The Asian Manager, September 2000 Issue

ffiflsilANlil{!{ffi THIRD QUAR'ER 20OO

a new Incalnrilon Into DeoDle-orlontrtion ROBERTOE DE OCAMPO AIM - President

\7i,1 ,tri, issue.AIV bringsyou our new-rer italizedin-house magazine,TheAsian Manager (.TAM).

TAM has undergoneseveral changesin its 20-ycar history but it hasneverbeenthe people-orientedpublicationthat it is today This new approachis part of AIM's eflort to keep our alumni i n t e r e s t e di n t h e w o r k o f t h e I n s t i t u t e a n d m a i n t a i n o p e n communicationlineswith our alumniall over the world.

TAM isAIM's magazinefor ourmore than2,1,000alumni who, as oflast count. come from more than 60 countriesthe world ove[ It is meantto reflect your interests,needsand lifestyles,as well as provide you with news about the old school and your former schoolmatcsat thc Institutc.You canexpcctto rcadaboutyourselves andyour classmates in thesepages,especiallyifyou keepin touch and let us know where you are and what you are doing.

We hope you find this new incamationof TheAsian Manager insishtful.interestinsand fun to read.

PROF.EDUARDOA. MORATOJR. Dean ofrhe Institure

EDITOR1AL BOARD PROF.EDUARDOMORATO Chauman

MARVEE P. CELI ExecutiveManagingDirector. lnstrtutional andlnvestorRelations MOHANPHADKE Chairman Federation oi AIM AlumniAssociaiions, lnc.

BIENVENIDOM. ARAW Chailrnan AlumniAssociation of AIM PhilippineChapter PROF.DANILA.REGINAI. FOJAS ExecutiveManagingDirectot MarketingandCustomerRelations

PROF.EDUARDO A. MORATO JR. Dean ofthe lnstitute ChairmanTAM Editorial Board

PAULYNNP SICAM Editorin-Chie1, TheAsianManager

Inrld.

EDITORIAL STAFF PAULYNNP SICAM Edirof-in'Chief

3 t or l o 3 3 12 r6 20 23 26 32 38 43 46 4a

First Batch: MBM'70 ll'hutvasit likeantluhovereinit?

Ramesh GelliEpitctme ofn'ansfbrmulionalleutlership AIM Gets fSO14001 CeriifiedAIMprdctices-rlut ttpreaches CEOs and NGOs A natth nadein niddlegound Tried and True Theinnotatfie leatluship ofJesse Robredo The Mystiqueof Squash The.lountain of.vouth in o racqLtet Master of EntrepreneurshipApiotleerhg cuxiry-edge rcgram ElectronicCommetce Read| u not,theJittut"ishete Doing Businessin the Wazone CitoLorenzo onMindsnao grodswings ReluctantBloom A EMBA toadyocaa lrouambirulence Asian Battleground WhatAsianschools shoulddoto compete

lagularr 4 Short Takes 30 GadflY sl ProgramUpdates 55 Classnotes 6r AIM Books

REY NEM SINGH Managing Edircr MANNYESPINOLA Art Direclor JASPER CAESAR E. JAMPAC StafiWriter WETTE BAUTISTAEVANGELISTA Operations Olficer EOENS. CARDENAS Circulationofticer LITO OCAMPO Phorography tsa gratlery publication oi theAsanInsttute TheAianManaget (P)042i10/98 ISSN oflt4anagemenl KDNPP(S)1076/3/2000 [[4]TA 0116-77901 withedtora offces atlheAsiannstilute ofI'ilanage(632)892l\,lakat rnenl123Paseo deRoxas Cty Phlippines.Te. 4011-25 Telefax E-maladdressi 892'M3543; {632)893-3341 ghl2000lheAsianMarager tan@dataseNe ain edu.phCopyr reservei.

Reproduct on nanymanner inwhole orinpan Al rights priorwrtlenperm wilhout ssionrs n Englsh orolherlanguages prohibiled PrnledbyWord Press Inc, Quezon Cty.Philppnes.

The Asian Manager./ ThirdQuaner2000 3

AIT CELEBRATES DEEPAVATI

rn",rt?',,t;rffi

Jaime U.Ongpin Garden Asianlnstituleof Management 29 October 200

f;u{ll}'l ttl{DANAO COr{FLrCr P O L I C YB R I E F I I I G JV Del Rosario Room AIM Conference Center. Manila 14 September 2000, 5:30pm-8:00pm

Throughout the world all Hinduscelebrate the Deepavali festival with great pomp and enthusiasm.This is the great t-estivalhonoring Mother Lakshmi. tndia s goddessof wealth. Deepavali,otherwiseknown as the FestivalofLights. signifiesthe victory ofgood over evil.

The Institute celebratedDeepavaljon Oc tober 26, 2000 with a program and pany that startedat dinnertimehostedby the Indian stu J e n r sr r i A I V . T h e e n l i r eA I M c o m m u n i l ) joined in thecelebration thatlasteduntilearly moming.

The four-hour briefing beganas a stiifly formal. official, corporateaflair with government and busillesspresentingtheirrespectiveagen das for war-torn Mindanao, until the aggrievedpanieshad achanceto speak.Fomer Senator SantaninaRasul recited a litany of problemsbesettingthe Muslim communities. problems so old and so familiar, she didn t have to read from a preparedspeech.But the audienceand the media,a good half of them foreign. were jolted tiom their stupor by former CongressmanMichael Mastura who launcheda passionatetirade againstthe current and pastregimesgoing back to the Span The messages olDeepavali arethe removal ish and American periods.While no one was of darknesson earth. the destructionof dis surprisedat the crescendoin the conference's crimination,and the promotion ofcharity and content. no story sniffer went home emptyjoy. The lights of Deepavali are displayed at handed. the entrancedoorsand walls ofhouses. in the streetsand lanes. This means that the inner spiritual light of the individual must be refiected outside. The lights of the dias (clay lamps) on eanh beckon the lights in the tirmament to descendupon earth and establish the heavenlykingdom ofGod for the welfare of the human race.

award confened by AIM PresidentRobeno l-. de Ocrmp,' rnd re((ived by Alumni AssociationChairmanBienvenidoM. Araw and Alumni Association president Cesar MBM 77.

Evangelista,

FRIEDIAII SPEAKS OI{ GLOBALIZATION SGV Hall AIM Conference Centel Manila 27 September 2000 Thom.r. fne,Inrn. Pulirzer-prr/eu innrng New York Times columnist and author ofthe "The Lexus and best-sellingnon-fiction book "Globalthe Olive Tree. spoke on the topic ization: Understandingits Opportunities, Meeting its Challenges"in a W. Sycip Policy Center-organizedlecture last September27, 2000 at SGv Hall. AIM ConferenceCenter, M a n i l a .C l o \ e l o , 1 0 0p a f l i c i p a n l l. h r t i n cluded former PresidentFidel V Ramos.

DefenseSecretaryOrlando Mercado. among

ALUtI{t AtsoGtATrol{ GETS A ROOil II{ AIT G O l I F E R E l I G EC E X T E R

Dâ‚Źtails: AIM PresidentRoberto F. de Ocampodeliveredthe openingremarks,Hon. Eugenio LopezJr. Gallery Alexander Aguirre.NationalSecuntlAJr i.er AIM ConferenceCentenManila was the keynote speaker.and fbrmer senator 18 August 2000 SantaninaRasul.Michael Mastura,Lapanday Holdings CEO Luis P Lorenzo Jr and AIM A.oo. onthePhilippine floorof theAIM prcfessorJuan Miguel M. Luz made up the ConferenceCenter.Manila was named after others, listened to Mr. Friedman's comparrpanel of reactors. lheAlumni A\.ociarionof AlfM. Incorporaled. son of the Globalization and the Cold War the firsr:uuh prrriletlgegranredro an aiumni . 1 s l e m . . F r i e d m a ns a i d . g l o b a l i z r t i o ni : group. Detrils: The naning ceremony was not a trend. not a Nintendo game. but an held at the Eugenio Lopez Jr. Gallery, the i n t e r n a t i o n a l s y s t e m t h a t r e p l a c e d t h e 4

The Asian Manager / ThirdQuaner2000

Cold War system."While integrationand the Web are globalization's overarchingcharacten.ltc and .1mbol. the Cold War .lstem s characteristicand symbol are division and the Beflin Wall. He emphasizedthat globalization shouldmake nationsfocus on the quality of its states,and cut down on crony capitalism, apparentin some Asian counties, that slows down the effects of globalization.

coiltPUTEnvl8rol{ sYl{DROf,iE 80LUTrOl{ A P P L I E DI I { A I M Urbano Velasco Room, AIM 27 October 2000, 10:0011:00 am a

Dr CharlieHo, a Masterin Entrepreneur ship student,delivereda magical3o-minute demonstration on computereyeglasses worthy ofNicolaTesla.themysterious European geniuswho championed altematingcurrent

land. All online parties can now state their name and conduct their businesswithout the demoralizing confusion that resultsfrom the lacl of guidelines.

The da) -long Philippine E-Law: Doing Businesson the Web" was a crash course in e-commercefor those about to rakelhe plungebut won r askthequeslions that would make them sound ignorant.

conductedby the AIM Dean. Proi Eduardo A. Morato, Jr. and the Philippine's foremost authority on inner mind development, Mr. Jaime T. Licauco.

The course,aptly titled The Power ofTwo, recognizesthat holistic applicationof leftand right brain thinking distinguishesthe successful entrepreneurand managerpar excellance from the rest.

The coursecovers topics such as whole brain management.creativethinking in management,self mastery,emotionalquotientand enneagram,intuiting, remote viewing and \ isualilation. dreaminterprelation. inno\ative busines.prrcticesin.trctegizing.organizing. operating,marketing and financing.

This 'hon coursewill be offeredagainin February/March2001. June and October 2001. Interestedpartiesmay callthe Program Administrator. Ms. Lorna Balina, at (632) 7517155for details.

A G EG O I { D U G T 8

ll{TUrTror{ couRSE AIM Conference Center, Manila October 24-28, 2000

(AC) overThomas Edison's impractical and expensivedirect current (DC) at the dawn of electrification in the early 1900s.Complete with a crystal ball swirling with static electricity, Dr Ho showed how his new line of anti-glare,UV-filter, anti-staticcomputer e y e g l a s s e sc a n g r e a t l y r e d u c e t h e n e w century's number one work-related ailment: eye straindue toprolongedexposureto videoscreenterminals.

P I I I L I P P I T { EE . I A W T A U N C H E DA T A I T SGVConferenceHall AtM Conference CentenManila 18 August2000 Cl nce a digital jungle of the good, the bad, and the utterly lawless,the wild wild west ot electronic commerce in the Philippines now has a Sherifi it's first. in the form of a 40plus-pageofficial declarationofthe law ofthe

T h" A,iun Center for Entrepreneursnrp (ACE) held a shon course on creativity and intuition in managementparticipatedin mostly by managersfrom October 24-28. 2000. The course explored the fusion ol logic and intuition. It was designedto dnhancethe i n d i v i d u a l ' s c r e a t i v i t y . s t r e n g t h e nt h e m a n a g e r ' sa b i l i t y t o c r e a t e n e w i d e a s , Eugenio Lopez Jr. Gallery systems, and ways of doing things, and Asian lnstituteof Management "out enhancethe manager'scapacityto think 27, 2000 October of the box."

