot of the answer Funhet asmlent anractstalent, hiring and retaining thesefaculry to ihis questionwill dictateyour careerstrategy.Are you a srartwill act asa magnetto other top classfaculty who rnaynot be up material, thrilled with the prospectofhigh returns and unfazed persuadedto join AIM in the first instance.This then leadsto an by uncertaincashflow?Or do you needa stable,steadyincome iterativeloop in which the centrifugalforceis the commitment in order to sleepat night?Recognizethe risk factorwhen job ofAIM to attracrand retaintalent.The eventualoutcomeofrhis hunring and pick a compaly thart light for you. processis rhat AIM is recognizedasan institution that breeds, Be Proactive. In order to meet your careergoa.ls,you have dwelops, incubatesand nourishestalenredindividuals who make to proacrivelyseekout the training, experiences,and relationships a differencein their communities. that will help you achieverhosegods. Evenifyou haveyour dream job in the perfectcompaay,it is importanrto avoidcomplacency.

Wlnnins th. rrlenr warlor wom€n - HarvardBusin.ssF.vi.w Economic conditions and the fonunes ofany companycan change A mark.t driven.ppro6ch to r6iainingt6l€nr- HEruErdB6in..s R.vifl CapitalV..sutT.l.nr - Hary.rd Su!in.6. R.vid very quickly, and you want to make sure that you are not caught The wgr lor rel.nt - Mcxi6w OuanorN in the pinch. W'ork toward success, but be readyfor change.Pursue Comporingin rh. r.c6 lor tal.nr - PlV

Professi onalizing H ospi tal in the Management:Challenges PhilippineHealthcareSystems

By Jool Grrci.,

AFRIEND ONCETOLDME"'CHOOSINGTHEzuGHT road is first and how well or fastone can run on it comessecond."

EnterAsian Hospital and Medical Center (AHMC) . The founders ofthe hospitalmadea bold decisionto constructa faciliry for Yes,the choice Filipinoswho demandbetterhealthcareservices. made for the sole wasbold, evenrisky,but this decisionwas "right road." purposeofgoing down the This 258-bedtertiary carefacility with an adjoining 145unit medicaloffice building wasestablishedto improve the facilities ofhandling patientsand the qualiry ofcare given to parients.

This is the simplephilosophyof Dr. JorgeGarcia,the founding chairman. l-ooking at the biggerpicture, Asian Hospital wasbuilt ro seta higherstandardand to challengeits competitorsto take After rhe sameinitiative to improvetheir facilitiesand services. all, who benefitsfrom good competition?The patient.

Perception The new, hotel-like AHMC can be easilyperceivedasbeing unaffordable.Arsumentscan be madeon both sidesbut we

MHSA

believein one simplephilosophy-"Y6u get what you pay for."

Metaphorically,ifone entersa 5-starhotel,he shouldnot expect 3-starrates.The healthcarepopulationhasto understand,thar ifthey aregoing to get betterqualiry care,they haveto pay for rates ir. The realiryis rhatfuian Hospitalhasverycomperitive and when peopletakea tour ofthe faciliry the perceptionof suddenlygoesout the door. Furthermore,the being expensive organizationis continuouslycommitted to servingthe entire lVhen traveling communirywhich includesthe under-privileged. assist people who need down our road,we will from time to time "ride" have means to pay for it is unlikely they the a eventhough tfansPorraalon.

The peoplepat (car) Although Asian Hospital is a state-of-the-artfaciliry it is the peopleyho providethe qualiry service.Everyone,from the physicials,nurses,medicaltechnicians,pharmacists,engineers, playsa role in caringfor administrationand evenhousekeeping, families. \fhen traveling down our chosen patientsand their

road, I would like to compare the various departments of AHMC to that of a car.Our departmentsarecomparablero the engine,the doon, the uansmission,or the wheel.Each part is distinctive; yet each part plays an important role of gâ&#x201A;Źtting us where we want to go. As we drive down the road to becer healthcare,weryone hasone focus: rhe patient. The patient is the inspirarionbehind our motto ofa roral healing environment.So no matter how complexeachof the departmentstendsto be, everyonerealizes that working together m servethe l . l . l patient requires teamwork and understanding of everyone'srole. Everyone knows we are driving a new car that was built from scratch,The ride may not be as smooth aswe would like it to be but neverthelesswe are moving forward, A.longthe way we mu$ bâ&#x201A;Ź constantlyremindedthat our employeesplay a vital role to our patient-care philosophy. They convey what we stand for and their work mirrors what we intend to achiwe by being a first rate facility, Our employees ensurethat the idea ofthe hospital'sexistencefiom generation to generationbecomesand remainsa reality.

The local Philippine setting (the bumps, twists and turns) Now that we haveour ca-rand travelingdown our chosen road,the bumps,rwist and turns come from understanding and adapting to the Philippine healthcaresetting. rVe are not the U.S., Canadaor eventhe U.K. - we arethe Philippines, Unlike our industrialized allies. our roads seemto have morc bureaucracy, red ape and lessdiscipline.Beinga new trendsetter and beingdifferentsomeflmesPostsa greaterchal. lengeto a culture that is adamant to change.In its infancy,Asian Hospitd dso has its fair shareofoperationalissues suchasnuning turnover,keepinggood maintenance,beingfinanciallyviable, having a positive attitude and focusing on continuous qualiry improvement.The key to handling all the bumps that come along the way is adap.ationand discipline.We shouldlearn ftom other healthcarewstems. analr"zeit and seewhat can be appliedto our local market.

In navigatingour obsecles,Asian Hospitalwill never

It is not enoughjust to build new facilities,

Delt a nosPltal,outpailent surgerycenteror a

clinic. In terms of healthcaredelivery,a new

generationof managerswill play an important role in the Philippinehealthcaresystem.

Foundedin 1994,AsianHospitalInc.,startedout with one basicobjective:to builda facilityof world classstandards.

The dream becamea realitywhen Asian Hospitaland MedicalCenter(AHlVlC) opened,itsdoors on May 11, 2002.

Locatedin FilinvestCorporateCity,Alabang,this 258-bedhospitalsits on 12250sq m of landand is connectedby '145-unit a sky-bridgeto a seven-storey, MedicalOfficebuildingthat housesdoctors'clinicsand outpatientservices.

With a medicalstaff ot 1,000,Asian Hospitalhas recruitedtop doctorsfrom all over the country as well as in the UnitedStates. philosophyin a total healingenvironment,Asian Hospitalnot only hopes to raisethe Adoptinga patient-centered levelof care in the PhilioDinesbut also to remainthe standardsetter in SoutheastAsia for manv vears to come.

drive offthe road or turn back.We can learnfrom our past,but buyingotherhospitalsand/orclinics.The competitionto fill these we:hould neverrurn back.\X/hy?Ve asan organizarion owe ir bedswill be intensebecauseof the financial oblieationsassociated wirh keepingthemopen.The conceprofrtre lrand-alone"reniary to all our patientsto providethe bestcarepossible.Healthcare in generalis a tough businessand many organizationsmay tend hospitalcould possiblybe phasedout 10-12 yearsfrom now.

(2) The debatewill go on whetheror not physiciansmake to side-skirttough issues.Asian Hospital is dealingwith all its issuesdirectly no matterwhat lieson our "road". Now thereis the bestdirectorsfor hospitals.Physiciandirectorsarecommon no exactequationfor keepingwerybody happy,but thereis a in Asia;however,aspressurebuilds to sustainprofitabiliry and focusin our organizationon giving rhe bestcerewitl no shorrcuts. improveoperations,outsidehelp from rhe businesssectorwill "But Critics might argue, this is the Philippinesand what you crrtainly follow As a result,more refined programsgearedtowards practicein the United Statesdoesnot apply here." !7e respond healthcareadminisrradonwill be needed.

"There (3) The healthcareeducationalsystemwill go through a by stating, should be no excuseto strivefor what'sbest "non-physicians" for the patient."This is a common goal that all healthcareinstimodestchange.One can expectmore to take tutions sharcwherheryou residein the US, Europe,or the Philup a Mastersdegreein HospitalAdministration,which in turn ippines.It's a matter ofadapting a positivephilosophyand reinwill evolveinto a Masrerin Health Services Administrationor forcing it. In the long run this will eventuallyhelp smoorhenthe MBA-gpe degree.It is not enoughjust to build new facilities, potholesand bumps. be it a hospiel, outpatientsurgeryc€nt€ror a clinic. In termsof Ifthere is an1'thingto be saidaboutthe PhilippinesHealthhealthcaredelivery a new generationofmanagerswill play an caresening,it is one ofthe most compassionate, family-centered, important role in the Philippinehealthcaresysrem.In order to and family-focusedhealthcareq,stemsin the world. Not wen the train the future administratorsofthis country variousschoolswill U.S. cancomecloseto this qpe ofsetting.Globa.lly,Filipinosare haveto look at their curriculum and adiustthe curriculum to renownedfor their meetthe latest hospitality, care and healthcaretrends.

(4) Vith the compassion;thus, it translatesto a bemer U.S. nursing reputationwithin the shonageexpected serviceindustry Yes, to last for the next thereis a big differ10- I 5 yea-rs,all encein salariesto that hospitalswill be of the indusrrialized challengedto keep countries;howevet,ifyou takeawaythat component,the teamwork the good nursesfrom going abroad.The Philippineswill sdll be and drive in the Philippinesettingis very exceptionaland above the largest suppliers ofnurses overseas,however,watch out for all, it is patient-focused.

VGen it is patient-focused, it is familyTaiwan,China, Thailand and Metnam, which areinvestingheavily focused.Having the family (and enended family) involved in the in teachingEnglish.The Philippinesmay still hold an edgeover caringofpatients is somethingunique and found only in the its Asian neighborswhen it comesto speakingand writing skills, Philippines.This is somethingall Filipinoscan takepride in and bui the gapwill definitelylessen. it is hererhat we havean unquestionable advantageoverour foreigncounterparts.

Staying on top: have we reachedthe end of the road?

...thePhilippineHealthcare setting...is one

of the most compassionate, family-centered, and family-focusedhealthcaresystemsin the world.

The big picture, future challenges,possibletrends (differcnt roads), Therearca number ofnew hospitalson the drawingboard or in the variousstagesofplanning and construction.It will be interestingto obsewehow the Philippine market handlesa posible oversupplyofinpatient beds.kt us assumethat all rheseprojects get offthe ground and arecompleted.This by no meansguarantees that they will all be successful.Looking ahead,here are my predictionsand chdlengesfor the Philippine Healthcaresystem: (l) Five to ten yearsdown the road,you mighr seethe "health developmentof systems".More bedsand newerfacilities '\i?ill might not translateinto better care. newer facilidescontinue to be built in Metro Manila?Vill therebe other facilitiesbuilt in Cebu or Davaoi Or will Manila continueto be the preferred place for specializedtreatment?Could the Philippine Market see an oversupplyofbeds?Ifso, you will seea growing number of healthaffiliationsamonghospitals,you might wen seehospitals

In healthcare,the road(s)will nwer end for hospita.lssuiving to give the bestpatient care.Ve will continue to stdve to be b€mer eachday in our profession,in our service.As the sayinggoes, "The one thing constantin healthcareis change."For Asian Hospital, gening to the top is the easypart, staying on top is the biggerchallenge.This might a.lldependon what roadsone chooses.

Referringback to the car analogy,the personbehind the wheel is the Asian HospitalCEO. This personis driving the new car "right" down the road.He is testingthe handlingof the car as it navigatesthe bumps and turns, stepson rhe gasor slowsdown to seewhat trouble might lie ahead,and will make sure there are adequarefunds to maintain ard drive the car. He will be the key on looking aheadand seeingifthe road is clearor might choose to go dowir another road. Once the path is chosen,he is the key to getting the organization up to speed.Over time rhe drivers may changebut the challengesremainthe same.There reallyis no end, only more roadsto choosefrom.

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I N F O C U S

Bhutan ethnic groups,the Sharchops,Ngalopsand the Lhotsampas, MODERNIZATIONAND TECHNOLOGICAI ADmakeup the Drukpa population.The Ngalongsin the western vancemen$havesweptthe world but one placehigh in the ofTibetan immigrants and cenrralregionsarethe descendants easternHimalayasremainshardlytouchedby chehandsof time who arrivedin Bhutan from the 9th century The Sharchops, Bhutan. recognizedascheoriginalinhabitantsofBhutan,live in the east Landlockedin the Himalayanmountainrange,naturehas of the country.The third group is known asLhotshampas,which found im way to safeguardBhutan'srich naturalenvironment the Nepali speakingethnic group. represents and to preserveits centuries-oldculture and rradition.This Dzongkhais Bhutan'soflicial language.More than 20 Buddhistnation is geographicallyisolatedbetweenIndia and which includeTibeun and Nepali, arespoken different languages, fibet. Its 47,5O0xquarekilometerterritory which is about the formsa gigantic sraircase in the councry.Englishis the medium ofeducation so asto of Swirzerland, sizeand topography faciliratecontactwith cheoutsideworld. Tiaditionalknowledge betweenthe narrow lowland regionofthe south and the towering and educarionaswell asreligiouslearning are given high prioriry Himalayanpealsofthe north. Bhutant centralregion,the most to ensurethat Bhutan'sculturalheritage, denselypopulatedregionof the kingdom, indigenous medicineandtheancienrskills is dillcult and dangerousto reachfrom Bhutan, the Land ofthe of thankhapainting, architecture, the south due to a 2,000-meterhigh charn ThunderDrasonor Druk Yul, handicraftsand musiccontinueto with jungleof mountainsinterspersed a.swell associal, flourish,Educarional, coveredgorges. is not only one of the leading opportunities arenot affeced by rank or The prevailingBuddhistethos, by binh. Bhutan hasneverhad a rigid countriesin environmental which valuesthe naturalenvironment classsystem.Bhutanesewomen enjoy Bhuran s sacred. helped prererve a: has preservationbut alsoone of equalrights with men in everyrespect lor generations. prisrineenvironmenr spots ln bio-diversiry the ten Bhuranese cultureand traditional Thunder Dragon the [and ofthe Bhucan, uery remairs muchinracr.Though Iifesg,le leading not only one ofthe or Druk YuJ,is the world and one of the 221 the havedeveloped, urban communiries ptesenation countriestn environmental areas. endemic bird global live n people still majority ofBhutanese spots but alsooneofthe renbio-diversity of villages.

More rhan 90olo small rural 221 global in the world and oneofthe endemicbird areas.Many partsofcountry havebeendeclared its populationhasagricultueand forestryasits main livelihood.

To keepthe traditionalculture aliveand asa mandateofthe sheltersomeoFthemost and its eco-systems aswildlife reserves, with an estimated government,Bhutanesepeoplewear the traditional clothing tlat Himalayas 770 exoticspeciesofthe eastern (Bhutan\ hasbeenworn for centuries- the gho, a long robe tied around ofrhododendron over species 50 speciesofbirds and include the the waistby a smallbelt calleda kera,for men and the kira, an rare and exotic faunas nationalflower).Bhutan's (Bhuen's anklelength dressmadefrom beautifullycoloredand finely brown bear, snow nationd animal), Himalalan Takin woven fabficswith traditionalpatterns,for women.Western red panda and dger. blue sheep, leopard,goldenLangur,timid "Sourhern "Lho arestrictly bannedin public. clothes Men or Bhutan,historicallynamedthe Jong' Jong The Drukpa disciplineofthe Kagyrpa school,a branch variety of herbal and Valleysof Medicinal Herbs",breedsa Buddhism, is tJrenation'sofficial religion. Dzongs of Mahayana rare orchids. plants and medicinalplants,carnivorous which serveasthe adminisfoftress-monasteries are thâ&#x201A;Ź massive Three main is the Drulpa.

Bhutan'sindigenouspopulation

Bhutan FastFacts

[ocation:Southern Asia, betw€en Chnaandlndia Area: 1 ia147,000 sqkm wate.0sqkm/and47,000 sqkm Landboundaries: total1,075 km harder countries Chlna4JAkn, lndia605km Climate: varies;tropicaI in plains;coo solthern wrnte6and hotsummers in centravall€ys; severe wrnleTs anoc00lsummers in Hirnalayas l{aturalresources: timbet gypsLrn, hydropower, caci!rn caTbrde Population: 2,139,549 noleotherestrmat€s langeaslow (July2003 as810,000 est.)

I{ationslitFrorrr Bhutanese (singularand plura ) adjective:Bhuranese E$nicgroups:Bhote50%, ethnicNepalese 35% -. oneof (incudesLhotsampas several Nepalese ethnicgroups), indigenous orrnigrant tribes 15% Religions: Lamalstic Buddhist 75%,IndianandNepalese, influenced Hinduism 25% Official [!||guage:Dzongkha Govommont typs monarchy; special trcatyrelationship with tn0ta CapiralThirnphu Independence: 8 AugLst lg49 (trom India) llationalholiday:National Day (Ugyen WANGCHUCK became first hereditary k ng),17December

(r90i) Constitution: nowritten constitution orbillofrights; note- theKingcommissioned a committee to drafta constitution in2001, buthasyettobeapproved Leg.lslstem: based onIndian law andEnglish common law;has not accepted compulsory ICJ jurisdiction Exocutiwbmnch:chlefof state KingJigmeSingyeWANGCHUCK 24July1972)e/ectbrs. none lsince headof government: Chamanof theCouncil of Ministers Lyonpo

tL, rrativc herdquarrersend arc rhe fbcus of sccular an<lreligiousauthoritv in eechdistrict. Buclclhisnr permealcscvcr! xspectofBhutan socien'andphys l vital role in its culrulal. erhicaland sociological developmcot.Approximatclv nvo,thirds ol rhc population pracricccithcr l)rukpa Kaevupr ol NingmapaBudcihisn.\XlhilcBhLrtanese oiall fiiths cln rvorship freelv,Bhutans las'lirnits this righr in practicc.Religiousconvcrsionsare prohiLritcd, . r n . l. i r i r e r ro. l n r \ c r L r i r n , . r n Jt o r . r g nn r i $ i , ' n J r i . ' may not proseh.tize.

Thc govelnrnentonll allou.s Buddhist religioustexrsto enrcr rhe counrry.

Bhrrtar'.sfornr ofgovernmenr is dre onh L)em, oclatic Monarchy in the g,orld. His Nlajesn.King Jigme SingvcV'engchuk is Bhut:ur s firurrh kingHis tathcr rlhom he succec<led.

Jigme Dorji V/ang, chrrk, ruled fbr 20 years(l 952- 1c)72)end was considcrcdrhe Farherof Modern Bhuran. Hc pioneeredthc plocessof dcm ocrarizarionand liberalizarionin the countrv. L)uring the Chinesc invasionofTibct in 195.1.rhe king realizedrhar Bhutan necdcd to emergefiont isolation and to makc a giant leapto rnodcrnization.Bhutan ar rhat time did not haveprofissionalsor skillc<1 rlorkers; r r . r d irr. , r t J. J u . . r t i',r rr v " ' u n l vg i rc r ' i r r r r n n r , r tr i r r : rhe onlv mcansoieccess(o Bhucanrvasrrv roacl antl tclccommunication. broaclcrsrmedia antl fostal serwice u,erevirtudly non-existenr. ln 1961,Bhuten embarked on its five-yeardevel,rpment plan. Infra-

tastern Bhutln arc opcn ro visirors.Bhuren offcrs -lickking grcatopportuniriesfor trekking. in Bhutan is a fairlv recenrdevclopncnt, ahhough rhe Himal . r r . ' h' r ' , . r 1 " . ' rl.r r l J " l , , r r g . . r . ' r r J .r'rrrrgr . r i. , ' r . to rhe W'esternwrrrld f_ortrekl<ingend mountaineering.Thc Bhutan lburisrn (lorporltion i.imitecl (B'l CL) createdthc f.:rnous Snorvmar 'liek , rvhich has Lrecomcan inrernarionalstandlrtl Festivalsin Bhutan are also popular rvirh ' o r r r ' r r .T h c ' r t i ' r i r ; i . . " l ' i . l r r r . , ' l ' , r n s r ci . , r ' " r r ' aflairsto tourists,are holv spiriruelevenrs.The Tshcchusheld in Thinrphu, I'aro and Llumdrang 'llshechus ere the most popular dedicarcdto (luru Rinpochc arc celebratedfor sevcraldaysand highlightccl*ith classical,rcligious-basecl dances. i n " r o r J r h Ur r r g . r r i vicn r l ' . r . t .o 1 I n r r f l \ n ro n Bhtttansculturcand environrncnt,lhc sc,rcrrrrrrcrl

i

:

hasadoprcd: vcrl cautious:rpproach ro rhe rlcvclopnent of tourism in thc kinsdom. Independenr travel is nor pcrm issible,:rnd rouristsarc not pcr, nrittcd ro wander about rhe countrv and to visit r \ , , l z . , n q . , , rn r n r r r \ r \ ' r \ \I .l u r r , r . r .r , ' L r r i , r . , , r r allou,edinto the dzongsbut nor into the inner sancruaricsduring rshechus.liips to Bhutan ale pre-planned,prepaid,and guided packagerours.