The course is pan of a seriesofcourses on Mr. Jose L. Cuisia Jr., together with Dean Self-Masteryand CorporateEntrepreneurship Eduardo A. Morat6 Jr.. acceptedthe ISO 14001Cenificate from lhe Det Norsle Veritcs (DNV) in behalfofthe Asian Instituteof Managementin a simpleawardingceremonyheld at the EugenioLopez Jr. Gallery, on October 27. 2000.The Cenificatega\e rhe Insrirure the distinct honor of being the first graduate schoolof managementin the world to be ISO 14001-certified.fsee /elated.featureon p. I 6) The signing of a memorandum of understandingbetweenthe Instituteand the United Nation. EnvironmentProeramme-Environmental TechnologyCentre(UNEP-IETC) on environmentalmanagementtook place at the said affair.

Mr. Lai Chee Keong oiDNV and Mr. Steve Halls of UN gracedthe affair.

DET IIOREKEVERITAS AWARDTAtilt ttol400t GERTIFICATE

The Asian Manager/ ThirdQuarter2000 5

he year was 196%.And as the song said, it was "the dawning of the Age of Aquarius." Fast disappearing were the sexual repmion and the dOOnfoPmity of the '50's and the early '605, making way for a more permissive society. The world shifted its focus on the youth: their clothes, hairstyles, views and acfivitiw.'Ibe hippies, who were inspired by T i y Leary's "truereligion", cmkd the creed of "Love" and "Flower Power" and adbpi to a life philosophy of non-violence.

T

In the same year in the United States, Senator Robert F. Kennedy and Rev. Martin Luther King were assassinated. A year later,man landed on 6 e moon and a human egg wa,s fertilized outside of a w o r n ' s body. In the Wilippines, a cunning filitician was at the helm of govemmcnt. (A University of the Philippineslaw student who was convicted of themurder of his father's political opponent, assemblyman Julio Nalulrdasan,Ferdinand Marcos later appealed his own case tothe Supreme Court and won.) At the UP, the students were experimenting viith the ideas of Mao and Lenin, as they aggressively built their case against "American imperialism" and the feudal structure of the Philippine society. Elsewhere in Manila, 95 young men and women entolled in the Master in Business Management course of Ateneo de Manila would see their hves undergo major changes not only 6of the events thgt were shaping the country and the world, but more so because of the experimentalprogram they were about to undergo.

This is their story.

.

Like many young adults, Mano Antonio (May6) G. Lopez was not very clear then about what he wanted to do with his life. He hadjust graduatedfrom the University of the Philippines with a Bachelor ofArts degreein Sociology and never thought about management as a career.

Until fate, personified

ministration and BachelorofArts in Social Sciencesat De La Salle University.

At that time, Elfren was already with the Brand ManagementGroup of Philippine Refining Co. (now Unilever Philippines).He was planningto take up either an MBA or a law degreeand had

atAIM, it was on to becomea professor "tough".

Hlgh mortallty rate

"ln fact, of the 95 who originally enrolled in Ateneo, only 33 made it out with an AIM diploma as of graduation day,30April 1970.Therewas lessmortality among the women,

-

r.-f rhi\r-Hr\r Th+rrnprl.rne/

tnen ]^ung

-f-

mo\emcnl

G

lnc mrneuverco Lo1te/ cour\c 1,,-

F -

J

wardsan \lBV.

tD

uI

Inr rdlurr.,{ru

I n c n t n ( r c \ r t a ir r r t s . \ r . l r r . l s E i r i E r r t

-]

i\c\edrur Netun-. ;ur u't d rid-\

.]

1

lo da1 basi'..thel had to lire uith the backbreakingworkload.Afew

-

E -

n ourpurupongraouarlns

-

-

run-g.

7a portraitor i ,anager as a young student:Mayo

course,it was really the first year was difficult," says Elfren. group was 22.7 - younger Lopez cracking hii first case thirty sumners igo :l "The secondyear was easiet bethan the subsequentbatches - and many of them had cause by that time, we had adjusted to the case method and no work experience.Fresh out of college, only a few had an idea already applied in some schoolsin the we were abletocope with the pressure. what anMBM mightbe like, exceptthat United States.Then, he was informed The pressurehad becomepan ofourev"difficult it would be and challenging." by De La Salle about a full-time gradu- eryday life already.In fact, I remember In fact, Mayo recalls,oneofthe girls ate schoolofbusiness that was going to that by my secondyear, my can group enrolled in the course because she open.He further learnedthat the gradu- was not meeting as often anymore." "sexy." The inclusion of ate school would be a joint venture of The classenrolled in June of 1968 thought it was De La Salle and Ateneo, and that and graduatedin April of 1970.They a greaternumberof freshgraduatesin their batch was basedlargely,it seems, Ha ard University was alsoinvolved in were full-time students who were diits organization.Impressed,Elfren de- vided into can groups.And as with all on an experiment - accepting people "good grades despite involve- cided to try the course out for a year. AIM studentswho have followed them, with ment in a plethora of extracunicular The workload was heavy,just asElfren they would stayup studyinguntil two to "when the caseswere pretty expected.Before he enrolled,he had al- three a.m. activities."

Therewere alsootherenrolleeswho ready gone over the syllabi of differ- bad."

But thdy didn't have the benefit of had at least two years of work experi- ent graduate schools of businessand facilitiesback then.Every stuwith dormitory was Elfren Cruz, a was, therefore, not at all surprised ence. Among them home for the night, someas dent went pursued But for fresh colwho degrees the workload atAIM. native ofBacolod as Marikina.

Their only advangraduates went far away Adlege like May6, who in Bachelorof Sciencein Business

Theaverage ageofthe

sThe only student3 consldergd 'oYerleast then were thore who c.rne placettt from Davao, llollo and other'faraway 8

2000 The Asian Manager/ ThirdQuaner

to a dress code, which called for "app r o p r i a l eb u s i n e s sc l o t h e s " - s h o n sleevedbarongsor whiteshinswith rie\.

When the policemen waiting at UN Avenue startedto chasethem. they ran to PadreFaurawhere the AIM facilities were at that time.

Goplng wlth 3trest Luckily for them, they had come Their "gimrnicks" andwaysofcop- from classand had their necktieswith ing with stresswere very different in the them. They went back to the campus.

Iate 1960s.Therewas no Cubs'Night, "And the guard allowed us to go in beorlntemational Day; no Intemetto surf. causewe wereAIM students.

So we esIn fact, they had nothing much to do to- caped from the policemen." Elfren gether but to study. But the classmates muses, "I guessthat's one reasonwhy I did find time to watch movies on Rizal didn'tjoin my cangroupandotherclass Avenue once in a while. activitiesasmuch. I had no regretsabout Or, some of them would host par- joining all of that." ties, which the otherswelcomed.

And, when the pressurewastumed Outstandlng professors "Among the professors, on, May6 tells ofunexpectedadventures Gaby like watching a Nora Aunor-Tirso Cruz Mendoza stood out. He was a tough III movie, taking an unscheduledtrip to nuttocrack," Mayd recalls,sayinghe the Ruby Tower rescue operations was the "most intimidating professorof (which was destroyedby an earthquake them a11"."Fil Alfonso was most enerin 1969),and "making fools ofourselves getic while Quintin Tan brought humor by going to RoxasBoulevardto seeUS to Production Management. He made PresidentRichard Nixon's moiorcade p r o d u c t i o n m a n a g e m e n tf u n . T o b y and shout out the namesof the Beatles Canto was an excellent teacherwho when it passedby while everyone else made accountingbearable.Back then. was yelling his name." For Elfren and it was called ManagementAccounting his can group, who were mostly from and Control Systems. Santi Dumlao the provinces, meeting at the house of Mary Anne Busuego(now Colayco and who becamethe treasurerof Purefoods) ...but when the was a very welcome respite. "Most of us stayedin dormitoriesand apartments.

It was nice to be in a house and have pressure was turned on, h o m e - c o o k e dm e a ls ." A n d , u n l i k e May6's cangroup,Elfren, togetherwith May6 tells of a small group from his batch (among "Pidiong" them Elpidio Darpaso) and another group from the 1971 batch, unexpected would join rallies and studentdemonstrationsduring their sparetime. adventures like An active student leader in De La Salle,Elfren believedthat evenbusiness watching a Nora Aunorstudents should be concerned about what was happening to their country.

"We were very concemed about the Tirso Gruz lll movie... direction that Marcos was taking the countryto, notjust economicallybut also tage was that the traffic wasn't a prob- politically," he said. He recalls an lem. Very few studentsdrove their own evening when they joined a rally at cars, so they had to carpool or be LiwasangBonifacio,in front ofthe Post dropped off at some point where they Office in Manila. Marching towardsthe could take a bus home.

US EmbassyacrosstheLuneta.the poThe class was all Filipino. "The lice camechargingtowardsthem,throwonly studentswho wereconsideredover- ing tear gas and wielding bambgo seaswere thosewho camefrom Davao, sticks. The crowd dispersed and their I l o i l o a n d o t h e r f a r a w a y p l a c e s , " group ran to UN Avenue, forgetting quippedMay6. And they hadto conform that there was a police station there.

MANAGEMENT 101

The Asian Manager/ ThirdQuaner 2000 9

taught Written Analysis of Cases (WAC). Our WACs back then were read for grammar by Gilda CorderoFemando.To get a rerl good writing style commentfrom heru rs likereceiving an award."

Elfren too hasfond memoriesofhis "What I really rememberup to teachers. now were the teachers. There were several teachersthat I was impressed (with). In fact, I think one of the reasons why I teach part-time now is because I was inspired by my teachers.

(Elfren teachesStrategic Management for the GraduateSchool of Businessof De La Salle University.) I had some pretty good teachersat that time. They werc relatively young. That was thelr first time teaching.And, most of them hadjustcomebackaftertaking up graduate school in the States."

Aside from the professors Mayd mentioned, Elfren remembers Paul

'Of all the teachers, Gaby (Mendoza) was the toughest nut to crack.t

{

f

-

n * *

Rosenbergliom Harvard who taught "We Finance. even had a few sessions witi Steve Fuller who had just retired as the Associate Dean of the graduate school of businessof Harvard. I was happy with most of my teachers- Anthony Golamco, Rafty Maramba. I can't think of a favorite. Perhaps if I think harderI could come up with one.

But the fact that I can rememberthem after 30 years means that I was really impressedwith many of them," say Elfren.

"The May6's favorite subject was Manager in the PhilippineEconomy" becaurethis re\onatedwith his activi\t leanings.Elfren, on the other hand.had a little difficulty adjusting to Quantita"I remember thinking tive Analysis. at that time that if I had known this, I would have taken up Engineering.I was so impressed with this classmate of ours, Alan Jazmines. He made the coursesoundeasy.I wasreally struggling with it, although,if I remember well, I did not do so badly in the course.That was the coursewhere I really had to study hard. It was a weakness,but it wasfine." (Jazminesretumed to teachat the Institute in November of 1971after a stint with Jacinto Steelbut was arested in the mid-Seventies. He never got to finish his secondcontract with AIM. rd.).

I ,.."t\.\

'\ris;

t

May6'sfavoritesubjectwas "TheManagerin t

children". And graduateMayo did, receiving sevenoll'ersfromcompanieslike A m.tter of survlval Oil, and So how exactlydid theclas\\urvi\ e Shell. Citibank, Legaspi Despite the socialcliProcter & Gamble. the MBM progmm'l "Ourcan groupwasnot'madamot' matethen,the supplyof managerswas (selfish).Ours was the only can group low and the economywas good. May6, to accept the olfer that stayed together until our second however, decided the Harvard Advisory Group as reof year Only one of us failed and that funher expose himself to searcher to was more becauseof a troubled love The job afforded different industries. life," saysMay6. work with Dr. Other than his can group him the opportunity to (Dr Culliton was the James Culliton mates,his desire to finish the Harvard Advisory Group courseand to declarehis in- Head of the in Philippines beforebecoming the the dependence kept him go-r ' -, " l president of AIM), and gave -{i n g . d i d i t m o s t l }f o r second Then. at the ageof him more flexibility. m y s e l f . " h e i n ri * Director of " B u t he theAssociate i f 24, became mates. ,.i: Populaon there inspiration the Philippine Commission from l97l to 1976. tion Beforeserring the Aquino admin+r' at thathme, lr ' :would " ".- be my istration as Secretaryof Presidential 'l'r :" becoming the e i r l l r i e n d Management Staff and * '. and wno r\ no\{ Chairmanof ExecutiveCommittees ) "-J* themother Boards of Directors of various compa(AlexanderForbesPhilippinesRisk m y nies oI . # t g

&

a

t"

. f , {

44(

PhilippineEconomy"becauseit resonatedwith his activistleanings.

Services,Inc. and Lamoiyan Corporation among them), Elften wanted to be in businessbut alsodesiredto do something meaningful. His professorstold him about an openingatABS-CBNfor an ExecutiveAssistantto JakeAlmeda Lopez, the General Manager for ABSCBN and Manila Chronicle. Elfren went for the job knowing that it would allow him to do businessand at the sarrre time, contributesignificanrly to sociery.

Advlse to would.bo mBfls

"AIM had great a impacton my life, otherwise,I would not have gone back.

As I said, I never thought of management, but AIM offered me a whole new vista," confessesMay6.

Part of this vista was the possibility of gettingrich, somethingrhatElfren also acknowledges.But May6 advises studentswho "take up MBM hereatAIM thinling that it will open a gateway ro oodlesand oodlesof money." not to get

into course"solely for the money."

Eltien tells MBM a_spirantsto first ask themselvesif they want to be a manager. "There are indicalors. First, do they have a need to influence the performanceof other people? They have to realize that mentoring and developing are integral to being a manager. Second, are they comfortable in exercisingauthority? Third, do they have the capacity for empathy?

As managers, they should be able to put themselvesin the shoesof other people."

"If you go to AIM to leam specific skills, you won't learn as much." He says."Tools and techniquesare fine, but don't fall in love with them because30 yearsfrom now, they will change.As the environmentchanges,so should your managementstyle.But the merhodis still caseanalysi\.You usethemar a loundation to continueleaming and to continue changing." @

Alarilla,MarilynJ. Anama,DouglasF. Busuego-Colayco, MaryAnneCam,JoseL.G. Caragay, ManuelB. Castillo, Leoncio Jr.S. Concepcion, OnofreM. Cosme,EliasU. Cruz,EdgardoM. Cruz,ElfrenS. Cuesta,ConradoL. Damaso,ElpidioG. De Leon,CesarM. De Vera,Herminigildo M. De la Torre,RicardoM. Deles,Emmanuel T. Galang,JesusB. Gaston, Alejandrino Z. Gimenez, lgnacioB. Gonzales, Rodrigo, O. lsip,ZoiloJr.P Jazmines, AIanV. Lim,VictorY Locsin,DennisH. Lopez,MarioAntonioG. Lorenzana, NoelPascualC. Luciano, VictorJoseL Meffes,RodolfoL. Mercado, JoseJr.A. Mijares, JohnnyS. Mirabueno, WinstonD. Nacionales, GabrielS. Nucum,CarlosU. Padilla, LuisitoB. Padua,Einstein U. Peia, PilarA. Pijuan,RicardoMcKenney Pulutan, Herminio M. Rubio,CesarA. Ruiz,RubenC. Sto.bomingo-Anciano, May Suarez,MichaelK. Sunico,RenatoC. Tee,AlexanderA. Teves,DennisG. Torres,Gil P Verde-Cuesta, Leni

The Asian Manager,z ThirdQuarter2000 I 1

By Eduardo A. Morat6 Jr.

I

N THE corpumte wotld, the most exciting phenomenon is the turn around or complee transformation of a business organization frsm a mediocre and lackluster player to the top perfomer. The main driving force.Irebind this dramatic change is the leader who is able to euwgke the entire enterprise team to p t heights of achievement.

That these turn mmds and traMlfamations eeatrob.This is a f o n d process of getting to know happen is mmxmknowledge. Stories are told and the "ins" and "outs" of a corporation. The process myths are created. What the leaders do are, forces the leader-manager to get an excellent idea of oftentimes, -just to awmtwte their b how the entire organization opmates, how the work l0ir:aets~Fo~aSPiringleaddtstrYiagto~the~e procesdsfmmoneunittothenext,howgmupsare oorporate heroes, the mythsare not enoughbcmse, monitored, evaluated andrewsrdeb,how papers flow, by them%elves,mytlw =just m*. how the rules and regulations &ect the staff and the The situatiw and -ties, in which the customem, how traasactions are done, and so on. In transformational l h tind t h w f v e , mm? other words, systems, procedures and controls are a ~ a g a i n i n t h e i r e z & ~The . dramatisp- good Btartingpoint for u n p "the beast". aonae,aetsandpomes, disloguesaadsolil~yswill Rrrmesh was studying the intricacies of the bunever~tteemsekes.Sowhatisthestudenlin reagcfscy.~thethirdyear,RameS6concentratedon l ~ , ~ r 0 v n p r i n c e ~ r ~ g 6 t o d o T staff developmcllt. l b o purposes are served here.

Thefaotsormytldcalaneedotoginaannsmnnd First,thestaffleamsabouttbenewsyrrtcmsandmaeh

as much as the bebavdynamics employed by the organirep

traasA put of mythology Ramesh Gelli W M '72) is a ~ l model e for tntnsfmmationalleadeffhp. His story deserves to be part of msnag.ement mythology. It is told in a case written by the author. However, this essay win not dwell on the "what" of the story but on the "how".

Ramesh learned transformational magic while senjng as generalmanager of a government 6nmcia1 institution. He catapulted that institution from number six to number one in the industry. He inn^ vated and implemented new programs. He quickly

He g& a classeom view of who is good and who is not, who is trainsble sad who is no$ who is promotable and who b not He gets to know people.

Upon assuming the chairmadip, Ramesh changed the struetore of the organizston. He w d toshifttheLocup,ofpowerftamthecentertothefitld.

He wanted to focus his effons in d y i n g the troops .in the h t l i h e rather thanthe baekline. He prefer& to manage " a m " or "battlpms"rather than%cvans" or " c b of command". The structure would pave the way for the changes Raw& had in lain6 To summarize, the three prepwatory proasws of Ram& ate Systems, St& and Shucture.

T b introduetwy p h a ~ ARer ~repsrationwmes the 18trsdncbrypbast of changemanagement.Rameshknew that fneaniqg-

fulttansf~rmation~~~lllothappenwithoutscttinghigh goals and oonjuring granddreams. This mpka am~antedthemp~onofatmamnndartistaShe biti0usp1.nnfng~whichistbefirstP.~taplanisnot nursed "dying" clients back to life. With this reputa- a plan d e s s it iw q t e d and cwnad by the entin: tion,hewashiredasGeneralManagerofyrshaf)ank, o ~ t i o ~ ~ P e o p l e z d w t s e t t h e i r ~ c e ~ the fourth largest private bank in India. When he gets which will serve as t h e i r p e r f ~ m e a s u r e s . is the second P. Hqwever, people will not take jbined, Ramesh told the chaitmeq that he waa interested in taking over his position once the chairman t h e m seriously ifthey are not tiedto their perretired, whieh came three years later.

Lowmceevahtbn, which is the third P. The PrepKgtory P~pdormaacetargctingandperfomutnce Ramesh prepared for the chairmanship well. evaluationneed a lot of "buy in" or"ow&gwnia%' in order How? During his tIrst two years as GM he focused to p&me the intended results. Transparency, open on redesigdq the bank's sysfents, proeedrves 4 communication and traasactonal apments.are es-

ld

13

T B C A S & U ~ I I ~ ~ ~ / ~ ~ S I ~ ~ B 4

scntill. It is no urrnclerthcn thitl I{lllllcsh (iclli br.oughtthc planning proccssto thc 1lLrntlines. ln his lilst ycnt as chilintlrtll ot \'[]. hc r isitcd 150 ol'thc bunks 150 b r a n c h c s .( j i r c n i 0 0 u , . r t . k i n gd a r s i t r c a r i n a c o L r n l r lr s l a r g c a s I n d i t " t h n l r n c l n l s p e n d i n gh l l l t h e v c r r a n i l t r o s t /1t'aslirzl ol his tinrc ntllr ing thc lroo1'rs. to thittk ol tern ud to think ktng then "t urriqge lheb cqrcer their htnk us /.rrrr.,r". I{c speni llnrc selllng to kno\\ thc peoplc. *innilg thcil hcitrls lind llrincls ancl enelgizing thcnr to dfeirrll thcir o\\ n clfcanls.ldl thcnrselrc: lncl lirt

uli\

lg.t.ir,

r!

"

f _l!

tslL:U

the bank.

The implementation

phase

:]:-

anclcrltlLt Oncetltcplans.Iue'asttrcs . r . ti r rl \ l . r \ . t. t i . . r , ' n n r ( L r tl.i \ t t t \ , r f n sr s to installlt rtrct-itoct-ltcr nori possible p c o p l e1 ( ) t c r n t h r l \ \ i l l n r o t i \ a l cl h c il-'tr lchicr c thc nri:sionol thc ol-i.itntz111on. to Ihc bankollicersantlstall-uercsr.rld a n d b o L r g hi tn t o t h e r i s i o t to f R a t l c s h ol lhebllnk r nl i s s i o n a n cl h e p | i r u o r c l i a in thcprir atcbank lo be thcnurrLr!'r'onc i n g i n d u s l y ' t h r o u gahh i g h l yp r r l i c t p a cgory ol'S1lt- I'ettitt nrcls \lls cfciltcd.

1 i re p l a n n i n up r o c c s s . rr crc inr ilcil I { i l l l )i n g r l l o l ' t h e ' t l o o pk:r \ \ r r d sr r Arr lldc'es lnci thcir spoLrscs comnon mission is thc 1lrsl l\1 of thc to iln a\\afds-curr dinncl night gtltcccl implemcntationphasc.I hi\ illso\cn es by a r ery lirnroLtsnrrrric star n ith ptcls a nrajot moti\ation stratcgr.nhicll t L r r ct n k i n g a n d l l l . l h i : b t o u t g h sl o t t r c i s t l r c s e c o n d\ 1 . I ' c o p l cr i i l l n o t t r k e prcssLrr-c1'r-omfilnlil) nlcrlrbcrs ot the , l t l . , r ' l l . l l l' . r l ' . l , ' f \ \ . r l J ' \ ' l l " l l h ( . i r ' : pr-,.rpctly nrolir ltcd. BLrtltsiiic liottt prtr s u i n g t h e c o m n r o nt n i s s i o n .p e i t p l er r i l l ask. \\ hat irbont nrc.) \\'hilc rally rnr thc tr'oops.Ilalnc\h \ct up il nrcfit()clirc\ s) stcnl h) dispcrlsing rnclit ccrtilicatcsbascdon actttalDer' iirnrance. Thc olliccts nnd slall coulLl collcct lheser cn tangibleccrtilicntcsfirr' 1'l-onrotionlnr.1salat-r'aclranccnrcnl pLtr I r o s c s .I h e m e r i t o c r a c l s J s t c l n i \ t h c thirclNl at thc implclrcnliLti(ntlthasc.TllL' lncrit ccrlilicales \\lrt kccl sit \! cll that thc Lrnion anil thc bank otflccls askcd titr' \pecirl cc illcatesand \Lrperccllilicatcs.