1 " 1 ' r . t . r ' tr l r r e r t ' ^ t . , f r . l i E r c , u ' . r r r r . l r i o r ile ' Ilhureneselntiques, llhuraneseeudroritiesstricth. nronitor and prohibit irems ro bc takcn out ot rhe countly if they have nor bccn officialh certifled :rs non-anriques.

Bhutans splendor:rndmysten'hasbccn un,

:

cloeked.1bdey, BhLrtln srrolls tolvards rhe modern world on its ou,n terms despircrhc spccdof mod,

E

structuralcxpansionin road,building,relecommunication, educationancl manpowcr training was given topmost prioriw. \X/hcnJigme t)orjiVirng, chuck died in 19-2, JigrneSingveV'angchuk as sumed his father'smantle ofbrinsinq abour sc,cial , h . r n g -cu r Je .o r r o m i . l c v c l o p r r ' e ' rr' r r l r; ' r . r n i r r q Bhutant ancient tradirions.hcritagcand culrural identityIt rvasonlv in 1974 rhat Bhuran opcncd its

ccononricclevelopment.Having livcd in scclusion fbr manl, merrv ve,rs, onc thing is ccrtain, asBhuran enrbracesthe futurc, it rlill continue ro cling to

cloorsro dre oursideuorld. \,:sLcrn, Central and

thc past.

erniz:rrion.lt rravelsthe middle path ro batencc enr'ironnrentalancl rraditionalconsenation an<1

Royal Institute of Managementand

Asiar-r Instituteof Management- InstitutionalLinkages M O S TO F U S W O U L D B E F A M I L I A R W TH THE economic ndrcatorsof GrossDomestc Product (GDP),Gross Nat ona Product(GNP)or Net Nat ona Product(NNP)The conceptof GrossNatronaHappi ness (GNH),howevet wou d be unheardby most of u s . N o t a p a r t o i t h e t f a d i to n a e c o n o m i ct h e o re s , GNH wou d not f nd .nent on n any of the textbooks either So,what does th s conceptsignfy? r.r^<a N rr'^.: H : ^ h ' n 6 a ( , <. : .

- leve op-Fnr ph osophyadoptedand pursuedby the nat ona goveTnmentof Bhutan.However,t s not rnutualyexclu s ve to the conceptsof GDP or to sustainabledeve o p m e n t T h e u n r q u e n e s so f G N H l e s i n t h a t a s r d e ' ' 6 c 6 1 1 6 - , g o \ , \ t L. p r e c . , " - t o no f e " / t r o ^ ^e n l andpreservaton of cultureandtfadltionare consdered in achievng sLrstanab e developmentthat promotes happness of the presentand futuregenerationsThis could be termedas the'midd e pathof development' L e a d i n ga n d s h o w n g t h e w a y i n t h e n a t i o n ' s

e n d e a v oirs t h e R o y a n st tuteof Management ( Bl M ) . L o c a t e dn e a rt h e R,I Mw a s c a p i t aT h i . . r p h u estabshed n 1986.As the country's onlymanagement nstitute, lt is entrusted with t h e t a s k o f d e v eo p i n g m a n a g e m e na tn d p ul l l c aomn sITaIon In 1996,R lvle.n barkedon a processof Ins t t u t o n a d e v eo p m e n t

'Center a rnedat mak ng t the f o r E x c e l l e n c e 'n aaanagement, tra ning,consuting and researchln the S o u t hA s r a nr e g o n . R M d e f r n e dr t s o w n v s r o no t , \ t i t u to n d ^ o d e . p - t . L r ,c tr h c - a9 6 6 _ 6 - o ' the key strategicin trativeswas to fofge nst tut onal p a r t n e r s hp s w t h s m l a r n s t i t u to n s i n t h e r e g i o n .

After exploringseveralopt ons acrossthe map, R M r e a z e d t h a t A s a n n s t t u t e o l M a n a g e m e n t( A l M ) was closestto rts visron/defn t on of an nst tutiona ..ode Thus,was born the nkagebetween the two n which A M has been provd ng consut ng services t o B I M f o f t h e I n s t i t u to n a D e v e l o p m e n P t fogram (DP).

-he C o * p o - e - l S o ' D D b r o d ol C o ^ p s e d deveopment of existlngand new coLrrses and curricu u . n ; f a c u t y a n d s t a f f d e v e l o p m e ntth a t i n c l u d e d e n h a n c e m e n ot f t e a c hn g s k l s a n d m e t h o d oo g y p a r t i c ua r y t h e c a s e m e t h o d ,f a c i t y d e v e o p m e n t that desired irnprovementof FIM's nst tutional re sourceand nlrastructure;tund deveopmentto devise

d e v ao o ^ F n ro { b L S |pl 5 sf . _ dg . d . n e Sa ^ o s ] 5 L e r ot aud t; and astly ofganizational developmentthat includedwork managementp an, perforrnanceeval uaton systemandalsosocal marketng p an enhancng the mage of the institute -fe A l \ . 4L o s , l r n g e a ^ w d 5 . o n p o s F oo sen or prolessorsand a researchassociateWhile at R M, a Technica Work ng Comm ttee was lormed w th faculty and staff as its [.embers. In t a ly, the offica contractwas for a periodof two years,d vided into four phases.Apart fro.n A M team'sv s t to F M n eachphase,aaentorng courseswere a so organzed at AIN/lfor the TechnicalWorkng Com.n ttee These e x c h a n g e sa s s i s t e di n n o t o n l y d e m o n s t r a n t g the A M expertisen teaching,research,and consutancy but a so faci tated the transferof ski ls and techno ogy.

The re at onsh p, however,cont nues to floursh wrth intefactionsand exchangesbetween the two instlLrtesat vanousforma and nforanaeve s Dur ng rha

,d

faM, \/a>.<

rhor.

hrvo

been steady nf ow of stu' dentsfrorn Bhutan n var ous programsatAlM includng the f agshp Masters n Bus ness M a n a g em e n t ( M B M ) p f o gram After comp etronof c o u r s e s ,m a n y s I U o e n l sg o b a c ka n d j o n R M a s f e g ua r f a c u l t ym e m b e r s .O n e s u c h member rs PemaWangdhee, a gfaduateof 200G2001batch ofMasters n Development Management{MDM) programwho s currentlywork ' g a . l e .- u e ra - d C r r FC f o o ' d i - a r oC o - m , . c a l o . s Unrtat Rl[.,4.

Fef ect ng on h s days at A M, he says, " t has been a truly worthwh e experence for rne to be assocated w th AIM am gladthat I successfuy c o m p e t e d M D M t h a t w a s m a d e p o s sb e t h r o u g h the AIM RIM inst tutrona Inkage lt s s mp y a mag n i f i c e n te x a . n p l eo f n s t i t L rot n a i n k a g e s B e s i d e s learnrngand acqu fing skilis n deve opment rnanage ment f e d, learntmany th ngs aboutA M partrcLrJa rly ts met culoustTarnng methodoog es and technrques As a facu ty of management nst tute now, the re evance of AIM educatons rrefutabyimmensefor me" A s t h e c o u n t r yt r e a d sg r a d u al y n t s p a l h o f nat onal happness, t rea zes it has a ong way to go "Of A d d s P e m ao n a n o p t m s t c n o t e , c o u r s e ,o u r Gross Natrona Happrnessparadgm w I preva and materia ze one day.However,we need to locus and ' contrbute on oca happiness first And R lvl s already " do ng that

AIM has to.ged a long term relattonshipwnh the peopie af Bhuran Snce aur engagenent wtth therrBofal lnsntulf-of Managernentn 1999.we have seena steady infloxaf ptamtstngan.l caG--rfocusednanagers stfttngtn out classrooms.carclully sifting ln thet ninds what ta bt)ng hane to Bhutan Steepedtn a nch culture that thef have so lealojsly protected fram outstde elements,the Bhutanesepeople a.e earnestlyctat'ttoga gave.nancenodel that w conbine the best af what they haveand what othershave to offe. Thosevtha cane ta AiM laak at us as a rich sourceof id-basand nnovatranlhat can mave lher madetntzanon effans tn the tight d)ectlon Prof. Sol Hemando, Ph.D. AIM feant Leadet,AIM RIM lnsntute BrirldtngPtagtanj

Khandu WANGCHI.JK {sirEeI August 2001)cab,hefCouncil ol (Lhengye Ministels Shungtsool nominated bythemonarEh, app.ove bytheNational Assembly; membe setuefixed,five-year tems; note- thereisalsoaBoyalAdvis Tsokde), Colncil(Lodoi members nominated bythemonarch Legirlativobr.nch:unicamera National Assembly orTshogdu (150seats; 105elected fromvillag constituencies, 10 rcprcsent rcligious bodies, and35are designated bythemonarch to govemment represent afldotier secular interests; nembers sorve three-year terms)e/ectbrsr local elections lastheldNovember 2002 (nexttobeheldNA20051 Judicialbr.rch: Supreme Court (themonarch); ofAppeal HighCour appointed bythemonarc {judges Politicalpr.ti6 rnd hrdoc: nolegalparties l onotionalorgofization pa iciIotior: AsDB, CP,ESCAP FAO, IBBO, ICAO,IDA,IF G-77, lMi l0C,l0[.4lobseryer], lTU,NA[,4 0Pcwlsigflarory), sAARc,uN, UNCTAD, UNESCO, UNIDO, UPU, WCo,WH0,WPo,\4TO(observe Fagdo.cription:divideddiagonall fromthelowerhoistsidecomerthe upper triangle is yellowand the lowertriangle is orange;center alongthedividinq lineis a large blackandwhitedragon facing awEy fromthehoistside powerparity GDP:purchasing $2.7billion{2002est.)

GDP- roal grolvlh rrlo: 7.7%(2002est.) power GDP- Ior c{pib: purEhasing (2002esl.) pafity'$1,300 Populsliorbrlow pov.rty lino: NA% Inff.lion r.le (coEunor piicoll: 3%{2002est.)

Lahorlorc.: NA notermassive lackol skilledlabor [rbo]torca - by occupslio|r: agriculture 93%,seryices 5%, industryand commerce 2% unGnploY'tner|t rrte: NA% Ind||laioJ cement, woodprodlcts, processed f ruits,alcoholic beverages, calcium carbide Cu.ronosngultrum{BTN); lndianrupee{lNH} Cun6ncyc.d6: gTN;INR ExdEng6rab.: ngultrumper (2002),47.18 USdollar- 48.6103 (2001 6 {20001, â&#x201A;Ź.0554 l, 44.941 119391,41.2594{1998) F3calyorrI July-30June hbirct com0y code .bt

C O V E RS T O R Y

TheRoad Ahead HEREARE ABOUT TWO THOUSAND, OR more,schools ofbusiness andmanagemenr across rhe world.Aboutseven hundredofthoseschools existin Asia.A striking majoriry ofthese schoolshaveembarkedquite recentlyin the sphereofmanagementeducationald the reason for their proliferationis no longermysteriousor mystilying to most ofus. Therearea few exceprions to thesenew schoolsand most ofthese havebeenremarkablyphenomenalin their endeavors overa noticeableperiod.Theseschoolshavespenta considerabletime and covereda significantdistancefrom rheir onset and one ofthem clearlystandsout in the regionroday.

This is an institute that is small,liveswithin its means, and doesmore with less.Yet it standsup to irs valuesand convictions and wheneverand whereverit can make a lasting difference,it doesmore,not less.This is a placewith an extraordinary tradition ofblending theoryand practice.This is a placewhere men and women who impart leaming and sharetheir experiences areleadersand practitionersin their respectivefields.This is alsoa placewheredecisiveconrributionsto knowledgearemade yearafter year,in light of the changesraking placein and around the planet. \Vhen it wassetup in 1968,the foundershad barelya glimmer of what the Asian Institute of Management(AIM) would becomein sucha short period of time. Although AIM wasrecognizedasthe Harvardofthe east,the compositionof its faculry studentsand smffdid not actuallymirror Asia asit doestoday.No one anticipatedthat one day the facultywould be a representation ofseveralfuian nationalities.No one anticipated that the student body would one day represenrover fifteen differentnationalities,And, no one anticipatedthat one day AIM would transcendits businessmanagementcoursesand establisha leadershipin development,management,enrrepre, neurship. and governance across the region.

Today,let us try to imagineAIM wirh its studentsand faculryrepresentingoverfifty differentnationalities,Imagine the placewith a giganticcampus,a number of tall buildings surroundingthe campus,a largestudentbody comprisedof thousandsofstudents,and a facu.lrycompositionofa few hundred members.Imaginethe institute offering more than a hundred differentcourses,individually milored to the students'needs and preferences,and in many different languages.Sucha picture is unthinkablero us righr now, just astoday'spicture ofthe institurewasunthinkableto our precursors.

Think ofit, it is not inevitableat all.

'Ibday, our view ofthe road aheadfor AIM is no better and not moreambitioustian our view in 1968.Technologyand dwelopment aregivenchanges,but just like our predecessors, we arealsolimited by our abiliry ro foreseethe distant,yet a .veryfastapproachingfirture.At suchjuncturesofour existence, we would serveourselvesby anallzingwherewe aretoday and wherewe areheaded.

Sincewe evolvefrom our past,the morewe aresureabout our past,the morelikelywe areto be cerrainaboutour oprimism for future. Individuals,societies,nations,civilizations,the rule holds true for all. [n the absenceofhaving a stronggrounding, the lirtureseemsro appearindisrinctevenro our mosrconvincing ideas,most compellinginitiatives,and most persuasive drearns.

Eversinceits inception,AIM hassuccessfully produceda steadystreamofcompetent and responsiblemanagenand leaders, not only in Asiabut alsoacrossthe globe.As the wavesofliberalizationand freemarketscontinueto sweepacrossand givethe world the shapeofa globalvillage,the institutestill manages to retain its unique Asiancharacter.As a centeroflearning, AIM hasbeensignificantlycontributing in more than one way over rhe last threedecadesto different societies.The first and foremost ofthese contributionsis the develoomentofleaderswho think

becomean integralcomponentofthe schools'programand its criticallv and independentlyand who are not only disciplined Throughdevelopingleaders, reputationall over the world. Gone are the dayswhen fresh but alsoself-disciplined individuals. formed a rhe instituteservesasan engineofeconomic growrh and prosgraduatesor peoplewho had their own businesses who enrolled themselves in business school majoriry ofthose periryfor rhe region.The secondand equallyimportant contri the opportuniry programs.Today,the studentsseriouslywaluate bution is to fosterthe developmentofthe communitiesat large costoftheir businessschoolinvestmentsincethey leavetheir by promoting opennessand understandingamongpeopleof jobs to pursuethe MBA, and the bestbet ofany schoolsriving diflerent nationalitiesof the world. landscape has to get the bescstudenrsis to offer studentsa careerprogression uring rhelarr fewyear'.the corporate l\ uolatiliryAJongwirh "irh exceeding aftertheyfinish their course.A recentstudenrsurveyconducted I I heenpuncruared in the differentbusinessschoolsacrossthe world reflecteda the smalland largecorporations,the businessschools l/ reverse-shift in preferences ofstudents.Unlike a few yearsago, havcalsomodified their ourlook and re-examinedand tailored to steertheir road ahead.In the recentyears, today most peopleenroll in a businessschoolto enhancetheir rheir approaches careerprospects,to build networkswith differentpeople,and AIM haswitnesseda mounting number oftop schoolsfrom to learn,in thar order.The volatiliry in the globaleconomyas the Westscramblingto grab a shareofthe growing Asian market. ti(4rarton canbe attribwell asmounting insrabiliryin individuals'careers Top namessuchasthe Universiryof Pennsylvania's ofthesestudents. uted to the changein the orderofpreferences Schoolof Business, NorthwesternUniversityKelloggGraduate So,wheredoesthis leaveAIM in the fastand everchanging Schoolof Management,Duke Universiryt FuquaSchoolof landscapein Asia?How is it preparedto takethe multi-directional Management,the UniveniryofChicago,and the FrenchSchool onslaughtdirectedto challengeits stature?Is it readyto respond ofINSEAD havelaunchedtheir programsin Asia.Eventhe s.hool' in Australiahavesreppedup effonsto artractthe best to thesechangesin its externalenvironment? to theseuncertaintimes The natureof AIM's responses and brightestofstudentsand corporations.In India, archriva.ls will dependgreatlyon the quality of dreamsthat weredreamt Kelloggand Vharton havejoined forcesto open the lndian for the institute and dre promises,perceptionsand performalces Schoolof Businessin the southerncity ofHyderabad. rhat its navigatorshad viApart from the insualizedto actualizethem. tensilyingcompetition, However,before evaluating anocherfactorimpacting the responses and the opAIMI standingin the tions thar lie ahead,it is regionis the softening important to realizethat the Philippineseconorny. issuesthat AIM is dealing Once an Asiantiger,rhe with arenot exactlynew to Philippineseconomy it. Competition is not new, today is slowly but surely but chescaleon which it is losingits grip on the reposing challengesto AIM is gion.'I'his is a serious new and different.Ecoconcernfor the Institute nomic ups and downsare asthe economyand the not a recentdiscoverybut political instabilityhave their impact is being felt a seriousimpact on the now The realizationthat Institutet business.

AIM the academeshouldcomhasbeensomewhatinpriseofPhD holdersis not new,but the exigencyis likely now. consistentaccordingto the businessschoolsratingsand it has beenon a steadydeclinein thosechartsbecauseofa few reasons. The graduares'demand that they be assuredfacilitation in rheir placementswasthereevena few yearsago,but the number of One ofthe parametersofthese internationalschoolradngsis graduatesrequiring this facilitationfrom AIM hasincreased the number of faculrymembersin the schoolwho haveearned on a practitioner significantly.ln other words,the challengesthat lie aheadof a PhD. Sincerhe Instirutehasbeenestablished AIM arenot new or unknowir, but the magnitudeofthose model ratherthan a scholasticmodel, the navigatorsin the challenges and the testsis certainlystriking. institute havenevergiventhis aspectasseriousa thought asit will primarily The heatofthese changd and challenges probablymerirstoday.Other areaswhereother schoolsare be felt by the AIMI flagshipprogramMastersin Business headingup vis-i-visAIM arecampus,studentservices, career Administration(MBA) asmost of the schoolsenteringAsiaare progressionfor the graduates,internationalmix offaculry and rea.llythe businessschools.One ofthe responsesto thesechanges students,thought leadershipthrough research,extensivecolporate that the Asian InstituteofManagementhaschosenis to strive exPosure, etc. to becomemore Asian in its character.There hasbeena growing Nowadays,the measureofa businessschool'sprogram has fiom variousnationalitiesamongthe students representation alsotaken a new color.The placementofthe graduateshas

Today,the studentsseriously evaluatethe oppoftunitycost of their businessschoolinvestment s inc et hey l e a v eth e i rj o b s to pursuethe MBA,andthe bestbet of any schoolstrivingto get the

beststudentsis to offerstudents

a careerprogressionafterthey f inis ht heir c o u rs e .

in the institute- from Nepal to PapuaNew Guineato Russia.

The presentteam offaculry hasa broaderregionaloutlook, greater and deeperknowledgeofAsian managementpolicy experience, and practice. sucha. De1f, lM will conrinuero rakerhe leadcourses uelop-enrM:n;gementand Entrepreneurship, rince [\ f I not many schoolsareendeavoringin thosedirections.

The academicportfolio, teachingmaterialsand methodologies arebeing benchmarkedwith thoseofthe leadinginternational schoolsand are modified and updatedregularlyso that they are more relevantand responsive to the conditionsand needsoffuia.

AIM asan institute hasalsobeenreachingout to variousmarkets suchasMalaysia,Indonesia,Singaporeand India, by offering regularprograms,which vary in duration from a few weeksto a numberofmonths.A USbasedinstitute rhar Iaunches its programin Asia might srandour on quality of learning,environmentand coursedeliverybut would not becomeAsian merelyby operatingin Asia.AIM hasan edgeoverits competitorsbut it is imperarivefor the Instituteto spruceup its sptem internally.

The multi-schoolsystem adoptedby AIM providesit with necessary reachand

intellectual capital, and an increasing focus on Asian-based case srudies.The core curriculum ofmanagement, marketing and economics is necessaryfor any manager, irrespective ofthe country or region but it is imperative that a good porrion ofcurriculum consists of teachings tailored to the Asia-Pacific market. The institute also realizesthe importance ofplacement for its graduates and it has come up with a comprehensive strategy to improve the processoffacilitating the placementsl-or its graduates.Regular corporate interaction and active alumni involvement are two important avenuesthat the school plans to srarr offwith.

The Insdture also plans to look at its local as well as international environment, with rheir physical setting and economic conditions, in a way that's active and creative and long run in our orientation. h has become more involved with non-degree programs in the recent past. Most ofthe projects in which AIM now

T h ec h a l l e n g etsh a t l i e aheadof AIM are not newor unknown,but the magnitude of those challenges andthetests is certainly striking.

breadth to cater to new demands and needs in the marketplace, allowing it to be immened, relevant and responsiveto the diverse inrerest in rhe region as they meet rhe challengesposed by globalization. AIM is well entrenched and is fortiSing ics position to take on these challenges. It is undergoing various accreditations and in the processhas reviewed various elements ofthe institute that were not reviewed closely before, such as the need ro have a much larger number ofPhD holders in the faculty. Recently it has been granted the European accreditation, known as EQUIS, and through it AIM has evolved into an Asian management insriturion set at the highest global standardsofindustry practice 'fhe Institute will benefit from this and academic excellence. recognition as rhis provides it a venue to reinforce its expertise and develop a wide information network in global businessand manaSement. its responsibiliw and commirThe Institute also recogniz-es ment towards the environment and it has recently passedthe recerrificarion audit to be awarded ISO 14001 certification for its Environmenral Managemenr Sy;tem (EMS). It is the first graduare school ofmanagement in the world ro receivethis certification.

The insrirute is now aiming to have the US accreditation of management education.

Other stepsthat AIM is taking to fortifr its stature include endeavoring a strong researchprogram, attempts to creale an internarional diversityamong the hculty and student composition, conrinuous modification of academic curriculum, review of rhe

participates, some of the investment initiativesAIM has launched - for example, the strengthening ofirs short programs on campus - have been in reaction to events rather rhan planned, premeditated, and thought through with ia own inrerestsin mind. AIM, as one of the major forcesto reckon with in the region and as a leading corporate citizen ofthe region, needs to take a leadership role. It needs

to look for opportunitiesto makeconstructivechanges.The Instiruteshouldlook for opportunitiesto makea difference,not necessarily by spendingits moneyon it, but by thinking ofways brought ofpurting partnershipstogetherthat involveresources to bearby privareinvesrors,and by the governments.It should makeuseofits resources: a verycommittedfaculryand staffand a studentpopulationthat is doing a lot to continuouslyenhance ia intellectand becomeresponsibleand selidisciplined individuals. and rejoiced overirr thirwarlyrhisyear.AIM celebrated f h filih yearnor simplyherear homebur alsoin otherplaces E whereirr alumnitrandrallto markit. inrenrionro hecome another a truly global instirution.This aspirationunderscores potentiallysignificantcontribution of rhe institute to the wider socieryThrough the subjectsand studentsAIM teachesand the it undertakes, the lnstitute educational and research collaborations canadvancegreaterunderstandingamongthe world's people.It canalsocontributeto the solutionofproblemsthat cannorbe containedwithin nationalor regionalborders- suchasthe spread ofdisease,the deprivationsofthe poor,degradationofthe environment,and ofcoursethe riseof terrorism.Here lieschallenge beforeAIM: to educaterhinkingcitizensand leaders,to preserve that to generatenew knowledg;e freeinquiry and freeexpression, improveshealthand spreadsprosperiryto encouragerealization ofthe humanpotentiallatentwithin eachindividual,and to reachout to rhe world to providea foundationfor mutual understandingand peace.

T h eA l u m n iR e s p o n s e :

LEADERSHIP. LIVEIT.

By Greg Atienza, AJM Alumni RelationsDirector, MBM 83

\rHEN A]M PRESIDENT Bobby de Ocampodaredconducr the UST SymphonyOrchesrrato serenadethe a.lumni,he wassending a message.Vhile nowherenear rhe musicalsophisticationof dre classic masterpieces, the Beatleshir tune "l WannaHold Your Hand" best saidhow the lnstitute wantsits relationswith its alumni. And judging from tenor and resultsofrecent alumni-iniriatedevents, the feelingis definitelymutual.

Leadership.Live it.

Sometimesyou just haveto srressrhe obviousbecause we tend to forget and take it for granted. So it waswhen the AIM Alumni - PhilippineChapter,ofwhich I am alsoa Director, emergedafter a day'sbrainstormingsessiontwo months ago launchingits new positioningaptly capturedby the tag line: "Leadership.

Live it." Alumni- Philippineslikewiseadopteda "brand" new and logo, the easierto rec.all: AIM Alumni. The "Philippines" in the old logo wasdroppednor our ofany lossof lovefor the hostcountry but to re-establish the hcr that the AIM alumni is a globalnerwork.Alumni - Philippineswill presentand proposethesechangesfor uniform adoptionby the Federationof Alumni AssociationsofAIM, known asFAIM. Ifadopted networkwide, a singularbrand and logo for a.llchapterswill servero Grnher raiseAIM! presenceasa regional,ifnot globalcitizen.

Coupledwith the repositioning,AIM Alumni - Philippinesis realigningits many endeavorsevercloserto thoseofthe Institute'sfive-yearplan for rhe alumni.Thesestrategicmovesare vigorousfollow-upsto the launchingofthe FaculryDevelopment "Paw Fund (alsoknown asthe Fund") last March. AIM Alumni

- Philippinesis helpingtakeup the cudgelsfor AIMI increasingly competitivejourney ahead.

SteppingUp: MBM 73, 83, 84 To be sure,the stirringsofthe leadershippositioning had beenbrewingfor sometime now. MBM 83 scoreda record ofsons by unilaterallyredefining the Homecoming Night concept, form and finances.From the usualexpectationofjusr breaking evenfor HorpecomingNight, MBM 83 sawan event-opportunity "Looking in AIM's 35n YearAnniversary.Under the bannertheme Back,PayingForward" the batch targetedan ambitious P2 million ofner revenuesto be paid forward to AlM-related worthy communilv causes.

They netted P2.5 million and gaveP0.3 million to the PawFund to supplementMBM 73's donation of Pl million.

This edrly.MBM 83 is ey-ging a biggerefforr come2008 when ir is honoredfor itsown 25"' YearJubilee.

Mearwhileir conrinues to champion the AIM Club (morelater).

For the March 5, 2004 HomecomingNight, Host MBM looks to extend,ifnot betterthe mark left by 83. Building ,84 upon the learningsand neworkingsofthe lastcelebradon, aswell asthe introduction of new iniriatives,MBM 84 looksto do one bener.Fo-rinstance,they havere-brandedthe GolfTournament " "' u the l AIM kadership Cup" and areplanning a more elaborate and instirution-building tournamenrser-upto sustainrhe leadenhip campaignfor the coming years.Their HomecomingNight will go for a high amendance and net revenueaswell, MAR ME Not one to be left behind,the Managingof the Arts Program(MAP) Alumni continue ro leadthe AIM Renaissance movementthat seelaro humanizemanagementeducation.Fresh from the P400,000raisedfor the MAP scholarshipfund through

"Silent the Auction" last March, MAP Alumni have startedyet anotherfund towardssettingup a new centerfor rhe humanitiesin Southeast Asia ofcoursebasedin AIM. last October I they undertook the book launchingofDean Ed " Morato's I 0 Universal Pdnciples of Great Art and Their Application to ledenhip Management."The venuewasartistically sprucedup completewith mood lighting and specialfurnitures evokingan arrisricarmosphere.

This rime ir wasan exciting open bidding auction for the I 0 or so of Morato's photographic masterpieces.

The Alumni of the Mastersin Entrepreneurship (ME) program,aswell asEdMo'sMBM 72 batch mates,provided purchasingpowerwhile with MAP alsotaking the rab for production,performanceand servicescosts.The night yieldedP600,000.

MDM

Vision: EnhancedAIM leadership andpioneeringposition .t

|

.t

.

mrougn a vrDrantcommunlty

life and relationshipbetweenthe l

.

l

.

lnstltute and rts alumnl.

Mission:To helpbuild and strengthenthe AlM-alumni relationshipby servingthe client-

OfcourseAlumni from the CenterofDevelopment Management, beingrealjoiners.losrno rimein incorporaring the Internationa.lMovementof Dwelopmenr Management (IMDM). They aredoing yet anorherConferencecome De-

alumnithroughS.E.R.V.E.

youcouldhave ccmberon theropic. guessed, senznr-Lcadership. ,,- . .'. .. f:j'.ti::t:":L:Y::,T-'::T:.liT:.iltl^iq"

ln facI. rheywant a keynoteaddreslon rhe topic "L-eadershi;.

"Intern",ro'a" Live it." The i. tuouLfl;|.i;J,,;i; perspective of CDM in this part of the world. IMDM hopes to generateinterestand enrolleesborh insideand outsiderhe Philippinesto the Mastersin Dwelopment Management (MDM) degreeprogram.

Vhat is additionallypleasingabout thesealumni initiativesis thar they comeat a time when businessis down.

The Alumni havethusseenopporruniryrarherrhan rhe crisis. lnqeeo.lne arumnracuvlfleswerevery enterprlslngand, ran on minimalcashourlayswhileleveraging the alumninerwork.If this presages the kina oru'a"unri'Jiu-r,irtpp.t,' ^ i".,rt. .o"j"h."d, it is very welcomenewsfor AIM. New Vision arrdMission for Alumni Relations It is in this backdropof renewedfocuson a.lumni Ieadershipand involvement that Dean Nieves Confesor and PresidentBobby de Ocampohavesteppedup connectingto the alumni in a major way.Alumni considerations are now factoredinto the AIM marketingmix, executiveeducation development,and the like.

The prioritizationofAlumni affairsis underscored by the realignmentof the Alumni RelationsOffice (ARO) as a srand-aloneunit direcdyand joindy under the Of{icesofthe Dean and the Presidenrand the creationofthe new position ofAlumni RelationsDirector.Previously,the ARO wasan adjunct to other Officessuchasdre Placementor Public Relations units.The greateremphasisis bestsummedup by ARO s new vision and mission:

tne leaclersnrp rs well ar tne tocu\ Posrtronrng l:t-l:tl',Ittts on the alumni relationship:

Alumni S.E.R.V.E. Leadership.

Serveit.

S.E.R.V.E.is a catch-allfor our rhrusrsand programs. asfollows: S E R V E

-

Servicesand benefits Excellent executive education & Iifelong learning Relationships, Referrals, Recruitment & networking Ventures, Value-creation, Visioneering Events New Programs, New

"Properties"

A sneakpreviewofsome new "properties"of Alumni "Leadership.

S.E.R.V.E.showsthe fleshingout of Live it."

'W'e "properties" "own' call them because the AIM Alumni will them and be distinctly associated with them. Thesearethe 1) AIM Club and the 2) lst AIM InternationalAlumni Lradership Congress.Thesetwo major undertakingsfall under the categoryV - Ventures,Value-Creation, Visioneering.They are visioneeredto further projectAIM region-widewhile giving more value to alumni servicesand benefits while being also lucrativeprojecrsrhat will build up the PawFund.

AIM Club

by Batch The AIM Club concept,spearheaded MBM 83 still under the PayForwardspirit, placesthe alumni right smackinto the AIM campusall year-roundbecause AIM will housethe Club facilities.Alumni will enjoy each others'companyalongwith the Facultyard other Institute membersin a Club offering physical,socialand business As envisioned,the Institutewill providethe approwellness. priate Club spacewhile the alumni will bring in the managementexpertise,venturefinancing, membenhip and usage.

A key featureofthe Club is that it is primarily constituted for the Institutet benefit.CIub income,net ofcapex and manasementfeeswill be ENTIRELY donatedto the lrutitute! schoolsetting, In a kind of irony, particularlyfor a business the highestaspirationofthe Club is the ZEROING ofnet incomeat yeart end when all net incomeis donatedto the Institute.

"Live The AIM Club is a massiveexpressionof the it" line. The longerterm vision is to seemore suchclubsall overthe regionwherethe alumni chaptersexist.Yes,sort of Iike the Harvard Club. Alreadythe Malaysianchapterhas sta-nedfundraising for their own building so the visioneering is in fact underwaythough still nascent The tst AIM Intemational Alumni Leadership Congress The other uniquely AIM propeny beingvisioneered is this Congress.This projeced annualeventwill haveits first installmentcomeMarch 4, 20M or within Homecoming Week.This Congressis unique in that it will be real-time vidEoconlerencing simulcasrin aboursixcountriesu:ing rlre 'Vorld Bank-AIM Global DistanceI*arning Network with the AIM sitebeing the leadpoint. This set-upis rhe first of its kind this sideofearth. It will afford regionalcorporate sponsorsthe benefitofflexing muscleswith us region-wide at affordablepesosponsorshiprates.

The Congresswill demonstrateAIMI regional corporatecitizenshipand footprint, which after 35 yearsof pioneeringis arguablymore extensiveand more Asianized schoolsin Asia.The Congresswill thar most other business ' the richnessoftalent and nerworking likewiseshowcase amongits globalJookingalumni.

The Congressis a collaborativeeffort right now amongseveralalumni groups.V/hile the concepthad been bandiedabout for about five yearsrunning, Host Batch MBM 84 wasthe one that crunchedout a presentationof dre proposedCongressbefore*re AIM Alumni - Philippines Board, which hasadopted the project becausethey wanted to do a Congressaswell come March. FAIM which is being eyedasa leadplayer to the Congess is providentially chaired presentlyby Ms. SugarHan ofSouth Koreaand alsoof

MBM 84. It is hopedthat FAIM will takethe Congresson asa group when it rneetssometimeNovember.But even now the enthusiasmis showingwirh the Indian chapter alreadythumbs up in participating. The MalaysianChapter for is seento chime in becauseofthe fundraisingpotentia.ls its own building. In fact, the whole FAIM network stands All the berer for AIM. to benefitfrom ad revenues.

New Servicesand Benefits Under the catch-allof S.E.R.VE.is a whole range ofservicesfor the alumni network to feaston and havereason to stayconnected.Among others,the freebiesalreadyin placeindude: Alumni ponal servicessuchasEmail Forwarding for Life, eGroupsfor batches,websitesfor batches,online newsletter,businessdevelopmentand opportunities site, PayForwardsite,etc. Do drop in at www.aim.edu,phand click on the Alumni tab.

Soonto be launchedis the onlineCareerManagement Service(CMS) alsoto be locatedin the AJumniponal and to bolsterplacementeffons.At CMS, studentsand alumni (with confidentialityoptions)may upload their resumesfor corporatesand recruitersto choosefrom. Corporatesand recruitersmay in turn upload their job openings needingAJM grads.Tie-upsberweenthe lnsrirure and prestigiousregionalheadhuntersare alsoin the offing.

Complementingthe CMS is the Alumni - PhilippineChaptert own ExecutiveSearchservicefor especiallyalumni to alumni recruitmentsand referrds.

Executiveeducationand lifelonglearningis accessibleto alumni with more than 30 non-degreeprograms ranging frorn three daysto two weeksm choosefrom. Being consideredis a kind of"Balik-Electives"or sit-in option for alumni.

Sharing the Vision Alumni S.E.R.VE.is re-roolingin orderro rise up to the hefty work. On a personalnote, I could not pass and opporruniryto serve up (rhoughI rried)the challenge the AIM Community asAlumni S.E.R.VE. Director.For two decadesasan inactivealumnus,I had not beenable to help. But the Good Lord knowsbeston timing. As well, we deriveour inspirationto serveand to lead from Him, to wit: ".., Anyone amongyou who aspiresto greatness must servethe rcst, and whoever wants to rank first among you musr servethe needsofall." - Jesu Cbis in Manhtw 20: 26 - 27 Ifthe AIM Alumni network aspiresto help enhance the AIM leadenhip, then we invite them to sharethat vision.

And astrue leaders,to live it.

alswho

starta career

tle faith in the traditionalemployment affangement tnat

suaranteediob securiw

Forhardworkandloyilry.

e*5

50

TakingOfiTheTieby Shinib.lt Ultr. Srigal

52

Professionalising FamilyBusinesin Australiaby Cyril Jlnkoff

n

ThkingOffThe Tie

By Shinib.li Mittr Saigal

ENTREPRENEURIAL SUCCESSCAN BE MEAby making suredin manyways.By launchinga thrivingbusiness, significantfinancialgainsor quite simply by attaininga sense ofpersonalfulfillment. It can alsoresultfrom overcominga dauntingchallenge,learningfrom adversiryand building a solid professionalreputation. Over the last few yearsthe Asian Institute ofManagementhasbeenhome to a largenumber ofentreprewith their spiritofinnovation, neurialstories.AIM entrepreneurs dedicatedhard work, driving leadershipskillsand the passion for deliveringvalueto customershavestrivedto make a difference to the world.

In recenttimes,programs ald majorson entrepreneurshiP havebecomeincreasingly popularand studentsareventuring into their own, rather than opting for starchywhitecollarjobs.The AIM MBM is one suchcourse,which has honed and guidednumerous in the last few entrepreneurs years.

The entrepreneurship movemen!hasgainedmoof several mentum because trendsghatare influencingthe way people chooseto work. To beginwith, the employeremployeecontractsaregenerally perceivedasshort-termcommitments.Youngprofessionals who arepoisedto starta career havelitde faith in the traditional employmentarrangementthat guaranteedjob securiryfor hard work and loyalty.Secondll careeroptionshaveexpanded.NonAlternativework triditional occupationalchoicesareincreasing. workers and contingent for part-time that allow arrangements busiautonomy Third, and for flexibiliry providing options are edua professional taboo, after considered are no longer nesses less therefore constraints and fewer operating are cation,asthere arsk.

NovemberCanaeisois pursuingher secondyearin the Management(MBM) programat AIM. She Mastersin Business her mind that shewould like to seeherself made up hasalready Nowoman ratherthan a corporateprofessional. asa business this September a hotdog stand launched vemberhasalready "The to thrill in beingyour own masterand beinganswerable

yourselfis unexplainable,"shesays.

Bi Quilala,an MBM 2003 graduatefeelsmuch the same.

Bi, who hasalreadysetup a naturaljuiceventure,saysthat even when he joinedAIM he wasveryclearthat he would like to start "I his own business. knew an MBM would help honemy entrepreneurialinstinctsand aid me to gain insightsand knowledge on what I wanredto do," he says, But not all studentscomewith a foolproofplan oftheir careerpath. AbhishekDhingra, batch of MBM 2003, who has a oremiumshoerepairsrorein Chennai,India, recallsthat when he cameto AIM he had no idea "I whar he wantedto do. just knew ; I that I wantedto makea difference and that somehowI wantedto ! ;1 createa brand.The realvalueofany organizationis the brand itseli I fl E *anted to feelthe headrush of = owning and working for my own brand," he says.