Iop lcfli)r'ning bfanchcs anclrvork tcrn]s \\ etc Iik.-rrise'recognizcd lb| di1'( )De] cll lllent perlirnrancc catcllo11es. a t i c l i n l r o d L r c i r t gl h e c c r t i l ' i c a l e : . " ( hainnan s ClLrbol high pcrlirnttets u r: lbrrrcd. l herealicr'.itn c\ en hlithcr cll

bankpcr:onncl.

thclf cncrg\ lc\ tir cly :trokcilto sirslairt put in ftcir bellics.l hc' ruorc lirc cl\ ilnd ol'thcdi.t\. .\1 thc cnd R is re\ards. thir(l propcrll cotrlpcttsat,,-cl good it 1,-'cls to bc t i r r\ ( , r k( . \ \ . . 1 ( n t l \ , l ' , t tl -l t t .r rt l l l t . t t l r c 'trL i r c t h cn r l n l g c ro r \ l a t f t o h i g h c l l c \c l \ o l u r l r b i l i ( n r .

transtorThe organizational The sustainability phase 'Ihc l l r r c e\ l s n a t u r a l fl l 0 $ t o t l t c mation Phase Thc tlnal phrsc i: contpictcorgat lh r s c . t h r c cR s o f t h c s u s t a i n a b i l i p l l r J t l f . r R . t l t r l r t t r l r l . t ,t ': t . r f r , ' \ ' . s i o n a la s r c l l l s p c r - s o n ar le l a t i o n s h i p .

I hc Ptcparat()ry.ll]llodLLck)f]und ilnplcmcnlirlion phascsltr'.'thc lirundation lbt' t h e p r o l c s s i o n afl c l r l i o n s h i p .

H o s c r e r . I { r r t t c s hr l o u l c l t t o l h a r e b c c n r b l e t o l e u e h i s n l a l r i ci l h c d r d not strikc l rer'l pclsonal itnd inlttrtitlc r e l a t i o n s h i p\ \ i l h h i \ p c o p l c . H e r t s t t c c l and tllkcd 1othcnr 1lc(lucrltl\.ilc ILrshcd thc heaclollicc peoplc out ol-lhcir conrI . ' r ' t r L ' l i. r t t - , " l . l i t . " t t . J " l i l e i . t . r i t t nrcrsc in lhc llclcl ancllciiltt litttl b.'lou.

Thc sccond I{ is recognition ot rndir idr.ialsand ol lcanr\. Pcoplc \\ lrlt to \ c l . r . r r . e . ln. . r | I ( ( ,l , r l l ] . l ' . r , k r r r . ll " ' i -

nirational translormation. \i)tr knorr l l l , r t \ , ' U l t . r \\ ' . r f rl \ ( , 1 r l l l l L , ' l r . l . r il /l r l i , , l l

i : r c d c s i g n i n gr '.c n c \ \ i r la{ n c lf c i n \ c n t i r ' - l - i r \ \ r l l l , . t r l l r r l \ ' rll l l \ ' r \ . l l l i ' t l l lirm lhc lcacler.lt i\ con\tirnll) rccrcllli n g i t s c l l .g u i d c d h \ i t \ o \ \ n l o g r c . f h c inal lfirn\tbrnratlortphilsc ha\ thrcc I s.

Thc llrsli\ inno\ation. oncc lltcprcpar aI o r ] . l n l r o d L l c t o f \ . l n l p l c n l c n tation ilrcl \usIlinabiIII) pllascs alc p r - o p c I l l l a i d o L r t -l h ! ' \ b c c o m c a s u 1 ' r c l h i g h riri y l i ) f e h l l n g c . l n l i l c t . pcoplc stnlt clltnoring antl dcnrand i n g l i r l c h a n g c st h a l n o u t l d i n p r o r c t h e i l p . ' r l b r t r a n c e l t n d i n c r c a s e t' h c t t ' bcncllts. Rrnrcsh calclirlll hanclpickctl

'functions' Ramesh preferred to manage,areas,or rbattle zones' rather than or ;chains of, command' l'1

l(100 | he.\sir,n \Ianaecr / IhLfd()Lnrlcr

creativepeople to initiate the innovaIn the end, everybodywas innovattions which were translatedto the sco- ing. They were settinghigher targetsfor ond I of investments. These invest- themselvesand inventing new ways to ments came in the form of new pro- meetthem. When this happens,the third ducts and services,physical renova- I ofinculturation or internalization has tions and upgrading, processimprove- likewise transpired.The transformam e n r s a n d p e o p i e m e l a m o r p h o s i s tionalleaderha5succeeded in establisht h r o u g h t r a i n i n g a n d c h a n g e s i n ing a cultureofexcellencethat embraces work norms. changefor rheberteras a way of life.

The S's, P's, M's, R's and I's can be arrangedinto five triangles, which, put together, complete the star of the transformationalorganization.Rearranged, the letters form the word PRISM. The role model andtransformat i o n a l l e a d e r t h a t i s R a m e s hG e l l i has given us the PRISM of the Star Organization.

E

A A fter graduatingfrom theAsian Inslttureof Manage- He then proposed to create a "bank within a bank" by ment with distinctionin 1972,RameshGelli optedto transforming35 out ofthe 300 VB banls into model units. t e a c h i n s t e a d o f p u r s u i n g t h e c o m m o n b u s i n e s s The union rejectedthis again thinking that the plan was a manager'sroute. schemeto remove them.

He was a researchassociatefor nine months and But Ramesh was undaunted.He wanted to take assumedfull faculty position thereafterteachingfinance advantageof India's liberalizationpolicy which took at the Administrative Staff College in lndia. He then effect in 1993by putting up his own bank. With the assissoughtto pursuea doctoratedegreein the United States tance of his generalmanagerat VB and with financing until an advertisementftom the Andra PradeshState sought through his former classmatesat AIM from Finance Corporation (APSFC), a government finan- institutions such as the ADB, the IFC ofthe World Bank. cial institution with World Bank support, caught his Hambrecht and Quest, and TA Securities in Malaysia, attention.

Rameshrealizedhis dreamby settingup the Global Trust APSFC was looking for a generalmanagerto serve Banl (GTB). as the deputy for its managing director Though there GTB was responsiblefor severalfirsts in Indian fiwere more experiencedaspirants,Rameshpresentedhis nancial circles. It was the fint time that an Employees' credentialsas an MBM gaduate with an outstanding Trust was createdin India. It was also the first time that a scholasticrecord as an engineeringstudent.At 29, pdvate banl was partly financedby the public who lined Ramesh became the fi$t MBM graduatethat APSFC up to purchasesharesof stock issuedin small and large took in for the position. quantities.With 168,000shareholdersto boastof, GTB's From 1974 to 1980.Rameshserved lour different shareswere peggedat Rsl0 per sharein | 994; this roseto managingdirectors.During this time, he launchedmany Rs60per sharein 1997. initiatives which broughtAPSFC from the sixth to fint With his friend SridharSubasriwhowasgeneralmanplace in the industry.He also becamevery active in vari- ager at VB, Ramesh,as chairman, designedGTB as an ousgovemmentdevelopmentcommitteeswherehe came investnrcntbank operating on a commercial bank platto be known asa managementexpertwho ntmed around form. GTB went beyond traditional Indian banking and ailing organizations.Becauseof this, he began to re- sought to adapt to the rapidly changing global business ceivejob offers from other financial institutions. environment.GTB pursuedimport/export frnancing and At 35, Rameshdecidedtojoin VyshaBank (VB) as introducednew product lines and servicesto provide full general manager,He assumedthe chairmanshipthree customersatisfaction. years later in 1983. It was here that Rameshused his Comprisedonly ofofficers, the new bank got rid of Ieadershipskills, amongothers,in transformingthe bank paperand the bureaucracy,using information technology in a short period of time. By the end ofhis secondyear to the hilt as it soughtto grow big very quickly as chairman, he was able to move the bank from the True enough, the bank grew rapidly during the number lbur to the number one position among private first year of operationsand has continued to churn ban-ks. respectablereturns since. QTB opened nine major When India openedup and liberalized its banking branchesin the first five months and realized Rs l0 system, Ramesh saw an opportunity to move on. He billion worth of depositsby the end of the first year. had had a dificult time sustainingthe glory that was Total businessexceededRs.43.02billion after three VyshaBank's due to the heavily regulatedfinancial sec- years in operationsmaking Global Trust one of the tor, the strong bank union, and the limited information fastestgrowing banks in India. Today, Global Trust technology infrastructurein the country.

Bank boastsof 1.500.000shareholdersand 74 branches He first made the bid to take over the failed Bank all over India.

E ofCredit and CommerceIntemational (BCCI) but lost.

Cali Maravillas-Salim

The Asian Manager / ThirdQuarter2000 I 5

gets ISO-1400 CERTIFIEDmmm

By Jasper Caesar Espinosa Jampac

.What does it mean?

.

.

R

eturn to a land called paraiso/Zn a place here a dying river ends/hro birds therefly overparaisoNo space allows them to endureme smoke that screens the air/The grass that k never there.. .

Orlando ' O W 0 1 6 , kitchen steward, listens to this radio-hit tune about the environment as he waits for the Makati Commercial Estate Association Inc.(MACEA) garbage 'trucks pick up the Institute's solid wastes along Trasierra Street behind the Asian Institute of Management..

&My Bigas: Greet ideas thaf actual& wurk am hard to come by so when they do, ralse the headline up high.

I

-

1

9,

"I make sure that MACEA cleam Trasierra of our wastes before I leave: We segregatethem beforehand and seal themprop erly," Olan says. Olan is one of the EMS4committed staffat the AIM. Trasierra Street was never this tidy. In pre-Environmental Management System (EMS) days, unsegregated trash h m the Institute in varying degrees of decay Littered the street and was the object of complaint8 h m neighboring oBces received by Marie &villas, AIM'S Environmental Management Representative and Director of Facilities Management and Technical Services (TMTS).

"The scavengers are partly to blame fix scattering the garbage, and the garbage trucks' neglect to pick thernup daily," she explains.

The InsMutc's days ofunwanted pash are finally over, thanks to the implementation of the EMS with gpecificprograms in solid waste managemat, energy and water conservation, paper consumption and wastage reduction, air kmission prevention, and chemical management.

Garbageis segregated at the source, with separatetrash cans for the recyclahles, non-recyclables, and paper around campus.

Smoking is strictly prohibited inside the dormitory and the offices. However, the qusmangle in fhnt of the AIM library is designated as the smoking area.

requiredOkn 0-n'but you Thedo wbs have aretos!rn.de, sti* tono them.