For JamieAnutez,MBM of structure 1999,it wasthecourse this programthat veeredhim towardsthinking ofstartingout with "The venture. an entrepreneurial casestudieswe follow at AlM, had a lot ofinformation on people who begantheir own enterprisesr' - and how thesebusiness businesses grew into the companieswe are familiarwith today.It then became clearerto me that doing a venture would be morechallengingand the focus*ould be on all the differenr facetsofbusinessratherthan jusr focusingon one sidebusiness that is Finance,Marketing, or Operations,"he says How exactlythendoei lhe coursegeir the srudentro wear the mantle ofan enrrepreneuriAccordingto Jamie,whetherit is the corporateworld or a businessventureofone's own, a moreorless similar setofskills arerequiredo makeit and AIM teaches "Knowledge(theoryand practical), its studentssuchskills.

Confidence,Savryetc is practicallythe samesetofskills needed to do a venrure.It is just a matterofrisk appetiteand what you arereallyinclinedro do. The MBM programgivesyou a choice and I would sayit is not for everybody.Otherwisewhat the program impans ifyou areinclined towardsa venture is probably a clearerpicture ofwhere you seeyourselfin the future. I came in wanting to further my careerin retail bankingand cameout

I would tell him of all that I had done and he would correct looking for waysto stan my businessventureideas,"he says. me then and there ifhe felt I wasdoing something wrong. Yes Bi feelsthe coursehelpsby giving one a structuredap"Ve therewassomeamount of idealismsincethey could not seeit have a systemof proach towards alallzing situations. in person,but sinceir wasnot a product but a serviceit was VAG (wrinen analpis ofa case)where one hasto breakdown much easierand therewasmore margin for error," he says.

The numerous it coherently. then organize problem and the Novembertoo feelsthat the coursehashelpedher get a VACs that I had to do through the coursehelpedme when I "The way the picture on how to establisha business. and larger my though$ It made me organize my business. started and a to have a macro we are taught MRR is created, venture he says.

Dhingra sals manner," coherent ideasin an extremely lVe arealsotaught how to look into wery little micro vision.

AIM was happen to him at things to ofthe biggest that one 'Bi detailand rhis indudesa.llaspectsofcosr strucrure,oPerations m€€tinghis batch mate Quilala who inspiredhim to start "AIM and markedng," shesays.In Jamiet opinion the biggestadranI learnt how my support system, was his own business. need m tagein doing a ventureMRR is learninghow to createa business that I would recommendations and to make decisions "The frameworla derived from the coursedefinitely help manager, plan. ofa small time are never those defend.Thesedecisions for a more formal and implementableplan. A busines just ro make what he wants does they areofa CEO. An entrepreneur is always a good place to start wen ifthe initia.l venture it has to plan more than money, with motivation and has to decide I sdll find it amazingthat a lot ofsuccessfrrlentreprehe is simple. because he knows passionately about be something he feels bothered abour businessplans. Could you imagine neurs never hasto live with that decision." have done if they had businessplans in placel" how they would option of weaves the Management course The Business reallypracdcd or doesit just offer the But is the course In flct, part ofthe curriculum. doing a businessventureas studenc a theoretical given the crazefor overview ofseaing up this enrrepreneurship, a businessiDeepak year,AIM has introfeelsthat the AIM duceda specialization curriculum is not at dl in the subject.Students theory orienred.On haveto first zero in on the contrary,he bean idea,do an industry ' r t .

I liwes the casestudy analysisto figure out method rhat is pracwhether it is viableand dced here is extremely then employ a stcp-bypractical.Jamiefeels srepprocessin setting that theory is always up the business. important asit helps Vhether it is studying a good foundabuild rhe market, doing an tion.

On the other industry analysis, I t t t AJM does give a hand writing the business ofthe practicd taste plan or sertingup the inroducing thc side by final ventureAIM is 'real and mistakes to avoid insights on that give life' cases there to guide the student all the way. formulasrhar can be applicablein many situarions. success MBM 1998,wasthe first Indian DeepakRamaswamy, "However if one is looking at pure practical knowledge, it is sudent to opt for a venture MRR; he set up a karaokelounge a little tough asone would need to be a working student to in Chennai, India. Ramaswamysaysthe support and encour"l Dracticewhat one haslearned- which would be difficult to do €ement he leceivedftom AIM is immeasurable. chosePro( EduardoA. Morato, Jr, who wasknown for his meticulousness given the work load. Howeve! even here the venture is a great stepin the directionasthe studentsare involvedin setting for details(sometimestoo much), but in hindsight,it was up the businessfiom the word go," he says,But Jamieadds outstanding guidance. He ensuredthat I actually worked in a that therearesomethings that AIM or any BusinessSchool musicloungein Manila for about thret weelato 6.rllyundersund realizesthat they cannot impart and which have to be learnt the operations. I actually changedLDs in rhe control room as via er<oerience. well. He made me rwis€ my repon seventimes. But due to ibhirh.k ' ri i hi. l"-di-dah shoestore (MR. PRONTO) rhar, when I finally submitted my report, he gaveme a clean in India, Jamie the serial entrepreneur involved in insurance pass,Also during the dme I wasestablishingthe venture,he and furnitirre, Novemberwith her rolling hot dog stand,and to me and would mee! me at leastonce wasextremelyaccessible Bi with his unique naturaldrink businessareall selfdirected, a weekif not more. It did help me that out of37 or 38 ventures action-oriented,confident,collaborative,persweringand (I think the largestfor any batch to date),mine wasthe only who embodythe AIM spirit decisive,entrepreneurs ventureby a foreignstudent.During our meetings, overseas

w'ho Youngprofessionals

are poiscdto starta carecrhave

little fhith in t n e t r a o r U o n a l

employment :trrangementthat

job securiryfor hard guaranteed wo rK a n o l o y a l ty .

J

Professionalising Family Business in Australia "Family

businesses dre a - if not the - maior conrributor tu the mnomic and social

u.,ell-being of all capitalisticcounties."- Alden Lank Economic significance (which can be defined asa businesswhich Family businesses is substantiallycontrolledby a family or families)arethe main contributorsrc the GDI net wonh and employmentin countries around the world and thus they havegreateconomicand social significance.Studiesconsistentlyshow that about 800/oofrhe world's businesses are family businesses.

The 1997 Monash UniversiryAustralianFamily Business Surveyindicatesrhat family businesses form a significantpin of the Australianeconomy.The surveyfound that family business represeoted 83oloofall privatesectorfirms, and employedmore than 50oloofthe work force.In the next 10 years,estimated transitionofwealthoffamily businesses is about$Ausl6 tillion, or $US I Tiillion (Smyrnios,Romanoand Tanewski,1997)

nessSurvey(Smyrniosand Walker,2003) one in five family business proprietorsin Ausmaliaarenow more than 65 yearsold and 11oloareat least70. Ylhile 82o/oof family businessowners regardsuccessionand retirement asimporcant, only 23o/oreport havingdocumentedsuccession plansand only 250lohavesought professionalsuccession planning advice.Many ofthe family business ownerswill needro sellbecausethey haveno successor (or becausesuccessors havealternativecareers)shouldstart preparingnow for an eventualsalein a number ofyearshence.

Although rhesebusinesses arehealthynow, thereareenormous ramificationsfor rhe ill-preparedfamily businessownersfor them, their employeesand the economyasa whole (ArnandaGome, Find a Successor or Sell,BusinessReview!7eekly,March 27 April 2, 2003).This is whereprofessionalisation ofthe business becomes a verycriricaland imporranrprerequisire.

Balancing two systems

Professiona-lisation.andgovernment influence

Family businesses facechallenges that severelyimpact on In Australiathereis effectivegovernmentinfluencethat their longeviryThis is a major causefor concern.In a typical olien resultsin a higher degreeofbusinessprofessionalisation family business,businessownershaveloyalriesto the family as for both family businessand non-familybusiness.

This occurs well asthe business.The familyt goa.lsare to developand support bec4use Australianbusinessfacesa batteryoffiscal and business family membersand achievesrrongbondsofsupport. Business, Iawswhosecomplianceis far more rigidly enforced,and consehowever,is driven by wealthmaximisationand works in the quenqlycompliancein Australiarequiresconsiderabletime, effon, oppositeenvironmentwhereonly the fittest surviveand where expertiseand expense.

This resultsin a culrurewhereadvisers, changeis the norm. mainly accountantsand lawyers,arefrequentlyconsulrcd,as The key to understandingtheseinevitableand interrelated non-compliancewith Australianlawscan be very costly,and challenges is to managea harmoniousbalanceberweenfamily indeedfatal to the business.

This often leadsto Ausrra.lianbusiand business.Familychallenges include relationshipsbetween ' nesses and adviserstaking businessprofessioanalisarion very family members,berweenfamily members,their staffand outseriously,and this includessystems,shorter-termplanning, siders.The businesschallengesareprofessiona.lisation, governance managementaccounting,paymentof raxation,HRM, attenrion and succession.

Professionalisarion is the runnins ofthe business to contractualterms,occupationalhealth and safery,public safety in a business-like manner,and includesrhe insrallarion ofan and consumerprotection. accountingsystem,the useofmanagementaccounts,the useof The professionalisation in Australiatendsto be more ofa strategicplanning,the useofHRM rechniques,the business short-termnature,to ensurethat interim pressures areattended training of family members.Governanceis the "steering'ofthe to, includingthe above-mentioned fiscaland business laws.This business, and includesrheboardofdirecrorsin a coroorarion. is usuallyreasonably well attendedto. However,asthereis less Succession is rheconrinuation ofrhe ownershipandieadership pressureon the long-term there is often a needfor more attention of the firm (which may or may nor be to a family member).If in areasincluding strategicand succession planning,ascan be professionalisation is correctlymanaged,it pavesthe way for seenfrom the quotedstatistics. smooth managementofthe governanceand succession challenges.

Austra.lianfamily businesses in transirion According rc the 2003 Australian Family and Private Busi-

Crlil JdnkoJli' . CP,4llaqo/MBA aad us bom dd tdr.d i, Ay'ralia. He ;' Mn;.11 'o a Fili?i,a and hws 'nd aork ia kth lt Philippi,a dnd Aundlia. H. ii .s ac.tuio,al 'f.zkn at 'h. AtM Fdntu/ ttugaw. He i 'h. fol"da a.d th. Cbaitun ofth. CPA Aundlia Fani, "Th. Bai,.s N.ttuo*, a"/hs aldo't.ontLt d bi' do.tolal diwtution d&bd I4'ion l Dtu.bpn."t

afFdnilr

8ui"^

Adrini.

H. .d, b. co"tactcd at uau.bw*otuttias.con

...theAIMALI.JMNI promisesto makeour 'fcel hlumni soodandfeel r' ')e"members

of,, proucl.tg r a presilglousassoclanon.

AIM AlumniHomecoming2003

56

New AlumniBoardI'rducted

57

Bringingthe Association to a New PlayingFieid

58

VletnamAlNl Alumn Assocation

59

Prof.BingAzanzatouchesbasewith Alumniin Slngapore

60

TheAIM AlumniFundfor Facuty Development

63

PostHomecomng Thoughtsand Reflections Rememberng Eddyx

68

A L U M N IP R O F I L E

t0

LETTERS FROI\IALUMN

12

CLASSNOTES

Save the date

03.o5, Join your classmatasand other fellorru alumni as we celebrate your Grand Reunion.So blod< off your calendars, call up your CAN gnoupmates,and return to AIM for an unforgettable evenangespecially prepared for you.

Gelebrating Batches: 1974- Pearl Gelebrants 1979 - Silver Jubilarians 1984 - Lead Host Glass 1989 - Host Class 1994 - Host Class 1999 - Host Class

-t .

{

\t.

T

A L U M N IN E W S

NewAlumniBoardInducted

D e a nC o n f e s o(re l t l , C h ar m a nC u s a , a n d P r e sd e n t d e O c a m p ol c e n l e r w ) r h n e w b o a r dd r e c t o r sl l r o i r r o \ , !l.r o m e f t )C o r aD o o r o s o H e n r yA q ! e n i j e( b o a r dv r c e cha|lman)EdBaiaga1boardcharman)'BarbaraGonzaez'NenryTenederotV]arveeCe|,FrT]toSoqUno1backrow1romelt]FlomeioYaptnchaY l s e c r e l a r yT) ,e o d o r o Vl a n ! e v al t r e a s u r e nJ o e A l m a g r oC , o n r a d oD a y r r . A M a y o r ag o . E r n e s t oc u z r n a n D , a ne S a r a c i na.n d V e ne R a a o s d

A NE\r BOARDOF DIRECTORS h:' 3rs1sp1sd rhe . hallengeof expanding the reaqh,breadch,and involvemenr ofthe Alumni Association ofrhe Asian Instirure of Management, Inc. (AAAIM) when A,4.4IM held irs annual Board ofDirecrors' turnover and oath-taking ceremonies at rhe SGV ConferenceHall on August 13, 2003.

AIM Dcan Nieves Confesor welcomed the alumni and calledon them ro help cnsur. the relevanceol AlM . offcr. ings and the requirements of rhe Asian h u s r n c ' s . , , m m u n i r ;yn- d b c r h r l n r r i r u r e ' partners for academic review, teaching, resourcegeneration, placemenr of gradtrates,and helping gro*'rhe AIM stuclenr bodl AIM Board ofTrustees and lloard of Covernors co-chairman lose L. Ouisia, Jr. the inducting officer and gucst speaker, "The added, true mcasure of AIM's excel iencein educationliesin irs alumni- In 35 vears.AIM has proven irs leadership bv consistentlydevelopingieadersand man agersin Asia who thrive in an environment

ofexcellenceand who instill io their subordinates and respectiveorganizations the pursuir to be outstanding."

Mr Cuisia also wished tire new board successas they embark on the programs of li[elong learning.careeropporrunirirs. b u s i n c ' ra n d t r r d e i n c e n r i v e st o , mmuni. cations, the Alumni Fund for Faculry Development,and alumni recognitionthrough the Triple A and the Honor & Prestige Awards. He Iikewise challenged AAAIM "the to be besr alumni associarionin Asia."

I n h i . a . . e p r a n r es p e e c hi.n . o m i n g AAAIM chairman Ed Baiaga (MBM 74) "look laid out the board's plan co at the Associationfiom a marketing point ofview a n t l r . r n r e n ri r a sa d v n a m r . .e n r e r p r r . r r r g and viable organizarionwirh an enviablc l r . r o l , o n r < 1 5 , 0 U 0a l u m n i m e m b e r si n the Philippinesas rargermarket antl re, ' sourccbase. ''-lb get back the inrerestofour alum'rve ni." he conrinued, shallrc-latrncnrne Association as a brand - the AIM AIUM Nl. Ar e brand.the AIM AIUMNI promisesto rnakc our alumni flel good and feel

proud' to be members ofa prestigious association-" To create value to members, donors, and sponsors, Bafiaga said the board shall relaunch the Alumni Membership Card, which will come with great value and benefits.In addition, he committed to earmark most ofthe funds raised rhis year to rhe Alumni Fund fbr Faculry Development.

President Roberco de Ocampo and Dean Confesor presented plaques of rec, ognition to the outgoing members of thc Board ofDirectors, namelv,Felipc Diego (MBA 73). formcr chairman of ,{A,{IM and FAIM: Dulce Casaclang(MBA 73). former cxecutivedirector o1-AAAIMT ElsbethMacDonald (TMI) 0l ): Manuel Francisco(MM 8I ): Luisiro Irernandc'r (MtsA 8 I ): W'iltredo Chato (A I-(i 7;)r lielipc Buena (MBM lJ5),and [)aniei Saracin(MBA li3) Among thosc prcsenrduring thc r n d u c r r , ' rur s r s r h c | r , r d A " { l \ l , l r a r r . r n u n l l c ' r c M . r r r i r r r z( V h l ' t t ' r . l a . r r n , (loseco. (MBA 89)and llerna l,omoran (MBA izir

A L U M N IN E W S

Bringing the Association to a New Playing Field Speech deliuercdb1Eduardo Banagaat theInductionRitesof AIM-Alumni Center ,knciation BoardMenbersbst Aagust13, 2003, SGV Hall, AIM Conference

ISABOUTTO STARTANEW AN ALUMNIASSOCIATION chapterin its 32 yearsof history. falling revenues With very limitedfinancialresources, from new members.the lackof revenuesfrom old alumni members,a waning interestin the Associationaffairsby the members,a syndromecalled"donorsfatigue"matched it is high time we by an increasein donationexpectations. takea hard look at the Associationif we want it to continue in its mandate.

Let me assureyou however.that I havefound a wellspring of new ideasand enthusiasmfrom the incoming Boardof Directors.With their supporttherefore,I accept the Dositionof Chairmanof the Board.

Makeno mistakeabout it, we intendto turn the situation a r o u n db y u s i n gt h e v e r ys k i l l sa n dt r a i n i n gt h a tt h e A I M has given us in the pursuitof our own careers.

R6-inv6nting the Association and donation-giving From a plain donation-seeking we shallbringthe Association to a new "playing operations, field",a playingfield we AIM graduatesare more familiar from a marketing with.We shallnow lookat the Association pointofview and reinventit as a dynamic,enterprisingand viableorganizationwith an enviablelist of some 15,000 as targetmarketand a alumni membersin the Philippines, resourcebaseas well.

We shall seekthem with the samezestand resolveas any marketingpractitionerworth his salt.We shallconsider every missingalumnusas an opportunityloss- not only for us and the Institutebut also for himself.

Re-launching the Aasociation as a Brand To get backthe interestof our alumni,we shall re-launchthe Associationas a brand- the AIM ALUMNI.As a b r a n d t. h e A I M A L U M N Io r o m i s e st o m a k eo u r a l u m n i "feelgood and feel proud"to be membersof a prestigious association, TheAIM ALUMNIis a promiseto deliver"servicesand opportunities"relevantto our Alumni membersparticularly i n t h e i rc a r e e r s . T hAeI M A L U M N Ii s a p r o m i s et o p r o m o t e by our alumniwhobringhonor and recognize achievements prestige to the Instituteand the Association. and T h eA I M A L U M N Ip r o m i s e st o s u p p o nt h e A I M i n i t s

effortsto maintainits statusas a top graduatebusiness managementschool,not only in Asia but aroundthe world aswell.TheAIMALUMNIis a oromiseto havean Association officethat is big in service,though small in floor area.

The AIM ALUMNI is a promiseto continuedoing our sharein communitybuildingand promotingsocialrespons i b i l i t ya m o n go u r m e m b e r s .

Creating Value But.iustlike before,we shallcontinueto generaterevenuesfrom new graduates,donationsand sponsorships You may ask:"So what is and otherfund-raisingactivities. new?"Thistime,we are committedto "createvalue"to our We shallprovide"value members,our donorsandsponsors. for value received",as what the AIM hastaught us. ln the nearfuture.we intendto re-launchthe Alumni MembershipCardwith a new look. But more that a new look,it will come with great"valueand benefits"so that an a l u m n u sw i l l b e w i l l i n gt o r e n e wh i s m e m b e r s h i pc a r df o r a fee in the vearsto come. _ To our donors and sponsors,we havea resourceof s o m e1 5 , 0 0 0a l u m n ii n t h e P h i l i p p i n ews i t h a l o t o f b u y i n g power and influence,among otherthings.As a group,this is an advertisers'or a promoters'"dreamtarget".We are "win-win"situationfor those interested committedto createa to supportus and whosevision we share.

To the Institute,we shall continuethe AIM ALUMNI FACULTY FUNDlaunchedlastyeat and committo earmark most of the funds raisedthis vearto the FUND.Welikewise intendto enlistthe alumnimembersto becomethe "primary salesforce"of the AlM. Forwho elsecan sellthe AIM better t h a ni t sa l u m n i ?

Looking Ahead T h e n e w B o a r ds h a l lb u i l do n t h e s h o u l d e r so f w h a t was achievedbeforeby the past Boardof Directors.We havea long list of urgentas well as near-termbut doable projects,all gearedtowardsmakingthe new AIM ALUMNI, c o m ea l i v e .

In closing,I urgeall you my fellow Directorsandfellow alumni,to supportour activitiesin the Association,as we " l e a d i n ga l u m n i w o r k t o e a r no u r " b r a g g i n gr i g h t s "a s t h e a s s o c i a t i oonf g r a d u a t em a n a g e m e nstc h o o l si n A s i a " .

A L U M N IN E W S

V i e t n a mA I MA l u m n i Association(VNAAA) HE VIETNAM AIM Alumni Association (VNAAA) wasesablishedin the late 1990s,and with the encouragementof Prof Edel Guiza, Prof.

Sol. Hernando,and Dr Ngo Huy Liem (who is a guestprofessorofAIM and dre Manager of the GTZ-funded PovenyA.lleviationProjectat Ministry of l,abor, lnvalidsand SocialAffans - MOLISA) the VNAAA becameofficial on 20th of March 2002 in Hanoi. A largenumber of graduatesfrom MDM, MM and MBM programsand PPDM and PDM short courseswerepresentat the ceremony,The went waswimessedby ProfessorSol. Hernando,and Ms. Edir,haL. Pimenrel.Elecred to rhe Boardwere Ms. NguyenThi Thuan (MDM 1998) asPresident,and Mr PhamNgocThang (MM 1999),Ms. PhanNgoc Mai Phuong (MDM 1998) and Mr Trinh Thanh Binh (MBM 1997) asMce Presidens.In June2002, the Board appointedMs. Le Thi Vet Thu (MDM 2002) asia Secretary.At present,VNAAA has6 I members.ProfessorVo Tong Xuan, an AIM Board member,is the Honorable Member of \NAAA. \4.IAAA hasia own charter,and its funds aresourcedfrom membenhip fees(minimum annualmemb'ershipfeeis VND 150,000or US$ l0).

The vision ofVNAAA hasbeen identifiedasfollows: 2 srong asociation tbat playsan acioe role in facilitating deuehpmentin Viemam,and strengthening the relationship and cooperationbetween,hehidn Inttittute of ManagenentlAlM) and releuantinstitutiow in Wetnam." "ro Given this vision, its missionis contribateasmuch aspotsibleto the deuelo?m"ntmdnag.mentin Wemamb7 making

the mott of theAltr.mnii brain and their nenaorhingu,ithAIM AIumnifom other couxfties,dnd to enhancethe?reJenceof " AIM in Vienzm.

VNAAA recognizesits three clear objectives:to enhancethe presenceofAIM in Vieuram:ro srrengrhen lhe co-operarion and mutual understandingbeween and among its memben; to be deeplyinvoh,ed in managementtraining and consu.ltancy activities,especiallythoseconductedby AIM in Metnam.

AJM wasfirst known in Metnam in the early 1990s,and the first Vietnamese studentscameto AIM in 1994,The number ofVetnamese graduatesftom different AIM programmeshasbeenincreasingrapidly. At present,thereare 52 degreeprogrammegraduatesand more than 400 non-degreeprogram gradwites(including thosewho benefitedfrom short training coursesconductedin Vietnatnunder the ADB and GovernmentofNetherlands"Capaciry funded Strengrheningfor the Ministry ofPlanning and Investment (MPI)" project.VNAM is very proud that its alumni can be found in almost everyprovinceor city in Vietnam. A number ofalumni haveaccomplishedtheir Ph.D studies.Two alumni members(one ofthem is the GovernorofHaTinh Province)aredeputiesto the NationalAssembly. Many othen areoccupyingimportant positionsin their respectiveinstitutions.

RegularAlumni meetingsareheld everytwo months to ( I ) reviewpastactrvities and plan for future activitiesof VNAAA; (2) sharemanagementexpenencesand waysto do business;(3) exchangeup-to-dateinformation on business opportunities;and (4) seekchancesto cooperatewith one anotherin business.

\NAAA takeson the task to introducc AIM and its managementtraining programmesto various Vietnarneseinstitutioru a-ndindMdua.ls(in all public, private and NGO secton) and o encouragethese institutionsto sendVetnamesestudents ro AIM for both degreeand non-degree training, V|{AAA alsorecommendsgood candidatesfor variousAIM programmes for AIM selection.For selectedstudents, \NAAA membershelp the studens familiarizedremselveswith the Filipino culture and the uaining styleof AIM. Meetings betweennew ald old studenr are usually held before a new group of studens leave for AIM. The Associarionis alsoinvolvedin managementtraining and consultancy activitiesin Metnam and in AIM. VNAAA dso provides support to AJM professorsduring dreir missionin Metnam for by making necessary arrangements their appointmens,accompanyingthem to their meetingsand providing them with interpretationserviceif necessary.

VNAM is alwaysreadyto takepaft in AIM's activitiesin Vietnam.We wish to see moreAIM trainingandresearchprogrammes conductedin Vietnam,andare eagerto be Wecommit involvedin thoseprogrcmmes. to makeour best effortsto makethemqrcat successes, VNAM also wishes to have claser contacts and relationships with AIM Alumnt from other counlhes.We hope tnat networking with othetAlM Alumni associations,especial ly thosetn AsEd. wll be pan of out acuv'tyin the neat futurc and that we can join effofts in making our wo d, our Astaa better place fhtough the AIM magazine, we would liketo wish allAlM professorsand staff and allAlM Alumniall over the worldgood health, happinessand great successes.

A L U M N I N E W S

Prof.Bing Azanzatouches basewithAlumniin Singapore

\(iHAT DOES IT TAKE TO GET AIM Indian, Philippine,and Singaporean alumni living in Singaporeto get together Answer:a freemeal. with an AIM professor?

On September21, I had a dinnermeetingwith DerekLiew.BeeVan Dirzig.

Rica and Mohit Misra (MBM classmates who formed their own CAN group for life), Syed,Vivek Chandy,and FredUtanesat the fabledBan SengRestaurant.Derek brought the booze.Severalotherssuchas Amber Chandracouldn't makeit assomething important like a soccergameon TV or somcthingcameuP. Anlway, we had a good time, spurred on by wine connoiseurDerekLiew'sselections ofexcellentbut cheapvintages.

It is good for AIM professorsto touch basewith alumni and seewho is still alive. at the dinncr, Therewasmuch camaraderie and somework evengot done.

As you may know,for the lastcouple of years,a numberof Indian MBM & MM havebeengoing to Singapore graduares "lucky aftergraduationand havestayedat a Jpartment"Fom which everysingleresident job. And hasemergedwith a Singaporean someFilipinoshavegottenjobsin Singapore too. FredUnneswent to work for a Philipoffice,rhen Singaporean pinecompany's movedro GCF Pte.Lrd. ofSingapore.Rica went to work rs Mrs. Mohit Misra,but also foundemploymentat Deloitte&'lbuche Singapore.

An).way,the alumni saidthat Sin-

gapore'spolicyfor someyearsnow hasbeen to get the bestand brightestfrom allwhere.

Go take in workingin Singapore?

Inrerested "hrrp://www.contactsingapore. a look at org.sg/".Turnsout that justabourany nonleloncangera six-monrhvisa,and dr-rring rharrimeyou look lor a ioh.The alumni employerstend advisedthat Singaporean and tend to want to to be conservative, placeyou in a field whereyou alreadyhave work experience, so it s not easyro switch fields.But it doeshappen- Vivek Chand,v, 'spent all for instance,an engineer-rype, night beforemy intewiew readingDamodaran'sfinancebook"andacedhisinterview fiar KIMC, and is nou a well-dres'ed nance-rype.However- the soberonesat the dinner urged- it is a lot easierto find a job in rhe lessglamorousOperations/ SupplyChain-rypefields,aseverybodyand his mother want glamorousfinance-type jobs, and thereis a glut ofpeople in rhat field.especiaily afterthe recentreduction. and mergersamongthe financialinstitutionsin Singapore.

Still, everybodygot jobs from the 'I'he StraitsTimei, or from want adsin alumni or friendsof alumni. Generally speaking- they saidbetweenmouthfuls it takesa minimum ofabout 6 weeksof and followinglup readingthe newspapers ell leads,to landa job. But rhevisais for six monthsso that'sample.To savenonev have during this search,variousAIM Elrads sharedapartments,includingthat one par"lucky apartment";and somehave cicular stayedat AIM alumni's places,includrnpi ofthe unfortunateMr and the apartment Mrs. Mohit and RicaMisrawho extend, guardedly,rheirinvitationto yet addirional rransientswho wish to look for iobs in Singapore. it is alsopossibleto get Apparentl,v, jobsin Malaysia,andAIM gradshavedone so.lndeed,rhegeneralopinionis that iob aremoreplenoli-rlin Malav'u. opponuniries bur the legaland administrativerequire-

ments surrounding getting iobs there are somewhat more difiicuh rhan in Singapore.

They said that in Singapore,ifthe emplover wants you, you're in.

As we conrinued consuming braised goose,steamedpomfret, seacucumber, ald seteral other delicaciesordered up by the well-klown gourmet Derek Liew, I rnformed my gueststhat in fact AIM is pres' ently negotiating with rhe firm of Signum, Vard, and Howell - a professionalregionai execulive-placement firm - to help grads get jobs around Asia; and rhar AIM would "lucky consider partially-subsidizing that apartment" for severalmonrhs after gradu_ ation to give some support ro AIM grads looking fbr jobs in Singapore. I also urged evervbody to go to AIM's website and sign ", "Email Forwarding for Life up for AIM's so that AIM could better facilitate interaction berween our alumni, including rhe posting of job opportunities.

My co-diners were also happy to know rhat AIM did obrain full accreditationin F-uropesome months ago From rhe Europe_ body EQUIS; an accreditation-granring and that AIM was, and still is, in the process ofworking with the U.S. accreditationgranring body - rhe MCSB - for gerring full accredimtion in America. Alumni said that some ofthem have gone [or, or wish to go for. Doctorates, and that this accred_ itation will help thcm verv much. Bee Van Ditzig notifiecl everybodv that she was runn i n g . rT r a t n i t r g . o m p a n.\r l l e d I n t c g r r l i v e Learning Corporation, whereupon she and variouralumni di'.us''eJ po..ible parr-rime training engagements.

Ve ended by srumbling our and agreeing thar we all had e good time ,rnd that AIM faculry visiting Singapore should host more dinners.

Seriously,AIM expectsto exert more eRbrtsrowlrds assistingour gradsand alumni to find internationaliobs in Singapore. l ) o em ; i l m c a t h i n g t "ai m . e d u . p hi f v o u are interested in this nratter.

The AIM Alumni Fund for Faculty D evelopment BEICE TigerAward(P100,000) YELLO\( TigerAward(P250,000) ORANCiETigerAward(l'500,000) BRONZE TigerArvard(P1,000,000) ' "l)aw Fund on Februarv27. 2003.

SILVERTigerAward(Pl,500.000) for Facultyf)evelopment"or AAAIM provideda seeddonationofP100,000.

GOLD TigerAward(P2,000,000) 'l'hree uinners rl,ill be recognizedduring Homecoming This specialfund is fbcusedspecificallv on rhedevelopment ofdonarionsl 2004:The Classrvirhthe highestpercentagc ofrhe AIM Faculo',wherherto providefurtherstrrdiesoffacultv The Classwith the largestdonation;andThe AIM Alumni with rhroughPh.D. Programs, to supporrlaculwexchange, or ro and publications.Thc fund will cnsurc the largestdonation (asan individuai or asa corporatedonor). assistin faculryresearch ' developAll u'innersrvill havea PawFund plaqueof recognition AIM's growthinto the lururethroughthe continuous recognized, academicallv qualified, installedpernancntll' at theJ.\l Ongpin Quadrangle. ment of an internationallv ' ofthis fund reinforces rhecrucialrole AIM Faculg.

The esrablishment practirioner-oriented in Asianrnanagement AIM's leadership Anv AIM graduateor studentcancontribuleany amount of alumniin elevating educationin thc next35 yearsandbeyond.For moreinformation asan individual(whctherasa personalor a corporatedonation), Accurnulated donationswill be recognized on how you or your classcould leavcyour mark, pleasesendan or asparrofa ciass. or callthe Alumni Relarions emailto aimalumni@aim.edu.ph r.rponreachingspecificlandmarksin the lbllowing categories: Office at (632)8924011local540or 541.

WHITE TigcrAward(P25,000) he Alumni Associationof chcAsian [nstitutc of Managcmcnt (A,A"{IM). u'ith Mr. FelipeR. Diego '73) (MBM asChainnan. and the Scientific Research "Alurnni Fund Foundation of AIM, iaunched rhe

PAW FUTD DOilORS TheAsianlnstituteof Managementwishes to express its sincerestgratitude and appreciationto the following individualsand

Ths Cla3s ot MBM 1973 The Class of MBM 1983 Alumni A*eociation of AIM Inc- (Phil.)

Amil Precillia, MBM 2001 Solutions, Inc.

Erissa Carabeo-Arca, MBM 1990 Jesusa V. Gangoso, MBM 1990 Ma. Alma Agu3tin, MBM 1990 Rico Ermino, MBM 1990 '1990 Joselito E Santos, MBM Esperanza Cabunoc, MBM 1990

classes,who have generouslydonatedto the Alumni Fundfor FacultyDevelopment.

MBM '73. the PearlCelebrantsfor Homecoming 2003,was the first classto make

Tracy Pagal,VIE2002 Yuan Balitis (China), MM 1991 Lâ&#x201A;Źa & Jomie Franci6co. MBM 1984 Kathryn & Vinci Ca.ag, MBM 1998

Prcf. Ed Bonoan, MBM 1990 Bobby Cabral, MBIM1981 Prcf. Cecille Manikan, MBM 1976

a donationof P1 millionto this fund.

Blesida Magno, MBM 1988

Geraldine Bernardo, MBM 1993

I

A

5

o..

Rica Pineda.MBM 1998 Katrina Limcauco,ME 2001

(

|, i. Pr.!( \ a"

Emmanuel Calupig,MBM 2002 1998 Donna Ferro, l\,1BlVl Mayeen Magno, l\1BM1998

Ria Lapaz,MDP2001 1998 Lito Ligon, lvlBl\,1

Henry Aquende,MBM 1998

Bernadette Lomotan, MBM 1974 Randy Bo.romeo, MAPo

Amy Gome2,MBM 2001 Barbara Gonzalez, lvlE2001

Joel Almadro, MBM 1985 Ray Altareios, lvlBlvl1981

2000 Gulliver Go. l\,18M los Reyes, MAP 6 Maryo J. de

Denise Seva, ME 200'1 '1978 Chito Madrono, MM BoyTagorio,MM 1978

Julie Baterna,MBM 2001 Christy Aquino, MBM 2001 Mimi Ca.aig (staffAIIM)

Marlene Escalante, MAP 6 Marissa Delgado, MAP6

Henry Grageda, ME 2002

Bert Lao, MBM 2002

Rome.o Roderos,BMP'1997 EileenGarcia,MBM 2001

MAP BATCH 6

AIM challengesMBM 73 to go for the GOLD ON l llf: ul(lH fll OFJUi.\. the Asian Institute of Management hosred a recognition clinner for the MBM 73 on r h e e r c o l t h e s i g n r n g . . r e m . r n ro f r h e deed of donation. The dinner was organized to acknon'lcdge the magnanimous contribution ol one million pesosmade | t , ' r l r L . A l r r n t nFi u n . ll o r hr rnc\lBV Faculn' l)evelopment".

Tbe event u,as graciouslv markcd bv the prcscnceof Mr Vxhington S{iip, Mr'. Jose(luisia, Presidentdc Ocampo. f)can NievcsConfesor,MBM 7-l ciass presidentBobbv Garcia, fbrmer FAIM (lhairrnan FelipeI)iego and his fellou barch matcs-Mr. I-elipeAlfbnso was the nrastcrof ceremonies.

Presidcntde C)campooPenedthe cerenronl with hts u'eicomerematksac knolvledging rhe noirlc contributron maclc h . I t l f l V t l h c r r . t r r u r rl i ' c . . ' r r od i . ' fbr its laculn." cornmentcd Presidcntde ()campo on thc lacr.rlndeveiopmcnt He aisobrought up dre inirrativeAIM is rakinil to insrinrtrotralizcits alulnni network Mr. JoseCrrisiapointed our the rarc of MIIM 73 esbeingthe onlv distrnctic,rr

classto have a roonr narnedatter it in thc lnstitutc. Apparenth MBM 73 also has the highest number of Triple A arvardees.Mr. Cuisia recognizedthe contri"an act that bution as reinforcesthe crucial role of alumni in elevating managementcducetton ensuling AIM'.s legacyof cxcellencein management education-" Upon handing the Ilronze l)alv Trophv to MllM 73 classprcsident

l L B r M e s s r s F e p e D e g o l M B V l 7 3 a n di o r n e r A M A L r m nA s s o c r a l o ' . a s hn g t o nS y CF P h , p p r e s C h ar m a n ) J, o s e L C l r s r a( C oC h ar m a n )W 1 C oC h ar m a n ) ,F o b e r t oG a r ca i N / l B M7 3 C a s s P r e sd e n l ra n d R o b e n c 73 as a token oe OcampolAlM P.es.l,.nll unve the paw olaq!e of l"4BN/l o l t h e , g e n e r o u so o n a to n t o t f r eA L r m nF u n df o r F a c u1 \ 'D e v eo p n i e n i

Bobbl Garci.tand FelipcDiego,AIM G. SvCipchalChrirmanMr'.\S'ashington "(l() t OR THE lengedthe classto (i()t-l) . uhichuill rcpresent a leapfrom cheirdonationof one million pesosto trvonrillionpcsos.Mt. SvCipplomised "road P100,000ro startrhe ro conrribute to the goid" fbr the classof MBM 73.

MBM 73 hasfourteenTriPrleA auardees. the latestof whom wasMr.

ManueJ Cojuangco who was a*arded thls distinction during the Nlarch 7, 2003 Homecoming. MBM 73 hasalsowon the alumni golf championship four timcs rn a row and scvennembers ofthe batch have becn the chairmen ofthe alumnl association.lndeed, this disrinct classrs the batch to beat, as the alumni communiw Iooks fbrward to another class,whicb would bear thc recordsof MBM 73.

MBA 83 to go for the BRONZE! l i l , P I { 1 . \ l l NI A l l V I i \ ( ) l : l l l l r . r . .' \ l l { \ . t r ' ' t l r " ' . t r n ' z . r ir r r \ l \ l , , , , r r , r\ ' r r r r .r rI I . ,rr r. , , ' I I r: I . l r . l , t l.rsi\lrrrch . 100 i, rctcntlr sirtnco.r d e r d o l d ( ) n . r l r ( )tnL l r n l n g( ) v c 'l ) a r to i r l r t l r r , r , r ' r ." t l i r . l r , ' r r l ( . , , r l r rl r" r (i l , \ l \ l \ l u r r r n iI r u n J1 , r l : . r c u l t iv) e v e l q ' $ ' r r ,\ ' , r ' .t i . ' , : . t ' r^t. r ' r r l ' ', t w c r c r h r I ) . . r r ro t t i r c l n s t r t t r t tN' r t v r -

(,onfisor, AIN{ l'rcsident Roberto clt ()campo. Alumni Associatiorrol AIN'l (ih:rilnranfclipr l)icgo (NlBA -.i;.2{)i)J I L ' r ' r . ' , r ' ! r . o ' . r , r l .l l ' r r m ; r l ) . r n l r

n r o n r ;. lh . i l r h , rrrh ci r ; " g a t ' d r r r r n . r . i r l ,r l r i ' , i , ' r r , ' r , ' r ' l r c , n t . . , ' r r rnirrgr !l .r V \ 1 1 { \I } \ t $ i l l 1 . . r r r i r l r. , l. r . . . i 'r. l r , \tllou l'arvI)laquc.

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PostHomecomitg ThoughtsandReflections

By Manolet Salak, MBM a3

in mobilizing the institute and faculty

The Gathering of thâ&#x201A;Ź Fellowship I can still rememberthat first night I (Novemberlast year?),our first real I su...rsful ane-pt at gettingour class togetherto kick offthe planningactivtttes 20th and AIM's 35th year for our batch'.s \(e wereall liling in, one by one, anniversary OysterBarnot sure into RockwellVia Mare'.s

suPPoff.

Around five months later, en route to the actual homecoming Night on March 7 at the Greenbelt Lagoon, MBM Batch 83 had by itsell and with the unrelenting supporr of rhe AIM lnstitute and faculry the AIM Alumni Association,and their Co-hosts MBM Batch 88 and MM 83, completed

whether we could match the names and facescorrectly but ultimarely having mixed emotions ofsurprise, warmth, and sPontaneousmirth as

I : .

u i

the processof recognition went on.