Phd

-

djaib thatiinwksror the better. Then itoea*tobe and bsamm

r

*a

c

-

The coopera- ment (OMEI) under Prof. Burton tion and the com- Hamner conducted studies on &age mitment of the en- (AM- Garbage Situation), paper (Patire AIM commu- per use in the AIMj. electricity (Repon nity to .its environ- on the Findings of Electricity Usage at ment policy earned for AIM), waterand sewerage system (The the Institute the certification to WaterandSauerageSystmoftkeauM), IS0 14001 last August 2000. IS0 and chemical usage and handling (En14001 is a standard for creating and vironmental Strategy for AIM on maintaining an environmentalmanage- Chemicak).They presented their fmdment system as deiined by the Intema- ings to then AIM president Felipe B. tional Organization Eor Standatdization Alfonso, Dean Jesus G. Gallegos, Jr. and (ISO). The distinction d a m e s the im- Garrovillas. age ofAIM as a p r o d u c s r o f ~ ~ o n a l Dean Gallegos direeted Ms. managers and entqmmw for the re- Gamovillas to explore the results of the &on who ate socially responsible and studies. She then conducted an e d u a environmentaUy oonscious. tion and planning workshop on OMEI "Being IS0 14001 certified means, with her 70-~nemkstafÂŁThe workshop that AIM has psssed all the q u h m m t s produces more than 40 suggestions on of the International Organiz+on for how to improve the aperational systems Standpihtion concerningtheenviron- of the W t u t e vis-a-vis the environment We have provided evidence of the ment. The teamimplemented98percent efforts and initiatives in preventing pol- of the suBgesti0tlswithin a yemand genlution and reduction of wastes the best erated savings of P1.I million for AIM. way we can," Ms. GarroviIlas adds.

In June 1999, Dean Gallegos deIn 1997, graduate students taking cided that it was time for AIM to implethe elective course in Operations Man- ment EMS and pursue IS0 14001 acagement for Environmental Improve- creditation.

~ a e ~ d u r ~ . k r r / ~ ~ u 17a r ~ r

Not only did the environment-friendlY proiects generate a savangsof Pl.lmillion

SafetyDataSheet(MSDS).And the list continues.This meansthatwe havemitigated bad effects to our environment."

The centralizedair conditioning systen'r and is shut no\, operateson schedules. off after office hours and during the weekends.By January2001, she said, the savingsin pesotermsshouldbe properly measured.

Concerted effort

tion ofwater andelectricitythroughengineering rvorks. even before EMS. However.thc EMS pushedour groupto be more vigilant and alefi aboutleaks Wc are more concemedu'ith conservation no$'."The enginceringdepatment takes inmediate action regarding leaking toiletsand problemsrelatedto energy and water consumptlon.

I t w a s c o m m i t m e n t ,m o r e t h a n knowledge,that madethe chemical-handling employeesappreciatethe EMS. "We never had formal training or expedenceon this but $,e saw the impofiance of EMS." confidesBenny Mauhay.Program Coordinator for chemical usage.

"The MSDS gives us safetymeasures EMS accidents. duringchemical-related taughtusto look intothechemicalcomponentof products.whethertheseare eanh-friendly."

Arny Espiritu. EO of the Infonnation Technology(lT) group,saysthatthe EMS haschangedthe n'ay they do things "ln temts of energy in her depallment. conservation,we turn off computcrs when not in use.we don't usediskettes anymore; rather we use a shareddrive.

We send notice to all the staff to clear

Marie Ganovillasis an avowedenvironmentalist,mountaineerand Zen and Hathayoga practitioner Even ifshe of implementationt headsthe EMS program that led to the certificationto ISO 14001,she has rcit also showed that fusedto claim anl' accoladesfor its suc"this was a concencdeffort cess.saying among membersof the AIM commuAIM practiced what nity."

Therc are 57 EnvironmentalOfficit preached ers (EO) making sure that all departmentscomplywith AIM's environmental policies.

Engr.Gary Guerrero.TechnicalServices(TS) supervisorand EMS intemal Outwelghlng the cost3 auditot sharesthe enginecring depanEnvironmental protection, conserment's contribution to the EMS envation and preservationdo not come deavor."We looked into the conseruacheap.The shift to environment-tiiendly chemicals,the cleaningofair ductsand the installation of filters, among other expenses,have cost the Institute a considerableamount of money. As of the last accounting,EMS implementation hasrun up costsofaround P450,000for the certification process.

"Howeveq we have to considerthe environmentalimpact of EMS that will dlrr benefit many generations," Ms. r. I Garrovillas says.

AIM PresidentRoberto F. de Ocampo agrees. [n a television intervieq he put the cost ofputting in place -*,a.-r..iffi environmentalmeasuresin perspective: "In fact, it doesbetter for your business rathef than increasecosts; not to mention the fact that you help out society and the environmentat larye."

The Certification was awarded to the InstituteonAugust23,2000,andalready there are clear signs at the AIM that savings will outweigh costs.

"We havelessenedthe Garovillas noted, useofpaper Spoilagefrom printing has been reduced,saving 64,268 sheets.

Fifty six percentofAIM wasteshasbeen Ma e Garovillas (38th BMP Dec.'84):"BeingISO 14001ceftifiedmeans thatAIM recycled and reused.Filty-five percent has passed all the requirementsof the lnternationalOrganizationtol of 147 chemicals have the Material Standardizationconcerningthe environment."

for AIM in its f-rst year

I8

The.tsian Manager / ThirdQuarter2000

r i l l a s . t h c r c c v c l a b l c! : a r b a g a cfc sold ri hile the non-rccvcllbleslrc'picke'ci up b1 Nl:\CE,\ ri hich. in lurn brinssthcnr t o l a n d l i l l s . . [ hIcn s t i t u t sc c l o n r c s tdi ci s chalgcand \\ilslc \\lrtcf arc chcrnicallv t f c a t c da t t h c \ l r n i l r \ \ a t e r C o n l p a n ) s c \ a { e t r c a t u r c nptl a n t r n N l a g a l l a n c s befirlcbcine sprllcdrnto \lanila []av as pufe \\'ttcf. ( o n t i n u o u isn r p l o rc n r c n it s k e r t o this cnr ironnrcntal en.lcr\of. ( icttinl.t thc I S O l l 0 0 l c c r ' l i l i c a l i oi n5 o n l ] t h c b c ginningof utat looks likc a finr conrlnitlncnl ol r\lNI lo rl'rcprolcclionand prcsenationof thc environnrcnt.

Therearero songsol-despair aboul t h c s t a t co f t h c c n r i r o n n r c n bl c i n g hcarclnt the'Institr.rtc thcscclars. .\nd it l o o k s l i k c a l c g a c l h a : b c e nc r c a t c d . \ \ h i c h t h c l n s t i t u t cc r n a n d u i l l h a n c l do\\n 1()tLluregeneralior'r\ ol stuclc'nls.

1 t J 1 i l : - c r . . r 1 ! l ( , , I l \ ,, | . I I | , , I I \

Crucial to the implementationof EMS as a way af life is understandtngits tmmediateand lang-termbenefits.Throughconsciousness-raising and awarenesscampaignsAlM s Human Resource Deparlment unfailinglycovers all areas where the goad news could be spread (L to R: Bebeth Moncadoand colleagues,May Solamon,Mlchelle Garcia. Rosa Cruz)

unnecessary lniril to uDclogthc scrver or elseu e deletether'llion'rlimc to tinlc. \\ic rcconrrncnd thatmail be sared in the localnctuork.-' Sherll Serilla. l lbmrcr EO at thc uas able lo lblecaslsardean'sof'1lce. ingsol'P.1.000 u orthofpapcro cn Icar "\\re had in thc depanrnent alone. a sr,s temofloggingin allthill \\as uscd.Iconslantl),rcr]ind m),pccrstu be ENlS-consciousat the ofllcc. I think thal llils bcconrea uav of lite nou lor us here.

Thc Human RcsourccDepartnrent h a s b e e n i n s l r u m e n t ailn i n c u l c a t i n g EMS a\\'irrcncss to rbout 80 pcrcentof thc cntircAIM statl populationthrough EMS AppreciationScrrinlr:.

E\ cn thc studentb0d1'hashelped put up sii':nagc on cnr ironmenlalconsciorLsness in sllalegiclocations.

P r c s i d c ndt e O c a m p ob e l i e re s l l l a li l . . i t ) l p o r l . r lrL) t, Jr r t. r j t r l c n ] | Icl \ l i l u l i L r lrol p r : l . l r ( c\ \ l l J I\ , , J I r r c i r r l r .

I n t h c t c l c r i s i o ni n t c r v r e r rh.e s a i d .

"AlNl is errbarkingon cducationallirrm a t s p r o r n o t i n ge n r i L o n n c n l a lc o n sciousncss at thc socictvat largcandthe businesscnnlnrLnitl in palticular."Hc alsostlesscdthc imporlanccofinculcati n g i n p c o p l cs m i n d st h c r a l u c so f c n -

r ironrnentaiproeranrsand othcf initirt i \ c s t ( ) a c l l i e \c c n r i r o n m c n t a l objcctircs.

Saving our home T h c \ r a s t eg e n e r a t e db y t h e I n s l i l u l en o l o n q c rc i o c s nruch harnr t0 lVlother Eafth. Acc0rding to \ 4a r i e G a r r o -

1t it.

s p h c f co t i n i l u c n c cI.t i s c a l i e dc o r p o l r t c ' r c s p o n s i b i l i tlln d i 1 r l l b e - s a n athonre . I n A I \ ' 1 .@

Ricardo Pascua, CEO of Fort Sonifacio Dwe1opmentCorporation and Trustee of the Philippitle Business for Social Psogress, to give a keynote addrtss to an important partner of the foondatiw.

This is a task we normallyrequest our trustees to take, particularly to an audience of donor agencies and busiaess groups. This time thwgh,it was far a group tradi-. tionally averse to any tinge of profit or capitalist interests. I would have perfectly understood if Ric were to decline. But to my surprise, he accepted and emerged unscathed.

,

The omasion was the 5th National Assembly of the Caucas of Development NGOs (CODENGO), the largest pmpphelK?lworkof d.sve1opmentnongovernmental organizations (NGOs) with a membership of almost 2,500.

CODE would be considered as belonging& theprognwiveblou,mmtingfor its nadllbasthe socialwe& agencies, the~0licandRotestant aaencies, f o d a t i o n s , mral and . * ~ S P . ita diverse mmL&tip, CoDEhas aCtivelyparti~inadMcapy efforts partidatly in t+ areas of gavememe, a p c b refom and povsayalleviatiom. ' Am&ira@inthatmw&g,in fact; was the launchiqg of CODE& advocacy agenda for the next five years,

.

The intimate knowledge of a m 4 0 r l t ~ of a populatlols what glves the NGOs unique value to corporations which caUed ~ c a UforYpater engagement withthecaporateseota.Ric Pascua's presence therefon w a step in that direction. ~---m~acigemry ~ Witnessing the fraak Pnd o d d exchange that transpired betweeh him and the NGO leaders, most of whom were mesting a CEO for the first time, made me real'i that such eventcs would no longer be the excep tion. More and more of those dial w e s and fora will take place. Certainly not in leisure, but out of necessity, if not exigency.

Over thelast 20 years. eotpcuations all wez the worldhavebeen confmnded by new and greater demandsfor Rspollsibility. A COmpany'8 -tation is Iongermc~suredthmughthemw parameters af fiDanEisl perfonnaneeand pmdoot~.Socialandeaviromnental responsibilities are demanded as well. CEOs'mcemcd with the longbarm pfitsbflity and sustainability Of their c q m i e s will have to expand their network of relationship, beyond government regulators, shateholdenr and invmtors. Other stakeholdem -amployees, CUsMmen, the local community - come intopIay, includingNGOs.

<.<.

gitirnizing rights or changing expmtations ofsfakeholdersthat companiesare often not aware of. The legitimacy of the stakeholdem' demands implies areshaping of corpontte behavior.