I was the second to come and I saw Cesar Zulueta already seated comfortably at the long table. Louie

; t t . ' I r i

Ticman came next, and then Alex Pamandanan.And the rest arrived Danny Saracin,Amor Salud,Arlene Tan-tsalangue,Joy Tiongco-Delgado, Greg and Mekit Atienza, and Richard King. The others couldnr make it but prhonedit ro expresstheir supporr (PeterFung, Mon Opulencia, Judy

heldonFebruary A 0mniChallenqe CupGolfTournamenlwas Fiipinas.

Danny saracin, Co. BoyGudani, 28,2003 atTATS Delgado cametqshowtheir lVanolet Salak, JoyTiongco (farrght),CharmanoitheGolf Bernie Asperin supportto Bambi TheSecretar atgroupi SheleySaracin, Tournament.

Salimbagat.

Yap,DesCo,andDaycee

Huang-Mathay, PearlRDS-Catahan).

Cherry Rosario sent a note. Amidst the initial ftrn and usual reminiscing, wc all went into work and agreedon responsibilities.I was going to handle Financeand Solicitations; Creg would take on Programs

At the risk ofbeing co-suedfor shady practices, Alex Pamandanan would be my h a n d ' d o w n . h o i c e o r g a n i z elro r a n y m o v i e premiere event. Besideshaving excellentconnections to Columbia Pictlrres, he has the best ideas for cutting costs and maximizing "Ve "Partner," can he said to me, revenues. more tickcts First let's prinr do severalthings. than theatrecapaciryand oversell.Second, lets sell tickers in Visayas and Minclanao as rhere is a small chance that the buyers will show up. As for curring costs,we can always announce that due to unavoidablecircum_ \ r a n c e \w h i c h [ 1 . p r e v e n r r dr h e d e l i v e r yo f t h e m o v r cp r i n t . r v ew i l l i n s r e a dh e ' h o w i n g Sound of Music." The the classiclilm-The

Alumni Challenge Cup Golf Tournament (February 281 'We

The executed plan focused on three consecutlvc Fridays.Blitzkrieg was on our minds

woLrld head the Attendance Commicteeand Dannv was conuincedbv all of us to be Home-

latcr on become l crucial core group member

Movie Premier "The Recruit" lFebruary 211

rest is history. a whirlwind program ofactivities that we honestly can be:rll proud of, making the 2003 "one of the best there AIM Homecoming

and Publiciry;Amor would handle Venue and Food; Alex

coming Chairnan. Prof. Titos Orrigas was not there but would

Alumni Golf Challengeon rhe February28 and the climax Homecomingon March 7).

Around 907oofour hardshipwill be poured into thesecrucialwccks,whereall our pent up energywill bursrso that we can all gratefully embracethe blissfulresrthat beckoned on the morrow of March 8.

*'here we envi-

o f P h p 5 0 0 , 0t0o0 T h eM B [ , 8 3m a d ea g e n e r o uds o n a t i o n L a u r aV l c u i aF o u n d a t i oSnh.o w ni n t h ep c t u r ea r eE dB a f r a g a , r a r i v i cS t a .

R a b b o nAi r j o n iol , J o yT i o n g c o - 0 e l g a dSoi s, t e M IVlanolet DirectorotLauraVicuia Foundationl, Ana(Executive S a l a kA, m o rS a l u da n dD a n n yS a . a c i i .

.:'

sioned that rhe monrhs ofplanning would result

were all concernedwhen Cesar Zulueta (the only member in rhe Va Mare meeting who knew horv to play golf] was suddenly called co Jakarta for severalmonths, leavrng us with no tournament organizec Fortunately, c o u p l e* e e k ' ; f t c r t h e V i a M r r e m e e t i n g .

I bumped into Bernie Asperin at the Ateneo

inro a crescendo

. r n n r r l lh o m e . . m i n g . A . a c o m m u n i L a ( i o n . person, Bernie is notorious for having a multitudc ofcontact numberswhich he doesnor

of three major events (Movie Premieron the February21. thc

respond to but in that flcc to face encountcr, borh his love ofthe game (and so he said -his love of rhe lnstitute) led him to volurrreer with such irresistible zest for the orlla-

nizing rolc. And lo and behold, his constant partner turned out ro be our lc,ng lost brod and classmatc,Colonel Bov (luclani, u,ho is alwaysa riotous act during reunions. Boy was quick to point our thar rhc tourniment was sure ro delivcr a fortune in funds and procceds(alrhough such firltr.rneto this dav treasure). remainsas elusiveasYamashira.s But, I rnust sav rhat the Gruesomc Trvosorneactuallv put up a splendid show.

Golf participants u,erervell ebovc I 50 per sons.The TAT Filipinascourserlas a rcfreshingchangefbr a lot ofplalcrs and rhe Jack Nicklaus clothcsand apparelrealll looked vcrl nicc on us. Dannv Saracin agonized fbr severaldays fltrful that he rvouro

rhat their meticulousprepar.rlions u'ere going to hic the right keynotes <luringthc affair.For rhoseofyou who showed up and rvitncssed the rvhole event, I rn sure that vou would agreewith mc that it rvastrul,va night to renrember.(ireg Atienza rvas a madman ofideas. [-Iiscnthusiasm and can do arrirudewes trull present.

Who can forget Bobby dc C)campo uaving his baton as the specialCCP gucst conductor?And the irrepressibleApo Hiking lrio thar entertained the audiencc with a q,el-

D a n n yS a r a cn ( M B M8 3 ) C h a i r m aonf 2 0 0 3G r a n dA u m n iH o m e c o m i n q

come mixcd repertoireof old and nerv numbers? Plus the outstanding performancesof rhe Philippine M . r d r i g u rl i n g c n . B r l l e r P h i l i p pines and AIM Alumnus Joey Ayala? C)r rhe poignant rnoments when MBM Batch 83 announced their contriburions ro rhe AIMAlumni Fund for Facultv f)evelopmcnt and the l-auraVicuiia Foundation.

The aflair was also a very challengingone fbr Amor Salud, who coordinatcd all renue logistics and F&B requiremenrs.Normalll,

L I F EP r e sd e n tD r A e n d r yC a v e i s ( c e n t e rr)e c ev e s a P h p 4 0 0 , 0 c0h0e q u ef r o m[ 4 B M 8 3r e p r e s e n t a t i vJeosy T i o n g c oD e l q a d oA, e x P a m a n d a n aInM, a n oe t S a l a k , D a n n yS a r a c i nT, t o s 0 r t r g a sa, n d G r e gA t i e n z aL. o o k i n g o n i s P r o f .B i n gA z a n z aH, o m e r o o rpnr o l e s s oor f M B I \ ,843 .

Fridav nights were the most hectic and productive for rhe Makati Creenbelt restaurantoperators. ln this regard, Amor's F&B experience and his cool and suavepersonalitynot only allowed him ro

not hit the ball on his ceremonialtee-off but ultimately just serrledlor the traditional mug shots.'l'he tor.rrnamentraiseda decent a m o u n ro f p r o . e e d . b u l r u l h i \ J J v I k e e f on wondering why the bulk ofthe procecds came fiom the purchase of mulligans.

Bernie swore rhat this was rhe hardest and mosr memorable tournament that he had organized in his entire life. He did not lose some weight but lost some inches and (somemore) hair instead.

Homecoming

Night (March 7)

"lt's s they say, not whereyou start;itt how you finish."The night belongedto GregArienza, MasterShowman,and to Amor Salud MasterF&B Expert.The two groups campedout the night beforemaking sure

assure the opcrators ofa smoorhand non-hinderingaffairbut (with the scamless helpofShellySaracin) alsomanagedro coax theminroprovidingtablesofcomplinrentary food and drinks! In addition, we got Popeye's Chickcn to providerray loadsof fbod while AsiaBreweryprovidedbecrand drinks. Roastedcalf and lechonweredonatedby variousalumni.

And ofcourse,while other batches and groupswereholdingtheirown pockcts ofgathcrings, therewasrhe reunionof MBM 8J irrell.Wc had becomea bigger now.Aside bunchin rermsofattendees liom myself,therewasDanny Saracin,Joy Delgado,Tiros Orrigas,(ireg and Mekit Atienza,Amor Salud,JoelValdes,AIex Pamandanan,Mon Jarencio,Rrfl, Pcrtierra, BernieAsperin,Boy (iudani,Mon Opulencia,Mikc Aguilar,GabbyManalac,Jojo

Marcelo,Jimmy Lina, Louic Ticrnan,C,esar Zulucta, Nelson Yu, Bevo Castillo, Richard King, I'earl I{DS Carahan,Sueclelos lleves, Judv Huang-Marhar'.and l.iza Marhias Caliz.'. Orrr.l.rssm.rteroffshorr.orrlJni ofsupporr. make it but all sent messages George del Fierro, Dodie Rodriguez, Linda Yoong-Chin and Butch Muvco came and ri'ited rhr nr.lrth L,cf.rr<and email .,r,,.spondences*'ere being exchangcd wich John Veloso,Lorna Morce Runkle, Dante Lomibao, Joey Mirasol in the US and Syahrul Bahroen & Herman Susrnanto in lndonesia.

Aftermath

and Gratification

"Vhy did we all go So rve ask ourselves through this?" How do we justiS all thosc nights, the long and somerinressleepiess r i m e 1 ' e r r r; r r r l l r o m o u r f a m i l i e .r. h e d i . traction from our regular hectic work, the endlessmeetings,the shouring matches (on a few occasions),thc debt and personal favorscalledin the courseofthe sponsorship drive? Danny Saracincalledit one big act oflove but I guessall ofthese can be captured bv cheone overallthcme we had adopted for our 2003 Homecoming "Looking Back... Paving Forward."

Revenues, Finance {llaximizing Minimizing costs At the or.rtset,we all agreed that we would set an ambitious goal for ourselves.

I inr. rhar we would dep:rt li,.rmth< traditional view that we rvould only raisemoney ro defr:y the. o.t'.rl-th. AIM homecoming

night; and second,we would put in an all out effort to approachsponsorsand friendsto raisemoney for beneficiaries we would identifr. In this regard,we crafted a unifiedsponsorship approach,treating the differenteventgroupslike the Golf, rhe Homecomingand the Movie Premieraspart ofthe FinanceMainsrreamSponsorship drivegroupand incorporatingthesethreeactivitiesaspart ofthe sponsors'bundled package.Ve calledon personalcontacts-our major sponsorswerethe Tan YanKeeFoundacion,Ayala/BPIgroup, Smart,Mirant, GSIS,ABS-CBN, and ING Bank group plus all other kind-heanedsouls.PDI wasour officialprint mediasponsorand our veryown Federarion of fuian lnsriute of ManagementAlumni Associations (FAJM) madea major conuibution.

On the costsside,we had to play the misersand the bad guys;striving to get eachcostcenterto their barebonesminimum without necessarily sacrificingqualiry and appeal,The business ofsoundir'g pleasanton solicitationsand rude on the cost manâ&#x201A;Źemen tsidewas Joy'sand my versionof Dr Jekyll and Mr Hyde. lryhere did it all 90?

digentsFund Endowment)Foundation wasa directedproject aswe all remember how Prol Bing Azanza(our Homeroom professor) lost his kid to the dreadeddrsease.V'e contributed PhP400,000beliwing thar a good number of kids under treatmentwill live to seethe light ofday hopefully until their restfulold age.

LastJune,we attendedmassand had a light dinnerwith 30 litde girlsand the Sistersofthe LauraVicufia Foundarion. This Foundadon,which strivesto providedaycareand schoolingfor street children,aswell ascareand counseling for batteredand abusedyoung girls, was Fr.Jim Donelani projectduring his lifetime. SisterMarivic Sta.Ana remarked that our contributionofPhp500,000w:s rhesinglelargesr conrributiontharthe havereceived.

Nor *ill this be cenrers our last involvement.RFM Selectawill sponsorSelectaMoo partiesfor the kids while APOI Jim Paredes haspromised to teachguitar lessonsto the kids.

Our two remaining projectsbefore

in Jagna,Bohol.In this regard,we srruck a specialarrangementwith the Makatr BusinessClub who agreedto put up a counterpartcontribution on a l:1 ratio, in effecraJlowing usro leverage our conwith sevtribution. We arein discussions eralinstitutionsto selectthe nextproject. looking Back...

Paying Forward.., his alsohassomesimilaritiesto the sayingin the vernacular, i4ng hindi marunonglamingon sapinangalingan - hindi mahaharuting "While sapinarorconan. our neck and headshaveall beentwisted around in full circle,we all feelthat we haveall looked back to our MBM dayswherewe have management all absorbedthe necessary skills and corporatevaluesand are now payingir forwardwhenwe arein pos. tionsofresponsibiliry So cheres thepayoff.For us not in termsoftangible markersnor naming rights to roomsor halls(Ve would havewantedthe naming rights to the pool in memoryofour dunking rituals)but our markerswill live on in the heartsand mindsofkids who havegotten a new leaseon life and educationand who may in the future becomegraduatesof this prestigious institution. So that one day,they may look backand payforwardtoo.

As our first official act, the classconmiburedPhP300,000to the AIM Alumni Fund for Faculry Development.Cognizantthat the lifeblood ofany educationalinSpecial Acknowladgements stitution lies in the qualiry ofits (MBM83),Trixie loper{Executive lFromtopleftlGregAtienza faculry,the batch followed the lead [,lanolet Assistantto theChairmans officeABS'CBN), Salak Of courseto PresidentBobby 83}.Frombottomleft SusanAtricaofAIMAlumni {L4BlV of HonoreeMBM Class73 in Director Relations, Nanding Joset(Vice President andAnistic DeanNievesConfesot de Ocampo, supplementingrhis fund. ofCCP),andMaloliEspinosa{VPforCorporateCommunications AAAIM Philippine Chapter PresiIn cooperationwith Gabby ABS-CBN}.

Diego for providingthe dent Felipe Lopezand ABS CBN, MBM 83 and support; encouragement donaredPhpl million in ABSTo our Charlie'sAngels:Susan we closeout the fund arethe sponsorships CBN mediavaluesto the CCP FoundaAfrica, Marvee Celi, and Ofel Bisnar. ofcomputerlaboratories for rwo selected tion, a rremendousboostto the CCP the souvenrr Barch 88 subsidized Ofeli public schools.As fomrnate,genreelgradwho had no budgetfor publicity,adverfor the costs and is as deserving program uatesofthis pre-eminentinstirutâ&#x201A;Ź,we tisementand promotions.The CCP has in affair.

Susan hard work poured this felr that it wasa good thing to extenda beena coresourceand partnerfor AIMI and Marveeweresimplywonderfulir Masterofthe A-rtsProgramand a very helping hand to marginalizedkids who (rn providingus the lnstitute'sresources higher shouldhavethe rools to access gratefulNanding Josef,CCP Creative "to misuse Arjonillo's words) use, Bong education.We havealreadyidenrified Director,wasall smilesfollowing rhe and abuse." and commitredro fund the first school, tufnover.

DesCo and Day.eeSaJimbagar SanMiguel Academy,a secondaryschool The LrukemiaLIFE(teukemicIn-

group our herdworkingsecretariat probab)ycursingusbehindour backsbut enjoledvvorkingwith us to ['m sLrre the end.

Tb our Lrendofbrothers(andsisters) r t s V 8 8 .F r i ' l o n r l , r i . i n g o [ O l iBl i . n . tV GallardoMM 99, LindaMartv MM 83, JavBernardoMBi\4 93, l-lanaDoming I Villafranca MAP 02, MBM 93, F-rhe Marc Allan LacavMAP 02, NievesLirn MM 98, GinaTorresMllM 98, Ann MayeenMagnoN4BM9ti, BcngAbella -lbmo llareMBM MBM 93, 93, ard Dulct Csaclorg MBM 73.'fruly a learning expericncc.

So u,harare rhe lessonsrveve

PhiiippineChapter;BernieAsperinrs Presidcnt and (lEO ofPSI Call Cenrc.; GregAtienzais Presidcntof Kingdom Il .rrJ LCo.: Vekir AbayaAtienrai. m.rr riedto GregArienzaandrvorksasan SVP ofBank of Commcrcein chargeofprivatc banking;Titos Onigas is Excc.Managing Col. f)irectorof AlM's ncnuprograms; assigncd to Louie Ticman is presentlv \ r r J r e F i(, , ' r p .p l . r n n i nger n r r l ' , ' t - r h .

PNP;Col. Boy Gudaniis a Conrnranding Of'flcerof rhc PhilippineMalincs;Joy

IVajorca Propertics, Inc; Cabby Manalac i r \ ' l l r e r . r r r e r u i A h , , i r i r l - q r r i r rV u n turcs; Liza Mathias Calizo is Logistics I ) i r c .t o r t b r I \ | r e . . ( - u n l m i \ . r r r J I t ( .

Jojo Mar.elo i. rVP,,i I inr \lrrro In r e . r n r c n t( , ' r l ' . :J o e vM i r a s o li ' l ' ; ' e d i n the US; l,oma Mone Runlde is alsobascd irr rhe US and u,orks:rsRegiorralSales Manager fbr (iozzoli Machine Co. ancl MRN'I lil-gin (lorp.t Butch Muyco runs severelcompanics in Iloilo: Judy HuangMathay and Sue de los Reyesare dedicatcd house*ivesand nrothers;Ra& Pertierra is Vicc Prcsidenr frust Ciroup of the Bank ofrhe I)hilippine Islands;Bevo business Castillo runs his phermaceutical in the south; Dodie Rodriguez hcads rne

learnecl? . as Peter Parker's Unclc Ben 'rvith said. grcarporver.comes grcat responsibilitl."

lntcrner and Channcl Nfrnagement grottp Bankr Amor Salud is l)re'of L.ast-V'csc iclcnt o1'l-he ResorrClub of the Pacific; Joel Valdesis Presidenrand CIIC) of

. as f)ean Nieves Contisor said (in another graduation "L)oni bcraterhe ceremonv), guvsrvith thc Ds in conduct, thcsc little ducldings may turn inro handsomesnvans.''

including his Shim-Shirn food businesses Rcstaurant;Jimmy Lina is l)residentof

end rvorks I'hilEXIMrJohn Velosoresides -lirrorto: in Nelson Yu is in chargeof scvcraloq,nedchenical and petro-bascd in Ccbul Jun Mariano is basecl businesses A l e xP a r n a n d a nlaMnB N 48 3 ) C , h a i r m aoni t h eM o v i eP r e me r "The R e c r ut " s h o w i a t t h e A F P T h e a t r e

. As Col. Louie Ticman said (in the niddle of the fund"Subo raising). na talo ,lito. Kailangau "\ffe'r,e alit lqt d lllttit." Iftnslation, readl underrvrittenrhe dcal. So I ll personalll' shoot all deserters." . (l still dont knorv u,hy rve raiseda lot of moncr fiom golfmulligans) . (on the occasionofour receivingour honorary AIM jacketsfrom President "Wak Bobbv de Ocampo) Alex Pam: "Bakit bangTiipk Xlarge ?" Bernic Asp puro extra large?" . as our wives and sPousessaid 1,1, sakmat. . ..Natapos na in !!!

ln conclusion For the peoplervho were a part of our 2003 Honrecoming: Alex Pamandarran is Chairman of Inca PlasticsInc.; Danny Saracin serving as Executivc Di rectorofthe Alurnni AssociationofAlM

Delgadois a Dircctor o1'(iAD and happilvmarriedto Cuido Dclgado;ArleneTan-Ba.langue is happilvmarriedro I)ave Balangue ofS(iV and runsher "Herbalifi" Iucrarive Lrusiness; fuchard King is a successfr.rl on entrePreneur conccntrating propertt,club,and rcsortde vclopme nr; Mike Aguilaris of the SVPandTrcasurer StandardCharteredBank:Mon is ManaeineI)iC)pulencia rectc,rin chargeofTreasuryand Irinance of AvalaCorporarion; PearlRayosdel Sol Catahanis and Controller Vicc President of first PhilippineHoldings Corp.rLyndaYoongChin is a

"To T h eM B M 8 3 ' sh a p p yf a c e sw t h t h e i ri i n c e r sL r p G o d8 e "Y0ll w i t h h 1 s t h l r n r ub p 0 te 0 c a m p o T h eG o r y "a n dP r e s i d e n I \ , 1 A DTEGU Y S1 "

rvith interesrs successfulbusinesswoman in Home Irumishings; Mon Jarencio runs his orvn financialconsultancvotttfit; Bong Arjonillo is VP in (iiribank; Syahrul Bahroen and Herman Susmanto are both Depurv Directorsat the llank oflndonesia; Peter Fung o*'rrs and runs sc.,cral

;r: :l:i

il Nov York and rcccntlv had a get togcrheru'ith Danre Lomibao (S\"1 Bank ofAmcrica) and George end Cathy del Fierro; Cesar Zulueta runs his orvn train

ing and financial consulrancvbusiness; and Manolet Salaft is Managing [)irectol and Country Heaclof IN(l Bank, an in rernationalinvestmentbank and financial markets housc. For rhe rest ofour batchmates,rve'll sce tou on (but hopetullr' even bcfore) our 25th vear in 20081

Remembering

Eddyx AIA AND I EXTEND OUR HEARTFELTCONDOlences to Grace and to the children and to the rest ofthe Ballesrerosfamily. Ve, as everyone else in the MBM class

ofvertigo whenever I remember those ttmes.

Afrer grad school, the next time I saw Eddl'x was in Davao sometime in 1975, I rhink. I receiveda phone call from him and we were able to meet shortly. He recounted to me how he met this vibrant and exciring young lady who - rhe firsr time they met immediately challenged him to a game oftennis. I no longer recall

of74, sharein your lossand we will rememberEddl':t in a special way ln our Prayers.

Vllongco, Eddlx wasmy CAN groupmaretogetherwith Jesse who eventually won the game as I always heard different versions of PramodPandevandTom Clemente,andwasroommateswith Archit the game's outcome - depending on who was relating the story at ChuaChiaco,KomandurSrinivasand CesarBaula.Eddg waspart rhe time. But what I remember quite vividly was the sparkle in ofthe largerand ratherloosebarkadathat went beyondthe can Eddlx's eye as he related how he and Grace (we called her Ging at group and included,amongothers,Tady Villarosa,Chito Misa, the time) met and I could sensein his Melendres, lbny Ongpin, Jimmy voice that this fine gendeman had fallen Gary Lim, Andrew Gastontogether in love and that it was simply a marrer with someother equallygreatguys of rime that he would win rhe hand of whosenameshaveunforrunately rhi' fair lasr.AnJ iI I remembercor fallenvicrim ro my steadilylengthrec y, their courtship didn't tale long enlngsenlotmoments. at all. Eddlx was deterrnined to marry Eddyx alwayslooked like he just Grace and so he did and he instructed cameout ofthe showerand I always me to stand by his side as the bes! man suspectedhe showeredseveraltimes in his wedding and so I did. And they a day to project this image.He was married and, I believe, lived happily alwayswell groomed- probablylots ever after. oftancho tiqueon his wary hair And Alicr Davao, the ner.t time I saw his moustachewasalwayswell Fdd1.xan,l Cra.e was in New York rrimmed.His favoritestancewaswith rnd rhe lare90. I rhink ir was.Eddy,.< his shoulderspulledall the way to the Gracewere on holiday and they tpenr back,his handsin his pockets,his a few days oftheir vacation in Manheadcockedforward and with a hattan. With the exception ofperhaps mischievousgrin on his fice. a few more gray hairs and a few more I rememberhe wasalways pounds and a few more inches around whenever the CAN group prepared joined his rhe wai.t. Lddy'xwasashe war in grad Ball.esteros, MBM 1974, participated actively Edilberto met. He always school and we spent many truly enand enthusiastically, and he wasalways Maher LutJuly 19,2003. His classmate, jouablehoun reminiscingabour grad consciousabout managingour rime. to his CAN Pietro E. Rqes III, writes a tribute ,chool and Davao and who *rt nou was why he was always Probably,rhar whom.

We told the same old stories punctual. promprand grlupmate. AIM sharesthe lotsof d membel abour rhe guy. end the professonand original Eddlx wasprobablythe of theAIM alumni famill, and extendsits deepest probably invenred new one\ a.swe r\ent how coldit used iron man.Remember to those Eddyx lef behind. condolences extended to us a sranding along.

Grace Well, Eddl'x's fato be in the dorm? vacation with them a! invitation to his towel vorite casualattirewas bath we would do and we all promised rhat timeshare in Florida residents can you identifi who rheir without any top. How many dorm with an attire? lt someday. temps in the dorm such could surviverhe arctic The recent news of Edd;x's passing away, ofcourse, saddens And with apologiesand all due respectto Count Perry,Eddlx never him asleep me but the memories I have ofhim and the fun times we had together saw wasprobablythe dorm's closetvampire.I he me. To be sure,Eddlx was a fine gentleman and I find myself night I'd go to his dormroom, console ofthe time ofday or regardless each time I think about the times and experiencesI shared chess a garne in smiling was alwayseitherreadingor typing or playing His friendship enriched my life and I am grateful to him with him. which he excelled. (and ir is not difEcult for me to accept that this gentlernan we for that.

And frightening things) used ro do One ofthe reallycrazy has passed away for I am most confident that he is now in the palm voices at the ledge wasplay rhe guitar and sing at the top ofour hands.

I have of God's atracks outsidethe window ofour dorm room. To this day,

A L U M N IP R O F I L E

M a k i n ga M a r k Yoon-DaeYuh President, KoreaUniversity PURSUING STUDIES at AIM andlivingin Manila haveservedasonc ofthe turning poinrs in my life. I wasable to gain deeperknowledgeofbusinessadministration,and acquiredanallticalskills,decisionmakingabilides,and proficiency in English.I alsolearnedhow to interactwith peoplefrom different culturesthrough living in a diverseand multicultural setting.

BeforeI ioinedAIM, I had actuallyobrainedan MBA degreein Auditor asa Management Koreaand had prior practicalworkexperience at USAID, whereI engagedin audiring severalKoreanorganii,ations under loansfrom the U.S. suchasKIPCO and KDB. work experience, my first course Despitemy relativelvsubstantial at AIM cameasa shockto me. SinceI wasnot usedto examiningcase studiesand my academicEnglishcompetencewasstill nascent,I had difficulryfollowinglectures.Ar first, it took a long rime for me to adapt to educationbasedon casestudiesbccauseI had neverbeentaught to critique or voicemy opinions in classby speakingout. In addition, it who wasdificult ro acceprthe liberalatritudeofprofessors.Prolessors lookedyoungcrthan me dresscdcasuallyand it seemedrhat instead oflecturing rheyweremerelyrambling.It wasnot easyfor me to relate sincein KoreawhereConfucianismprevaiis,professors to my professors, arestereotyped asbeilg seriousand asbeingonly aswiseastheir years.

Ar AIM, I waspart of the CAN group,which wasalrrexhilararing Other than the purposeofexamining and very helpful experiencecasesand integratingdifferentopinionsfrom peoplefrom a wide range ofexperiencesand fields,the organizationwasa sourceofsupporr for me asa foreignerliving abroad.I becamevery good friendswirh my roommateRencAzurin, my neighborFelipeJudanand a Japanese studentnamed BruceSugiura.Although I do not seeRenefre-

qucntly,he will alwaysremaina closefriend in my hcart.

In termsofacademics,the most challengingand usefulcourse I had wasthe Vrirrcn AnalysisofCasc (\fAC). Ahhough I wasimpressed and analyticalnatureofthe lecturesgivenby Farher by rhc enthusiastic Donelan,I must admit I sufferedeveryFridaynighr. I continuously receivedBs and receivedan A only once.Despitemy grades,I was trained to conveymv opinionsand viewsconciselvand persuasively through the VAC course.I believewhat I learnedin this courseand a markedimprovemenrin Englishwerewhat carriedme through mv in the U.S. lateron. docroralstudies AnothercourseI rememberwelLwasDevelopmentofEnterprise, RobertLim, rhroughwhich I widenedmy perspecraughtby Professor fexibiliry studywas A more than 10O-page dveson corporateanalvsis. the main readingin rhis course.ProfessorLim broughr his cxtensive to classroom,which complementcdthe readingsand experiences is necessary enrichedthe course.Althoughintricarequanritativcanalysis and economicsiruations,I learnedto recognize to examinebusinesses other political and environmentalvariables,which wcre alsoequally ifnot moreimporranrthan numbers.

Schoolsin Asia.

AIM is still consideredone ofthe rop Business feelvery lorntnateto havehad the opportuniry to study thcrc. In addition to academic achievement, ir was a wonderful chance for mc to see how business should be conducted in an Asian setring and ro

berrerundcr.randfellou Asian..However,lbelieveAIM.ould have had a broadcrfocuson differentAsiancounrriesand a more diverse multinational faculry ' Contrarv to my initial aspirarionsro becomea businessmanin the Asian businesssector,I havebecomea professorand am serving asa universit'7adminisrratorasPresidentof Korea Universitl Ifone can be anributed this success considersmv careeruo to now a success, ro rhe analyticalskills and balanced decision-makingabilitiesrhat I acquiredat AIM.

ThoseGoden Days MBM73 Mr.Teerachai Chemnasiri GridThailand;TripleA Awardee1984 President, \(/AY BACK IN I97I, only rhreeyearsafter its inception, AIM w:x very little known in Thailand when I took its enrranceexaminationhostedby the Thailand ManagementAssociation(TMA). I waschosen amongover 40 applicantsro becomethe onlyThai srudent l97l-1973. for its MBM programduringthe schoolyears Youngand energeticwith wo yearsofwork experienceand a

degreein Financefrom ChulalongkornUniversirywhereI waselecred the presidenrofthc studentunion during my lastyearin 1969' I was confident thar I would benefira grcatdealfrom the Asian Institure ofManagemenrsinceour two countriessharedso many similarities location,the climate,rhe militarygovernment, suchx the geographical the GDP and the per capimincome,the socialstructure& rhe people. 'l'he liIM bu;lding at that time sroodalonein Paseode Roxx Oooositethe schoolwasa farm with a few horsesand the nearest buiidingswere the high risesalongAyalaAvenue.Valking aloneto the Makati CommercialCenter then wasrather risky evenin the da1'time.I stayedin the schooldormirory for two vearsand spentdays

A L U M N IP R O F I L E

and nights in the campus.In the U-Shapeclasstoom,we discussed threecasesa day for 200 daysin a yearfor the rwo-yearMBM program.Like the fiercebusinessworld, we werettained to work and fight hard in the classparricipadonto survive.At the sametime, we alsolearnedto achievethe team synergyin a win/win manner which had led ro our wonderful AIM through interdependence, network until today.

In my secondyear,I waselectedpresidentofthe Overseas StudencAssociation(OSA) and organizedrheAsianFestivalfor the first time at rhe institure,which waswell arrendedby hundredsof I alsosPenteverySunday diplomaticcorpsand leadingpersonalities. visiting placesoursiderhe schoolto gain maximum exposureto the Filipino peopleand the sociery I returnedto Thailandand workedfor largecorporationssuch asShelland SiamCemenr lor 15 yearsbeforesrartingmy own business.It wx former Dean Gabino Mendozawho alwaysreminded ratherthan to enjoybeingthe salary me to becomethe entrepreneur man. During the first few years,I bitterly learnedthat outsidethe and failure arenot unusualto a new entrepreneur. school,success that I wasnot reallygood at I had to closedown severalbusinesses but lastlysurvivedsomewhich reallycalledfor my genuinecompe-

tency.Now I orr proudly saythat I am successfulasone ofthe market leadersin the rraining and developmentbusinessin Thailand.

I waselectedpresidentofthe AIM Alumni Associationin Thailand (AAAT) and activelyinvolvedin the activiriesofthe Federationofthe AIM Alumni Associations(FAIM) for over 20 vears. in Thailand for severalyearsand also I wasthe AIM representative Foundation(AIMa boardmemberofthe AIM SciendficResearch Tiiple A Award for by FAIM the SRF) for rwo terms. I was honored beingan outstandingalumnusin 1984in IndonesiaAt AIMi silver jubilee in 1993 in the Philippines,I wasagainawardedthe Most Outstanding Alumni ServictAward for rhe first time in FAIM history I am now 57 and a fatherofthree lovelydaughtersaged29, 26, and 20. My wife works asa vice presidentfor the Airporrs Authoriry ofThailand.

I visited rhe schoollastyearand washappy ro witnessthat AIM is now a world-classbusinessschoolwith world-classfacilities.

I am proud ofrhe schooland rhe faculrymemberswho graduared rhousandsofAsian Managersand had mademe what I am today.

The years1971-1973in the dorm, rhe campus,and the Philippines will alwaysbe the bestpart ofmy life. \VhateverI am and wherever I will be, I will neverforget the Asian Institureof Management.

RaymondBariou AIM'sfirst Frencha l u m n u s IT'S NOT OFTEN that you comeacrossan AIM alumnusfrom a country oursideAsia.And when you do so, a barrageofquestions comesro mind especiallyif they happento be from the developedworld. Vhat made rhem comehere- the qualiry educadonthat preparesthem to eke on any chdlenge in the businessworld, rhe pragmatistapproach in rhe teaching,the cross-culturalexperience,the vastnenvorkof or simply rhe relativelylower costof friendsthat one establishes educarioncomparedto their countries(valuefor money). For Ray_ "it's little bit ofeverything." a mond Bariou - our first Frenchalumnus, (MM) Program Master in Managemenr Ra1'rnondgraduaredftorn the back in 1986. hasan werlastingimpact on all its gradThe AIM experience uates.And Raymondwasno exceprion.Reflectingon his AJM days, "One ofthe major changeswasthat ir preparedme he fondly says, 'big when I'm facedwith new picture'especially to rakea look at the siruations."After graduating,he realizedhis approachin business would neverbe the same.The scopeofthinking and outlook had businessarrd broadenedand now the decision-makingencompassed 'AIM also cultural aspectswith somesenseofsocial responsibiliry develop a sense clearlyhelpedme enhancemy leadershipskillsand ofvision," he feels.

Personally, however,the stint at AIM wasnt a cakewalkfor him back then. Being a French,the differencein languagerequired

him to makeadditionalefforts.It wasalsophysicallychallengingand "l 'painful' in As he says, had to readmy casesrillwee someaspects. hoursin the motning and then gct up againin few hoursto join the classes.

Sleepingwasconsidereda luxury then. But ofcourse,I wasnt " an exception.Everyoneunderwentthe samegrinding .Lookingback,he proudly feelsthat this rrainingand education at AIM hashelpedhim standin good steadin the professionallife.

"Overall, it! beenan interestingand a usefulexperiencefor me in the sameway asit hasbeenfor otherswho havegraduatedfrom this greatinsritution," he sayswith a senseofsarisfaction.

He alsopoints out rhe tremendouscross-culturalexchanges "The Americansryleofeducationcombinedwirh that AIM provides.

Asianapproachand the Europeanrouch had beenan excitingmix during my stayat AIM. Studlng at AIM helped me better undersrand Asia,its peopleand the Asianculture. I wasalsofortunateenough me to start to find my life partnerin the Philippinesthat encouraged 'Tagalog' coursear rhe ParisUniversityfor Oriental languages." a one with exceptionalneovork Being pan ofthe AIM slntem alsoblesses "l offriends and businessrelationsall acrossthe globe. realizedit to setup the ShanghaibranchofBanque Paribas when I wasassigned when I met a Gllow alumnus. fucently, I alsomet an AIM schoolmate in Africa which reallysurpris€dme," saysRaymond.

Raymond, 53, hx a distinguishedcareerin banking and finance spanningover30 years.He hasheld key positionsin rhe Frenchbank BanqueParib4 and BNP Paribasand servedthesetwo banksin variouscapacitiesand acrossseveralregionsfrom France,Nigeria, rhe UK. Gabon, SultanateofOman, UAI and China. He is now the ManagingDirecror of MBC InternarionalBank Ltd, basedat l,agos,Nigeria.

L E T T E R SF R O M A L U M N I

ChristopherH. Cordey, M D P1 9 9 3o, u r A l M fromSwitzeralumnus about land.reminisces hisdaysin thecampus, anduodatesus on his careerat present.

'93

wasfor me Attending the MDP "Experience Asiafrom within crystalclear: to get a job in Asia." Mission achieved!

Not only did I manageto browseand discoversomevery usefulmanagementtools during my stay,but I learneda lot from my during the case fellowsat MDP; especially we the srudieswhere blended Orientaland Occidentalwaysofdoing business.

Followingthe AIM coursein early '93, I got my fint assignmentin Johor Bahru with a small Swisscompanyin tie electronics business,My job wasto start the company from scratch.Very challenging,pure and captivating!

In 1995,I joined the Movado watch companyto developtheir watch business in the Asia-Pacificregion;one responsibiliry amongolhers.wasto developrhe Filipino markel (The Movado distributor in Manila is a friend. Give him my very bestregards if you meet him.) ln late 1997,I movedto ToLTowith my family,At that time, I wasmanaging a SwisscompanysellingSwissfine jewelry Japanis quite different,but this experience wa5exceptiona.llyenriching and fascinating.

Having spentsomesix yearsin Asla, we reinstalledourselvesin our hometown in Genevain 1999whereI now live with my wife Elin and my kids Sean(7 y.o.) and Tess(5 y.o.).Borh kids attendan interna-

tiona.lschool,aswe neverknow ifa new Asianassignmentis not ahead.

But for now, I work with the French cosmeticfirm Clarinswith a new mission to developthe EasternEuropeanregion.

Quite stimulating,but frankly the landscapesand climatesdon't comparewith Boracayor Cebu.

My thoughtstravelvery often back to Manila whereI spentthreeexceptional monthsin 1993.I'll alwayscherishthe way "Swiss" waswelcomed,not only by my the fellows,but alsoby all the AIM team.Unforgettablesouvenirs!

Now, you are mostly welcomedto visit us in Switzerland.Chocolate,Sno*, Cheese.Vine (do you rememberthe Swiss white wine?)aswell asour renownedbanks arewaiting for you. Come on. Seeyou soon,CarpeDiem.

Jean Dreaver MM 1976,writes ' fromTasmania: I look backwith fond memoriesto my yean at AJM, rememberingin panicutar we demy classmates and the camaraderie velopedasa group.Coming from different backgroundsand diversecultures,we learnedso much from eachother.

Moments ofsignificant learningfor me were the spirited discussionswe enjoyed first in our CAN group, followedlater by debatein the earnestand knowledgeable classroom.

The standardoflecturing washigh, and asa teachermyselfI appreciatedthe of the rutors. eruditionand professionalism Retired now from work, I spendtrme

the batle againstphysics,gravity and time!

My bestwishesgo to the Institute, staffand alumni on the specialoccasionof the 35th Anniversary

I BarryJ. Ghen MBM1987. oneof from ourfirstalumnus Republic the People's of Chinawrites: I am delightedto learnthat AIM is I apologize irsJ5rhanniversary celebrating for a delayedresponse(asI waspractically on the road all the time through dre month of February).It is an honor to be asked(as the first PRC graduate) to give you some thoughtsabout the institution. \X4renI lefi Chinain 1985andarrived in the Philippines, AIM provided me a first "western manglimpseofthe principle of agement'l.I will alwal'shavea warm memory ofa very supportiveenvironmentand a pool ofexceptionallytalentedfaculry members.\7hat I learnedfrom the rwoyearprogramaremosdyintangibles- logical and lateralthinking skills;anallzing and making the bestofthe situationone is in;and being ableto pursueand recognize opportunities,etc.

SinceI left AIM, I havehad a fairly successfirl careerI am currentlya manager in rlrc Mergersand AcquisitionsGroup with United ParcelService.I havebeenwith UPS for 10 years,responsiblefor a significant number M&A transactionsand joint venturesin the United States,Europeand Asia Pacific.Prior to that, I havebeenwith the managementconsultingpracticeof Prtce 'Waterhouse in Hong Kong, Caribbean,and

in my garden,Iistento music,read,or play Bridge,and continue,albeitunsuccessfully, EasternEurope.During the secondpart of

L E T T E R SF R O M A L U M N I

my careel I would like to havesomeentrepreneurialpursuit.I believethat I have learneda lot from ProfessorMorato and would like to put that into practice I havebeenback to Shanghairecently and am very impressedby the changes ofChina is bein China.The emergence yond any media hype.I sincerelyhope that AIM will continue to play an important role in dweloping managementtalens not only from Southeastfuia, but North fuia aswell.