These demands are traditionally communicated through the government in the form of new legislation. But why wait until a law comes into effect? Companies that ate able to re-orient themselm in view of new eqwmtionsstand a b e chance of reducing costs and even benefiting fbm theprestige of behgat the forefmnt.

The environmental NGO movement is r case in point. For years, the needs of foture generationswere never even Eactored in long-term thinking, With the eall for sustaiaable development, a mindfulness on a company's impaot on the environment became & ri~,albeifaAafremendauJoosts incurred from tainted company image or nrpansive environmenarl facilities.Another example would be the p h g consnmer outcry against genetcally m'ortified foods in US and Epmpe. Cistening to NGOs, agdbusiaess wqanies would fiad that the issue in developing countdes like the Bhiliiines 'would be less of the W t h and safety aspects.Amorepressingconcemwdd be the environmental risks and the socio-eo~10micimpact, eqwcially to small- holder fsrmen. The o&aymcently in G e n d Santos over the testing of Bt is a manifestation of this.

A n o w value CEOs may ~ v e h listening to NGOs wouldbe &om the process itself - the trust and d a tionship that is developed though honestand.Openiataactim

What N6Or do ' NGOs facilitate the establishment The GEO.1100 dynoadc of linkagesbetween the groups tbey asHistorcally, NGOs and husk sist and structures and inseituhns with vieweachetherwithdeepmishugt~vbt the ability to respondsuch as govm- each others' motivations. It is therefore mt,donors and Gnam:ial iastitations. not surprising that when issues arise in donMSab& This intermediaryfunetionisconsidered a locali&,thecompaayisaiways theptiThis statemcnt describes a minor- provisional until such Sime misted mary sqwt.Ariverorastrcamneara ity of the thousandsof NGOs operating groups themselves are able to t c p ~cornpamy lant ttbsZsuddenly emits foul in the country today. The NGOg I refer their Uetnnnds to appropriate bodies. smell or tfms. uito a mwky crolor is imto are group, ageacies !Jt institutions From this intimate knowledge of a ma- mediately blamad on the wmpnay.And that "pfovidcserpiees to local groups or jority of a population emanates the despite a n t i d andevendemoastrabk disadvantagednnalarurbanbouaeh~Ids NGO's unique u&e to cotporatiods. evidenee to pmve the company's inaoand individuals, traditionally margiLet me cite a few.To make good cence, this is ofken ignored nalized&om the delivq of public ser- decisions,CEOs needgoodiafomation.

Some c-Jmpaniesplanning tolosate vices and political participation." ('9 NGOs are soumes of informatimon le- theirfacilityinanewareawduldbcgin But what are NGOs? Non-govmmental organizatiom (NGOs), to the public mind, can be a motley gmup of out trouble-maken and rabbl~~~usem, td k i t e disconteflt among the m889e8 inordgto~theirfundraising6om

Affirmative statements from reputable NGOs can influence public opinaon and lead to a positive corporate reputation

conducting community consultationsa outputs.The other is comfortablewith a ruary 2000 at the AIM ConferenccCenyear or two p or to the start of project processt!r3t runs. Not only is the lan- ter. At the beginning of a small group construction.This demonstrationof guagediferent; the tempo and thc sym- discussion.an NGO leaderexpressed good intentionson the part ofthe com- bols usedare not the same.CEOs would her discomfort sitting in the sametable pany generatesgoodwill from the com- thereforeneed time. a good doze ofpa- with big business,the adjudged guilty munity that could lessen,if not avoid, t i e n c ea n dh u m o rt o s u n i v e . B u l t h r si s pal1yto most ofher constituents'misery In not so many words shcdescribedwhat delaysin project constructiondue to un- the easypart. with thc enemy was like and is consofting overA more critical challenge objections. necessary Finally, a CEO who developsthe coming the emotional and historical we were the bad guys. habit oflistening to their stakeholdDiscomfort and dialogue ers, like NGOs, acquiresa reputaIt was an off-putting remark and for his comtion, lbr himsclf for an initial exercisein confidencc the pany.NGOs may not constitute What savedthe meeting building. company. bulk ofthe customersofa admissionof his own was a CEO's from But affirmative statements his invitation to the and discomfort, pubreputableNGOs can influence leader to temporarily set Iady NGO positive to a lic opinion and lead so the dialogue her difficulty. aside corpomte reputatlon.

The meeting forvard. could move Reputationis an intangibleasp r o c e e d e d . n o t w i t h s t a n d i n gt h e setthat draws in investors,customdifferences. ers,employeesand suppliers.MoreThc last challengeis finding a over, a good reputatron creates a groundfor dialogue.This common competitiveadvantageagainstriis the leastdifficult ofall.

I must say vals among productswith minigrowing connectivityin the With m a l d i f f e r e n t i a t i o n ,c o n s u m e r s an increasing comes technology would opt for one manufacturedby of the connectedness awareness of a company with a reputation,even by problems faced, even different ifa prcmiumin price is addedto it. businessand NGOs. Servicefirms whoseproductsare1nThe desirefor a petmanentland tangible are well aware of this. and house of the urban poor is not Some companies expect that with f r om the real estate r e m o t e the increaseof purchasingtransacdesire to develop the company's tions over the Intemet, consumers propety with the leastsocialdislowill rely more and more on a provision of employment The cation. company's reputation to make deCEOs and parallelto thc for The critical challenge village is CALINGO: in a small cisions on what to buy. and emotional ls how to overcame the NGOS need of the company for a skilled Every CEO then needsto perbted mistrustand hang-ups that have historical workforce. The assuranceofa marsonalfyinvestin building reputation. on both s/des st'/splcion ket for a farmer's producecan be reA\ an Amerclan ! ElJ achno\ l"a CEO is ultimately responlated to the company'sneed for raw edged sible fbrthe growth ofa companyasevi- hang-ups that have bred mistrust and material input.

The opportunities for dialogue dencedby its financial pcrformance,its suspicion,on both sides.It helps,for excapacity for self-renewal,and its char- ample, in the Philippines that a number abound. What is critical is to take the acter.Thc only way you can measure of intermediaryinstitutionsand indi- first step to move out of the comforts viduals aboundto provide a sale venue of one's office, the picket fence of characteris by reputatron.":) conventionalthought,andto spendsome But listeningto NGOs is not easy,I for initial meetings.

For erample.theTrisectorialCon- time to sit down. evenwith seemingfoes. must caution.CEOs and NGO leaders andori- ference on Effective Governance After all, one's best allies can often comefrom diversebackgrounds entations.One is effrcient.The other is broughtNGO, businessandgovemment b e t h o s e w h o w e r e o n e ' s w o r s t @ democratic. One looks for measurable leadersto a half-day conferencein Feb-' adversaries.

'Thomas F cafol tntenediary NGAS The suppadng Linkin Ghssrcorsoeve/opnetl(Connecticlt Kumaran Pess)p I , Statementof RobertoGo zueta.cEO oi Coca-cola q uoredIn Fon! ne, tMa.ch6, 1995. p 56

22

The Asian Manager/ ThirdQuaner2000

TRIED

ANdTRUE

By Miriam GraceA. Go The changesthat Robredo brought into Naga's capitol have. by now, becomelegendary His curriculum vitae and the citation for his Magsaysayaward have been rewritten into one feature story after another,but their full contents have yet to be exhausted.(Pleaseseesidebar)

The stuff he is made of So what stuffis this politicalwunderkind madeofl Jesse Robredo has the idealism of youth, the will and resolve of an activist,the visionofa leader,and the valuesofa family man_ "Laking Add to thatJesse's own self-description: kalye (l ako grew up in the streets).I grew up playing with the children of families in a squatters'area two streetsaway lrom our house,"he said in an interview to explain his "bjas for the poor."

Even his corporatejob at SanMiguel Corporationprior to his entry in politics, had a lot to do with real people.As physical distribution managerin chargeofwarehousing for Magnolia, he dealt not only with the owners and managers o ofthe company,but with bodegeros,forklift operatorsand other ordinary employees.

P o Although the former mayor would normally avoid saying anything that could be construedas self-promotion,he elaboratedon his pro-poor bias for those who have diffiATS OFF!" said a local governmentoffi- culty reconciling this tmdemark of his leadershipwith his cial spontaneouslywhen askedaboutwhat backgroundin the corporateworld.

It was the EDSA revolution of 1986 that inspired he thought of Mayor JesseRobredo of Robredo to leave his job in San Miguel and go into public Naga City. The profusepraisecame from service.After NinoyAquino was killed, he helped organize an older colleagueof his in the Leagueof Citiesof SPADE, an acronym he can no longer spell out but which the Philippineswhoselocality,like NagaCity under representeda "society ofprofessionals" at SMC whojoined Robredo'sleadership,hadreceivednumerousawards. the anti-dictatorshipmarches.

After Cory Aquino came into power, his uncle, Luis And an honest-to-goodness complimentfrom that Mllafuerte, who hadbeennamedOIC govemorof Camarines man, saidin confidenceand in the absenceofthe subSur, asked him to retum to Naga and help him out. Jesse ject, was an indication that the subjectmust be quite took a one-year leave of absencefrom work. But after a outstanding. year, he decidedto stay in Naga.

So outstanding,in fact, that JesseManalastasRobredo,42, When Mliafuerte askedhim to run for Mayor of Naga was recentlyawardedthis year's RamonMagsaysayAwardfor in 1988,Jessehesitated.He was alreadymarried,after all.

Govemment Service.His non-traditionalbrand ofpolitics, his But he was young, only 29, and could afford to make misinnovative leadership,his pro-poor mindset, his community- takes. empowering policies these,according to the award's Board He now sayshe must haveacceptedthe challenge,"tasl "give of Trustees, credenceto the promise of democracyby hindi ko alam kung ano ang pulitika (becauseI didn't know demonstratingthateffectivecity managementis compatiblewith what politicswas all about)."

"I told myself I wouldn't yieldingpowerto the people." changedespitethe political The Asian Manager/ ThirdQuarrcr 2000 23

.l told myself I wouldnt change despite the political power - and if being in politacs wouldnt work for mer I'd look for another careey' It led to his breakupwith closerelatives who, being his political patrons,had expected him to preservethe status quo.

"The (anti)jueteng, the night clubs (operations)put me in a position againstthe govemor," his uncle, Luis Villafuerte, Even in the processofreorganizing political City Hall and improvingservicedelivRemoving symbols of ery systems,Robredofound himself disneglect The challengesposed by his flrrst agreeingwith the governor most of the "Having helpedme win my positerm,which would lastfour years,would time. have been enoughto make a lesserper- tion, he was expectingme to do his bidson cave in to the wheeling and dealing ding. A tot of times, he would sendme inierent in the local political arena,or letters bearing my name which he had make him retreatto his comfortableex- already drafted and all I had to do was ecutive offce at the San Miguel Corpo- signthem.For me. it wasnotjust a matter ofcourtesy; it was a matterofrespect ration.

But Robredosaw that the problems for my position. I wasn't even askedfor of his city which, by then, had been my opinion, evenjust lor show." downgradedfrom a first-classto a thirdclass city becauseof its declining rev- lYorking for and with the enues-could be addressedby using the matginalized But it paid to think first ofhis conentrepreneurialprinciples he was very stituentsthan seek to retum a political familiar with.