Kind regards, Barry (bchen@ups.com)

E E

JocelynBernal M M 2 0 0 1f,r o m NewYorkCitywrites: The AIM Alumni basedin New York and New Jerseymet for the first time on June25, 2003 at the Cinquanta Restaurant in New York, NY Ten alumni attended the meetingrepresentingthe MBM and from 1998 to 2001. Present MM classes that eveningwere RajeshSolanki, Rowena Venrurina(MBM 99), JJTagorda(MBM 99), PradeepVasuvedan(MBM 2000), CatherineOronce,Michelle Boquiren (MBM 2000), Rinna Ramos(MBM 2000), and Marla Pulido (MBM99).

Spearheaded byJocelynBernal (MM (MBM 1998), Mark Sanchez 2001) and

the United Statesand areinterestedin stayingconnectedwith us,pleasecontact usat the following: JocelynBerna.l- mjberna.l@ahoo.com,cell 3 47-612-1389:'Mu.k

is alwals quoted in my manâ&#x201A;Źement trarnherein China. ing to businessmen And my hean-feltand bestwishes to AIM and to the Philippines!Looking

You Sanchezmjsanchez@bankofny.com. can alsosubscribeto our yahoogroups

earnesdyforward to seeingyou all agarn,

email;AIMAlumni_USA-EastCoast@ yaioogroups.com.

l*l AllanJ. Miller writes: MDM 1997.

Allen B. Ma , eneral M D M 1 9 9 9G Manager/Executive EMBAConsultant AIM writes:

'97) As an AIM alumnus(MDM ftom Canada,I havebeenworking in Malaysiaasthe ManagingDirectorfor Pinkertoo Consulting (M) Sdn. Bhd. for the

This is Ma Bin sayinghelloro a--

Administrarionfrom the Universityof SouthernQueensland(Australia).Pinker-

from Suzhou,China.

Though yearshavepassedsincewe unwillingly saidfarewellto AIM on May 9, 1999.yerrhedap. rtrecasesrudies. havc rhedamayans. and rhe prolessors beenso deeplycarvedin my mind that they often appearin my dreams.

Nothing will bring megreaterhapcontactwirh pinessthan to re-establish AIM, wherethe professors havehelped sharpenedmy insight in management And my besrregardsro Pro[. Mario Lopâ&#x201A;Źz,Prol V Limlingan, Prof.Tomas Lopez(his markedngis forevermemorable), Pro[ V. Tan (one of my beloved MMR Panel),Prof SoledadHernando (kind and patient and madeus foreign

this group seelsto locateasmany AIM Alumni from the EastCoastofthe United Statesfor purposesof networking,Armed with information from the Alumni Feder-

studentsquite at home then), Prof P Lontoc (my dearMRR panelprofessor, patient enoughto guide me, a dull student, through MRR torture),and Prol Nieves Confesor(alsoone in the panelofthree,

ation in Manila,it is hopedthat this group can formally organizeinto a full-fledged associationin the nearfuture.

Ifyou are an AIM graduatebasedin

whosesignificantsignatureon my MRR and my particbroughtbackmy smiles).

"Change's ular regardsto Prof Silos,whose not for change'ssakebut for the better"

part lour years.I am currenrlyliving in Kuala Lumpur and am now in the midst ofcompleting my Doctoratein Business

ton Consultingis a globalU.S. company specializingin corporareinvestigations, securityconsultingand due diligencewith over250 ofEcesworld-wide.

Vithout the experienceand value of my educationat AIM, I would not have enjoyedasmuch asI do now the life I am living herein Malaysia.The teachingshave gonea long way in understandingand appreciatingAsianbusinessand culture, and now I am ableto expandthis knowledgetc an euengreaterlevelby purtuing my educarionat a higherlevel.

Many thanla to thoseI knew at AIM and bestofluck to thosewho had and havethe privilegeof studyingthere!

Keepus posted...

Sendus t1e ldlesl news aboutyour personaland professionaachievements.

Pleasee.naryourJodatesto atmdlurrni @am.edu.ph.

ClassNotes I wasassignedasCarerakerof Bank Dana Asia (listedasone of38 banls that should be closed).

In June 2000, I joined Bank Vindu Kentlanaas JoseE Santos,MBM 1971,is now with the fuzal Dr. rWilfiedo Vrllacorta, MDP 1984, was unaniCommercialBanking Corporation asExecutrve mouslyappointedasDeputy Secretary-General ComplianceDirector.

"The Vice President,with businessaddressar l4th Floor, ofrhe Associarion ofSourheasr fuian Nations bestrhing I havelearnedfrom AIM YuchengcoTower, RCBC Plaza,68 19 Alala Ave., (ASEAN) by the foreignministersofthe l0is problem solving and my jobs mostly deaft with Makati City 0727, Philippines membercountriesofASEAN. He wasthe found- problems.By theseclassnotes,I would liLc to ing president of the YunchengcoCenter and procornmunicatewith my classmates(MM'88) but 1973 fessorof De La SalleUniversity. Dr Villacona was I never know where they ere, exceptVinai from EuhYoon-Dae,MBM 1973, one ofour first alumalsoa delegatero the 1986 ConstitutionalCom- Thailand (he is Dean ofa leadinguniversityin ni from Korea,hasbeenelectedasthe President missionofthe Philippinesand former Dean and Thailand), ![ahyu, Kamallyand NelsonTobing, ofthe KoreaUniveniry.oneofthe bestuniuenities SeniorVice.Presidenr ofDe La SaJle Universiry. and Budi\)Tijaya(MBM'89)." Classmares may in Seoul,Korea.

He is the first professorand the first Filipino to sendan email to Rusmanat rusman-usman @hoe be appointedto the no. 2 post ofASEAN mail.com.

PelpetuoM. de Claro, MBM 1973,is the Presi1989 1985 denrand GeneralManagerofVyerh llhilippines.

Inc. Mrinal Kumar Sarma,MM 1985 graduatewith IGnika Antono, MM I 989, is now Presidenrand distinction, is now the Chairman and CEO of CEO oflndorent & EuropcarIndonesiawith 1976 BioscTechnologyManagementand ResearchCen- businessaddressat Hayam Vuruk 6, Jakarta "lt PeterFan, MDP 1976,is a Proprietorof Fan tre fvr. Ltd.. wirh companyrddres'.rrHousing I 0 I 20, Indonesia.Kartikawrites: wasso great & Associates, with businessaddressat 17 Ko Fai Colony, Bye Lae, 3 East,Rukmini Nagar,Basistha ro explorecareerderelopmenr aliergraduarion R o a d .I I / F ,R o o m I 0 . Y a u T o n g , H o n g K o n g . Road,Guwahari-78t006, Arsam,Indir. He writes from AIM. Even though not every'thingI learned "l to sa5 am extremely grateful to receivea copy in AIM could be appliedin my buiness,I did get ofThe Asian Manager,first semestercopy 2002- businesslogic and researchexperiencefrom AIM. Libradade la FuenteLeagogo,M BM l9-8. wrires: 2003, and I wait most eagerlyfor my copy ofthis My researchexperienceis very helpful in my "After AIM, I worked with the Technology ReAIM magazine.I am heart and soul with AIM and presentstudy at the UniversityofNew South lVales.I havebeenin the Ph.D. program for almost sourceCenter,nowTechnologr Livelihood ReI considerit x my secondhome." sourceCenter,then movedto Wood Processing threeyearsin rhe Schooloflnternationa-l BuJners.

1986 Corporation,alsoa subsidiaryofthe Human SetI hopeto finish this programin 2004. I alsohope tlement Corporation. I resignedin 1985when I Raymond Bariou, MM 1986, our firsr French to shareexperienceswith Gllow alumni in relwant "l got married.Now, I am a realestatebroker and I alumnuswrites: left Parislastyear and I am researchareas," havebeenin dris businessfor more rhan l0 years." now the Managing Director of MBC Inrernational 1990 Bank in l,agos(Nigeria).It is interestingro run a 1981 completebank (merchantbanking,retail,capital Juan Antonio ToribioVrlladolid III, MBM 1990, SaileshRamamurtie, MBM I 98 I , is the new \4ce markets,assetmanagement).The MM program is now the Director ofSalesof DeltamaxFreight Presidentfor fusk Control at CoMgra Foods, probably gaveme some useful help as I havebeen Systemsin Chicagowith businessaddressar 880 Omaha, Nebraska,USA. ConAgra Foods is a US quite successful so far."

Lively Boulewand,Elk Grove Village, Chicago, IL, 60007usA. $20 billioh diversifiedfood and agroproducrs 1988 corporationr-hatoperatesin Ji diFerenrcountries 1993 around the world.

RusmanEffendi Usman,MM 1988.is now the ComplianceDirector of Bank Vindu Ketjana kng Sophal,MDP 1993,one ofour first alumni "l Philip S. Javier,MBM 1981,is a Qualiry Assur- with businessaddressat Jln. lrtJen. S. Parman from Cambodia,writes, am pleasedto inform anceManager ofAd'Print Markings Ltd./Ampco Kav. 92 lal,artal 1420-[ndonesia. Rusman wnres, you that I am 6ne aswell asmy family. I have "Two ManufacturersInc. with businessaddressat 78 months after graduating from AIM, I was raigned from the Ministry ofAgriculture Forcury FawcettRoad, Coquitiam, B.C., CanadaV3K assignedasa Deputy Manageron systemand and Fisheriesin 1998 and joined Nichimen Cor"Even 6V5. Philip writes, though I may now oe computer prograrn development of Bank Indoneporation. Nichimen is one ofthe Japanese Giant in a foreign country like Canada,my MBM degree sia. My main iob wasdevelopingan automarion Trading House.However,sincethe Japanese are from AIM hasdefinirelybrordenedmy businers accountingsystemfor all BI's branches.After facedwith an economiccrisis,the companyhas oudi,ok in my current careerin the field ofQuality successfully installingthat system,I wasassigned reducedits businessactivitiesand concentrates Assurance/Control. Right now, I am very busy .rsDivision Head ofPaymenr and Accounting only on the core business.We, in Cambodia,do preparingthe companyfor registrationto QSSysremon Medan Brarch from July I q9l - Sep- not havemany activities.But we still hope that tember1993.From September1993- April 1995, Cambodiahar enoughIawsro protecrbusiness 9000, the internationalQualiry Management Slstem standard used by manufacturers and sup- I was assignedback to the main oflice in Jakarta bene6t and that they be enforcedso that we would "AIM pliers in the automotive and truck indrxtry as Bank Examiner, then asExecutiveBank Super- havemore chancesto promote our businesses. has helped me prepare for the challengesthat I visor and retircd in October 1997.\X4ren 16 banla Congratulations ro AIM on ia 35th Anniversary." facehereand I would like ro thank the insritution collapsedand BI assignedprofessionalson banking Youmaysendan emaiJro l,engar nichimen@bigfor this." to take over those banLs to be liquidated, I was pond.com.kh. appointedto handleBank KosaGrha until the t983 t994 Uquidation Tlam wasset by ShareHolders meetHenry T, Cua, MBM 1983,is Managerof ing. In 1998,when l0 bank weretakenover by Kasmuri Sukardi.MM I994, is now rhe Croup Cuakima Commercial C,oroorarionwich business the Government, I was assignedas Caretaker of Director - Agribusiness for Golden Hope Plantaaddressat 63 T. CabilesSt.,TabacoCity, Bank Centrisfor eight months beforehanding tions Berhadwith businessaddressat l3th Floor, Philippines. over to IBRA(BPPN).Then on March 13, 1999 Mcnara PNB 120-A,JalanTun R:zak 50400 Kuala

1971

r978

1984

ClassNotes "Congratulations AIM Faculty Lumpur. Kaswrites, all alumni. \7e surelyhavecome a long way and but we still havea long way to gol The searchconto AIM & all!" tinues.Happy 35th anniversary

Taguig,Metro Manile.

Phan Ke Hoang MDM I 998, is now the Deputy Manager of Prepantory Boa-rdof Insurance Company ofthe Vietnam Bank for Agriculture 1996 and Rural Development with businessaddress Barbara Torres, MBM I 996, is now an Assocrate at C3 PhuongLiet, Thanh Xuan District, Hanoi ofBuenaventura Echauz& Parmerswith buuness Vietnam. addressat 4/F, 156 Valero St., SalcedoVillage, IGren Yang, MBM 1998,is thc \4ce President Makati. for Operation for Tiade Master ResourcesCorpo"Vhen I took my MBM in RaymondYap, MM 1996, is the Mce President ration. Karenwrites: for Corporate Planning & BusinessDevelopment I 998, I wasa Chinesesrudentstraightfrom China.

After graduation,I worked for sometime with a ofeGenting Holding, with businessaddressat \Wisma multinational company in China. Three yeas ago, Sultan Ismail, l9th Flr., Genting,Jalan I resignedfrom my job and I am currentlydoing 50250 Kuala Lumpur. br-rsiness in the Philippineswith a localpartner 1997 lnitially, we encounteredmany problemsand I regrctted having resignedfrom my previous job.

Amaresh Itumat, MDM 1997, is now the Chief Yet, after a few years,everything went fine and General Manager, Secretaryand Deputy Chief we met our objectives.

Vgilance Officer for dre National Bank for Agri"l now feel that you can apply what you culture and Rural Devclopment in Mumbai, India. havelearnedmost from MBA when you handle 1998 the whole business.

Though our toral salesare really small compared wirh multinational compaBusiness Lotenro Diaa MBM I is now a 998, Jose Performance Consultantwith EAlnc. with busi- nies.I havelearnedfrom AIM tharanydecision makesa big difference and that you are rewarded nessaddressat I130 lron Point Road,Folsom, for your hard work and well-rhoughr decisions." cA.95630.

Alladi RamabrahmaSai, MBM 1998,is now an AssistantManager - BusinessDwelopment, BusinessDevelopment Group, Cognizant Technology Solutions with businessaddressat 226, Cathedrd Road,Chennai 600 086.

1999 Vee Tium Chew (T.C. Wee), eMBA 1999,is now the RegionalMarketing ManagerofCabot Specialty Chemic.als,basedin Kuala Lumpur, Malaysia.

2000 SilvestreJeric Lapan III, MBM 1998, is now a Traderwih rhe Union Bankof the Philippine'. JoseRenanC. Suare4MDM 2000, a CommandHis businessaddressis 3/F SSSBldg.,AyalaAve. er in the Philippine Nary, writesl"l arn curently r (ommmding ofiicerofone ofthe lhilippine cor Rufino St., Makati Ciry Nary ships.Sincegraduationin 2000, I had been at seaand assignedto such placesasZarnboanga, Md. Al*ar HaossainCho*dhury, MM 1998, "Ai{ier graduation from AIM, I went back Sulu and Basilanand recentlyin Palawan.The writes: to Bangladeshand rejoined my company asHead things I learnedfrom MDM havehelped me a lot ofFinance and Accounts.I got marriedlast De- in relatingto the peoplein theseareaswherede' - Smira, velopmentis reallysought.My AIM educatron cember| 8. I9q8. I haverwo daughrerr rhe eldestis threeand a ha-lfyeanold. The youngest hasenabledme to temper my military mindset is jusr 17 months old. After AIM, I took a Char- and suit my dispositionsto a suitableand more teredSecretarycoursewith the Instituteof Char- effectivedevelopmentalapproach.I had beenalso tappedby the Nary to help out in its organizational and ManagersofBargladesh teredSecretaries (ICSMB) in Summer200I . The resultswerepub- development,modcrnizationand capacitybuildlishedin February2003. I accomplishedthe De- ing. The wider perspectiveI acquiredin my studies 'Chartered at the Institute hasgiven me a significantopporSecretary'.

This is a new greecalled progra-rns and acquirc tourserhat stanedin I997. which mainJyconsiss tuniry to promote progressive a helpfirl role in the naval organization." ofpolicy leveltraining for corporateaffairs.

"Professionally, I am doing well in developDl SanjeevSharma, SMMT 3 \forkshop 2000, ment management,though atAIM, I spentmy is the Deputy General Manager of the Reserve marketing and Iinance rn raluable time studying Bank oflndia with Business Addtessat 6, ParliacorPorate governance." ment Street,New Delhi 110001 India. Dr Sharma "I writcs, am presendylooking after the HRD Ma. ElisaValencia,MM 1998,is ManagerCell of the RBI at New Delhi. My worL includes CustomerCarelHR of BonifacioVivendi Vater nominating officersfor training,TNA, summer with business address at Corporation 38th placements,managingthc operationsofthe HuDrive Universiry District, Bonifacio Global City,

mart ResourceManagement Systemin the ofice, organizing talk for the self-development/growth ofstaF, performanceappraisal,etc.\fle haveon hand an ambitious project of imparting baselevel computertraining to the entirestaffof the RBI by rhe yearend."

2001 Ma. Cherrylin V. Trinidad. MBM 2001. is now General Manager ofEvents R Us Company with businessaddressat St. Martin Street,Tandang Sora,Quemn Ciry Vailorntam Venkatean,MM 200 I , is the National Salesand Marketing ManagerTanzaniafor DPI SimbaLimited, with businessaddressat Dar es Salaam,Tanzania.

SarinaA. Pasricha,ME 2001, is the PublstrerlChiefExecutive Ofticer for Red PenPublishing with businessaddressat 1247 GeneralLuna St., Ermita, Manila. Sarinausedto keepa weekly column for Manila Standardand would be glad to contributearriclesfor The Asian Manager

2002 Joko Supratiko, MM 2002, is a fusk Analyst of rhe Directorateof ForeignReserveManagement ofthe Bank lndonesia,with businessaddressat Building B 8th Fh, MH Thamrin No. 2, Jakarta Pusar,Indonesia.

Deb Jyoti Mazumdar, MM 2002, ADB scholar would like to conact fellowalumni in Singapore.

You may sendan emailto deb.mm02@aimalum' ni.org or reachdeb@hotmail.com.

Jovino Antonio B. Lorenzo,ME 2002, is the CEO of GasBeverages and Seltzer,Inc.with businessaddressat 23 I lrh Jamboree,QuezonCity, Philippines.

Grita Thain, PPDM 2002, wriresthat effective August 1, shewill be joining UNAIDS asa ProgramOfficer for HIV/AIDS. Birendra IGmar Agrawe.l, MM 2002, was appointed asfinance managerof Olam International Ltd. After threemonths, he waspromoted to financecontrollerand after nine months, asregional.financecontroller'With fi nancemanagers under him from four differencecountries,Agra*cl controlsthe turnoverofmore than 100 Million "My educationin AIM hastaught me a USD. "MM hashelped me to changemy lot," BK says. mindsetand not to think merelyasan accountant."

2003 Huong Thi Minh Ngo. MDM 2003, writes.

"I havebeenpostedasCoordinatorfor Impact Assessment and SharedLearningat ActionAid \4etnam. I will alsomalage a DevelopmentNewsletter for the organization."

\,\herci,\\-t 'Arl 1 Y..vr&n*Ier o,Y\

Are you an alumnuswho hasn'treceivedrhe latesrissueofThe Asian Manager?Or areyou an alumnuswho has neverreceiveda copy ofThe Asian Manager?Ve are looking for you, OUR Asian Manager!So please help us keep our alumni databaseup to date. If you wanr to receiveyour copy of our alumni magazine regularly,Lindly fill-up this lorm and fa-,rit to THE ALUMNI RELATIONS OFFICE at (632) 893-7410 You can also update your contact information ONLINE by registeringat www. aimalumni.org and as a hearing bonus,you will receiveyour freeAIM EMAIL FOR\(/ARDING FOR LIFE. Ve would alsoappreciate your viewsabour this issue.You can email us at tam@aim.eduph Ve hope to hearfrom you. PS. Do take a peekat The Asian Manageronline at www.tam.aim.edu.ph.

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