For starters,he establisheda merit- favor Seeingthat he showedpromrseas basedsystemof hiring and promoling an advocateoftheir causesrthe commucity hall employees.He, however,does nity at large, the marginalized sectors, not hide the fact that he appointedthose and the non-govemmentotganizations "but only readily threw their supportbehind him. who helped in his campaignTwice reelected.by a landslidein to rank-and-filepositions,"he explained.

Higher positions were given to those 1992 and unopposedin 1995, Robredo had, in his decadeJongstint as.Mayor with proven competencefor thejob.

"If they (rank-and-file appointees) of Naga City: o Establishedday-care centers in wanted a higher post, they had to work ior it.And that was the only chancethey Naga's27 barangays,and built five new got -one mistake and, sorry. they had high schools; o Built a public hospital for lowto be askedto leave," he said.

And for the new politics he pro- income families, and organizedmedical "to fessedto be espousing be credible", volunteersinto a 24-hour emergencyre"I had to remove all the sponseteam; Robredo said, o Constructed farm-to-market symbols of governmentneglect." roads, and provided clean and reliable months in offirst three So in his joints in the rural areas; the watenystems in all sleazy fice, he ordered familiespurchase squafter to bust aHelped He then went on city padlocked. jueteng operations,and transfened all homelots ("I'm sentimentalabout this the bus andjeepney terminalsout ofthe because the beneficiaries were my city proper to easethe tramc and thus former playmates"); and aHelped the city gain back its firstspur businessactivity. statusby increasingthe numberof public transport class The relocation of by 9l percent. business establishments lrom terminalseamedhim l8 court cases by 289 percent. jeepney city revenues increasing operators. bus companiesand '1My first time to be brought to court," This helpedcreateI .470 new jobs er ery year and increasedthe monthly inhe recalledwith amusement.

The price of his campaign against come ofresidents by 62 percent.

"There is no denying that therewas gamblingand smutwas higher.though.

power," he said, recalling his thoughts when he was electedmayorof Naga in 1988. But even then he didn't know if he would like what he hadjust got him"If being in politics wouldn't self into: work for me, I'd look for anothercareer"

24

2000 The AsianManager,/ ThirdQuarter

a politicalpurposewhen Tstarledorganizing the different sectorsin Naga," he "But my end goal was instituadmitted, tion building. It was the city and those sectorsthat stood to benefit more from lhal. Now. you \,on't find a sectorin Naga that is not organized."

Empowerment ot NGOS While the sectoralorganizations provided him with a formidable support baseevery election time, the NGOs and POs were amply rewarded.The mayor saw to it that they were involved in running the affairs ofthe city.

During Robredo's fint term, when there was no Local Govemment Code to speakof, he consultedthe city'sNGOS and POs, enlisting their help in the deliveryofbasic services.By 1995,he i n s t i t u t i o n a l i z et h d e i r p a n i c i p a t i o ni n govemance when he urged the city council to enactthe EmpowermentOrdinance of NagaCiry a few daysbeforeChristmas in 1995.

The ordinance paved the way for two things: The creationofa non-partisan People'sCouncil, which is empoweredto determinefrom among its members the NGO representativeswho will sit in all boards, councils, committees, task forces, and other special bodies of the city govemment; and, the represenrarionin the city councilof the non-agricultural labor,women, and urbanpoor sectorsof Naga. These representatiYes are electedby sectorand enjoy the same rights and privileges, and exercisethe same powers and responsibilitiesof regular council members.

Mayor Robredo's innovationsin govemancewon for his city five Galing Pook awards(administeredby theAsran Institute of Management),which qualified Naga to the Galing Pook Hall of Famein 1997.

Using his heart,his mind and his mskills. Robredoinnateentrepreneurial toduced innovation and enterprise in local govemaacelong beforeOsbomeand "transforming the Gaebler wrote about public sector" in their book, Rei venting Government.ktfact,he precedednot only that imported bible of local govemment techrocratswhich came out in

1993,but alsoour very own LocalGot'c r n m e n tC o d e , u h i c h t o o k c f f c u t i n 1992.

Of the l0 years that he serr"edas mayor of Naga City. Robredo said his first tenn in oltce "was the most difficult but alsothe most challenging"becausethere was no Local Govemment Code to empo*'er local govemmentsto tap sourcesof income other than their sharein the intemal revenueallotment.

This meantthe city was hard put to lind the funds neededto deliver basic serv i c e s a n d u n d e r t a k ei n f r a s t r u c t u r e projects.

"But even beforethe Code"we u,ere alreadyenteringBOT (build-operatetransfer)arrangements.We had to be resourceful; the city govemment and the people were trained to rely on themselves,"he said with no small amounr ofpride.

Banking on the youth In 1998"wrappingup his third term.

Malor Robredoreachedthe Constirutional term limit on any local electtve position."No, I'm not runningfor any office next year." he said then, without a tinge ofregret.

"The position ofcongressmanis the only one thereis. But that u'ould requtre me to be basedin Manila."His,children. he said. are "too young to be bascd in Manila." (He has three daughters:Jessica,now l2;Janine.6;andthenerv-bom Jillian.)

Despite Robredo'sgood track r e c o r d ,n e i r h e rh e n o r h i s u i f e M a r i a Leonor, a lawyer, entertainedthe suggestionof political allies that he field Mrs. Robredo in the mayoralty polJsto replacehim. In 2001,however.Robredo will make a new bid for the mayoralty in Naga.The incumbentInayorha. \el his sights on being governor of CamarinesSur That Jesseis running for the same position,which he may likely occupy again for the next nine years, does not meanhe will preventother leadersfrom rising.He. of all peopie.who was only 29 when he was first electedin 1988. knows what the youth can offer. As mayor, Robredo scoutedlbr young and promisingcity hallemployees ro appoinr a: depanmenlchiefs. 'You go to ciry hall," he beamed""we havevery young

chiefs- all under45."

Duringhis watch,he alsomovedto thc summermonthsthe observationof BoysandGirls Week.In otherlocalities nationwide,youth olncials,eJectedby delegatesfrom different schools.are allowedto "sene" asmayorandcouncilors for one whole week. Most of the time. however.they areonly given a oneday perfunctory orientation on how things run in the capitol,then they are left to laze around for the rest of the week.

In Naga City, youth ofllcials were allowed to tag along with the city official. ltrr one weekor one rnonthduring vacationfrom school.This. accordingto Jessehas inspired many former youth officials to opt to work in city hall after graduatlon.

The respect of his elders

PROFESSIOIiIAL HIGIILIGHTS EDUCATION Masler in Public Administration John F. KennedySchool of Government HarvardUniversity Master in Business Administration, Universityof the Philippines BS Industrial Management Engineering BS MechanicalEngineering De La Salle University PRESENTPOSITIONS a Local GovernmentAdvocacy Specialist, COPE Foundation . Consultanton Local Govemments Office of the Senate President a Consultanton Local Governments, PhilippineBusinessfor Social Progress/GOLDProject . NationalConsultant

Ju.rbeforethesrarto hecampaign Leagueof Citiesof the Philippines pcriodin 1998,Robredorvasin a diffiPREVIOUSPOSITIONS cult fix. As a memberof Lakas-NUCD a n d p r c s i t l e not I t h e L e a g u eo I C i t i e : . . Mayor,NagaCity (1988.1998) he u,asexpectcdto usehis clout to canla President,League of Citiesof the paign for pany standard-bearerJosede (1995-1998) Philippines VeneciaJr But his townmatc.Raul Roco HONORS/ AWARDS RECEIVED of the newly-formed Aksyon . The OutstandingYoung Personsof Demokratiko.was runningfbr president, the World (Kobe,Japan, 1996) too.And Roco'spolitics were morecom. Ten OutstandingYoung l\.4en patibleu,ith Robredo's. ofthe Philippines (Manjla,1991) Withoutqualm or hesitation.Jesse . Dangalng BayanAward, Civil e x a c t e d a c o m p r o m i s ew i t h L a k a s ServiceCommission(Manila,1990) leaders:"As party member, I promised a ExemplaryFiscal Management to aftendto all thc candidates'needs u'heneverthcy are in my arca,and make HONORS/ AWARDS RECEIVED anangementsfor their rallies.But they

BY NAGA CITY DURING HIS TERM knou who my lprcsidentiallcandidate . One of Asia's l\y'ostlmproved is; they knorv I cannot abandon the Cities(1999) hometon'n boy." .

Dubai InternationalAward for Best A less rcspectedparty member (1998) Practices would havc faced sanctionsor retalia.

Galing Pook Hallof Fame(1997) tion from party leaders.Butpreciselybe.

Habitat ll's 40 Wo.ld Best Practices causehe was JesseRobredo,the Lakas (1ss6) brasshad to bou to hi:,principleddecislon.

Allies and critics alike have seen thc country.

JesseRobredoshedoff his politician's Even then,the crusty old politicos s k i n a n d a s s u m ea n e n t r e p r e n e u r i a l recognizedand respectedthe undeniably manager's air that he is more at home s t e r l i n gl e a d e r s h i pq u a l i t i e si n J e s s e u,ith. after every election.They have Robredo, that the Ramon Magsaysay ob5cned ho\\.as I eagueol'Citiespresi- Foundationwould rewardonAugust3l, dent, he spoke unwaveringly against 2000.

E unfundedmandatesandtold the national goverunentto "mind Iits] own business" .o lhat local aulonom) can prosperin The Asian Manager/ ThudQuaner200025

I

just turned 50 and I've been playing squash since I was dissecting cases as an AIM student in the MBM program 25 years ago. That makes me a squash player for half my life. And I'm still chasing my first championship trophy.

In the beginning, I took to squash because it was easy to play.You didn't need a lot of practice to bang a small, rubber ball against the four walls of an enclosed court with a longnecked racquet. You also didn't need a big quorum to play-unlike in basketball-because squash is a singles game.

What I particularly Wre about squash is it doesn't take you hours to work up a sweat. A 30-minute workout is sufficient,particularly if you're past 40. Players usually impose a "quota" on themselves, just to make sure they don't over-extend. It's not good to play beyond your limits, no matter bow old you are.

Another attraction is it allows you to release your tension and emotions during a game. You can hit the ball as hard as you can and it'll still be in play for as long as it doesn't touch the forbidden zones above the four walls or the tin at the bottom of the front side. Sometimes, I wonder if I continue playing because I want to convince myself that I'm not getting older.

~ o ~ tu s for t the young That squash is a sport for the young is a myth. TCGI ~&ineerschairman Claudio (Doni) A h a , 64, keeps fit playing squash. In 1985, a wayward ball struck his right eye and damaged his vision. He undenvent two surgeries hut doctors could only save 10 percent of his vision. Despite the tragedy, A h a was back on the squash court after three years and is as passionate a player as ever.

Altura says a British client introduced him to the sport in 1975. He's since been addicted to the game.

Management consultant Romeo Ribano, 64, is another squash "veteran." He's lost some mobility, no thanks to his creaky knees, but he hasn't lost his touch. Ribano posts himself on the T-spbt in the middle of the court and controls the action with his deft strokes. His gameplan is to tire out his opponent by making him run while he stays put. Incidentally, both Altura and Ribano are sports oficials in their own right. Altura is a Philippine Olympic Committqe (POC) director and National Sports Association president for sailing. Ribano is POC secretaty-genera1 and president of the Squash Racquets Association of the Philippines (SRAP).

The Asian Manager/ Third Quarter 2000 27

5

&

The mystique of squash is it makes you feel young even if you're not Then there is Tony de Rivera, 65.

He plays squash at least twice a week with pal OrbyMorabe. De Rivera, director ofsuper Kalan Gas Cap., says he'll turn to golf when hi legs start failing him in squash Until then, he's not giving up his racquet.

A macho thlngt Maybe, it's a macho thing that fu-

els this passion for squash? E m u e l (Boyong) Deles, 53, says he'll play squash 10 more years and he's being consmvative. Deles, who esrned his MBM degree at AIM in 1970, plays m a r l y wtfh baddy PrarrcisSebastisn, pnsdent of First Metro, at the Makati Sports Club which has four courts.

In his younger days, Delea used to row up and down the Pasig River. He was introdooedto squa9h at the Manila BoatClubwhichhasth~ww)rn.When Deles was assigned in Hong Kong for12yeamasam~bm1ker,he playedsqwshlikem86there was little else to do outnide of offioe hours. Today, he play$ twice Or thfice a week or when he's not busy at Satnrn Remimes, a land-basal project development company.

Another AIM graduate Louie thePacific Towem'air-co~ditionedcnat Zamora, 47 (MBM'791,muembers his or with Eriends at the Manila Polo Club Singaporean and Mdaclassmates which has three corn. Two of his fieplaying et the Manila Squash Club in queni squashmates are prominent archiPasay Ciw. He has picked up the game tects Bong Rffiio and Meloy C w .

ABS-CBN head Gabby Lopez and stillplays as o h as he cnn. Zam;ora, who's in charge of permme1 and spe- dominated the ALabmg Country Club cial projects at Flour Mills, squash competitionsgome yearsbackI was his frequent victim-and his sometinw joins Deies on the court.

There nsaally isn't enough time for brother EmK also played a tough game. s q ~ h p l a y e t ' g t o t d k b ~ o a a a dThe late Louie Beltran liked to wallop offthecourt.Whenmcy'repIayb&their the hall early mornings at the t h e a focus is strictly om the ball. And when Broadcasting Cap. court on top of its they're not, they're catchingMbreath. M h t i building. Former U.S. AmbasIfyou'minto sports to develop busiiess sadorNicholasPlatt was wch enthusiast that he had a court built at the Emcontscts, try golf, for@! squash. bassy gmunds QU R o m Boulevard.

Former AIM President Sixto K. Who's who Roxas oonvinced his body& m take So, who else plays squash? i t Former Cab& member and AIM up squashandthey played before w p f e s s o r Peter Gairocho, in a recent ing for work when he was i4 his 50s.

Former Security Bank h i d e n f newspaper interview, said he stopped playing the game because he wuldn't Ro1andooapudal.oplayed~qa.sh.Aad of find tea many plapets his agbhe's in Gov. Fadinand (Bongbong) MIlocos N e made sure the Leyts Park his mid-50s. He oWimly basn't fooked Hotelbada wurtin Taloban mhe could hard enough.

For Philiepine Long Distance T e b play daring visits to his motbeT's pmv pheneco. chairman Msmay Pangilinan, in=. Fonaer Manila Bdetin execntive it's theonly gametoplay.PangiJinanof- T o m A ~ b l e ( h B M'71) enjoyedpbyten wields his racqw late in the night at ing ttie game, too, at fhe Metm S-h Cmtcr in Pamaaue.

Among the young professionals playing the $sme are Caeitemce-Gov- , emor Juahito ( J o h i c ) RetnulL If., lawyer Pie Cayetaslo, stockbroker Gina Maozaw, the Chmm bmthers--Riw and Riaa, property developer Duade Sanms, a n d p h a t a @fa8uatesandU.S. Ivy Leagne sehoels where squash is

PBP* An mlltlst sport Unfortunately,squash is destined to be an elitist sport in the Philippines because you can only play it if you're a member of an exclusivesports club or if youbuild yout own court at homelike Meralw's Mall010 Lope2 and bUShâ&#x201A;ŹSSman Bob M i y i . There are no public squash courts around.

Altura estimatesthat only about 50 courts exist in the country. Royal Squash basics: You score a game either up to 15points without sideouts or up to nine with sideouts. Matches are best-of-three or five duels. Balls are allowed to Tagaytay Estates built a court for bounce only once before retrieval. Regulation wooden courl and four walls but no doublewhich isnY playeddhit's been converted into a chapel. Canrequmte uniforms. Emmenuel Deles and Cleudio Anure go for the ball.

28 The Asian Manager / Third Qusrrer 2000

REAL.VTRTUAL a n dS u R R E A L Touching base,communicating,schmoozing, deciding and other ways of wasting time in meetings

irst,a restatingof the Bing rule of office interaction:Don't meetif you cancall, don't call if you can e-mail,don't e-mail if you canjust look into someone'soffice or cubicleand tell him or her what you "Hellos" and "How do you dos" do not do want and-finally-apart from the usual,perfectly normal any of the above if you really have nothing to say.(Editor's Note; Bing is a columnist of Fortune, that other magazine.for business pro t'bssionals.)

Now don't get me wrong: there are perfectly good reasonsto meet in an office environment.Field personnel,away from headquartersmost of the time. have to be met on a regular basis,to evaluateperfbrmanceand to keep goals in sight. Planning sessions are absolutely critical before a major project, as are postmonems.

But bewarethe informal, agenda-impairedmeetingwhere the "shoot the breeze"or "catch up on bossmerely wants to casually things." These encounte$, which happen more often than even the most results-orientedand bottom-line conscious managers would like to admit, are the most pemicious ofthe lot. They strike teror in the heartsof the most loyal employees,fromthe rank of vice presidenton down.

IE r._rlingwillnowbegin

Who started these meetings?

Thesuctess/il leople arc the onesA)hocqn think up thingslbr the rcst oJ the v'orld to keep busl'at. Don Marquis ln the dayswhen only big shots'offices had wall-to-wall carpeting and there was none ofthis nonsenseabout consensusand "called on the carlet" almost always meant empowerment,being being chewed out. At least they were purposefulmeetings.

These days, people are being called away from productive jobs to boardroomsjustto hearabouthow f-astthe boss' golfgame is improving or which searchengine will yield the best Jennifer Lopez sites.And the boardroomcarpetingisjust as ugly as that in a middlemanager'.cubbyhole.

It is not enoughto be busy: so are the ants.Thequestion is: What are v,e bus.,-about? - Henry David Thoreau

Pleasebe seated 30

The Asian Manager / ThirdQuarter2000

Are we then to call for a boycott ofthe meeting which does not have a PowerPoini presentationor a l0-point agendagiven out weeks in advance?

Not necessarily.(Somemeetings,particularly thosecalled by the chairman or various other investors,are to be skipped only if

an employment contract-signingwith anothercompany is in conflict with the schedule.)

Every managerneeds to have the basic meeting skills.

The most basic skill is the abilib, to classify meetings.These fall into severalcategories,each of which can be addressed with one ofa set ofalternatives.

The great happiness of life, I find, after all, to consist in the regular discharge of some mechanical cluty. - Johann von Schiller There is the meeting that will actually be useful for you to attend.How to spot these?You needto give input on decisions to be made in the meeting. They will actually be making decisions.For your own reasons,you need to seepeople who will be attendingthat meeting on a face-to-facebasis.

Ifyour reasonsfor attendinghave to do with the attendeesand not the agenda,do bring somemechanicalthings you can do while doing your best to seem like you are paying attention to the discussion.Checks to be signed, mail to be read, etc. are all great things to bdng along during a meeting of this kind. After all, you are only there to schmoozebefore and after the meeting - and to be admired for your dedication in attending the meeting while so obviously swampedwith other work.

I;fyou're there before it b oyer,fou're on time. - JamesJ_.Ilqlker

Th. tecbrc f.nny ll farlt..lql

x.nd Loon

lf your reasons for attending have to do with the attendees and not the agenda, bring some mechanical things you can do while doing your best to seem to pay attention

Then there is the meeting that will be partially useful.

The trick to thesemeetingsis to find a way to get your bit of Put less comJbrtable chairs in the meetingroom. - From "Ten the agendaput at the top of the meeting. This way, you can Wals to Spend Less fime in Meetingsu by Sam Deep anrl attendthe fint part ofthe meetingand graciouslyexcuseyour- Lyle Sussman self with someimportant-soundingconflict. Somepeoplewill aclually admire you for squeezingin the time to give your What if you can't tell in advance?Well, any manager ginput in spite of your busy schedule.Play-acting skills are worth his businesscard shouldbe able to tell within a minute, essential. tops,,if a meeting is worth attending or not. Here are some Never go back to your office to play computer gamesor clues: chat over colfee with your buddiesafter using this tactic. As The "brainstorming" session.The best ideas,be it for a an altemative,get your item in at the end ofthe agenda,then product nameor a whole new line ofproducts, come in trickcome rushing in nearthe end ofthe meeting.Samebasiccau- les or in bursts ofcreative energy.They do not suddenlyaptions as the first tactic. pear within an hour, just becausethe boss is present.Avoid.

The "consensus-reaching"meeting. They take up too A meeting is essentially a grcup of people stqring at yisual much time and ruffle too many feathers and often produce aids mtil the electrochemical activit, in their brqin ceases, little more than animosity.Take a rain check. at which point decisionsare made. - Scott Adams The "other business"mini-meetings.This meeting-withina-meeting,often innocently tucked away at the tail end ofan . And then there is the meeting that will only waste your agenda,can take up the most time and leave people wondertime and which can be safely skipped (check out career-end- ing what the hell it was they discussedbefore they got sideing meeting absencesnear the start ofthis article). Thesefall tmcked into a discussionofthe best brand ofcoffee for maninto two subgroups â&#x201A;Źntertaining(e.g.they will actuallysewe agementand staff. Stick to the program.A final word on meetsome decentfood and drinks and it would be fun to seeAl in ings: They take time, and not just your own. Check your Accounting tussle with Ann in Human Resourcesabout the e-mail. I sent you the longer version. @ relative importanceofteam-building sessionsversusa more accuratetime-keepingsystem)and boring.

Considergoing to the first ifyou have nothing else use- Gadfly is a real manager with re.tl obsenations about real ful to do (Caution: ifyou do this too often, you may be near- companies.Thisparticular column was written in collaborqing a career-endingmeeting with your boss). Skip the sec- tion with afellow gadabout. To give either gad your own reond. ality check. send mail to: gglUbJiuph@,yghgp.ep.u The Asian Manager,z ThirdQuaner2000 3 1

By Jasper Caesar Espinou Jampac

'

A

long Masinop Street one damp evening, the quiet is disturbedby scavengem mining into a mound of garbage: a symbol of their despair, desperation and destitution. ib the ordinary person, garbage is synonymoustopoverty.Enterprising and creative minds, however, see riches in rags. There IS gold in than thar hills.

Celine Bautista took her affitir witb garbage more seriouslywhen her guru at AIM'S Master in.

Enhepreneursbip program, Tomas Lopez Jr., winted out that her mbwe collection and haulkgbusiness is "crisis-proof". Heeding hi advice, Inc., forshe formed CNM Waste ~ana~em&t. merly a division of the NJ Bantista Constraction.

Marcia "Chuki" Ferip-Mirandaysdnam bas been to put up a bankfa the poor with serviw in savings, credit, and immnce. As the Executive Director of Pnnla sa Tao Foundation, her dream is gradually b e i i realhi Punla reach& out to the poor by provi* financial access to the less forhmate through micro tkmciug.

Chuki, C e l b and 88 othcz bona fide entrepreneurs comprise t k hrst W h of students in the h s t i W s Master in Entnpmeurship (ME) pfw=B. The ME program the most popular course in the InstiMe today. Through c m wodc

-

-

and~~~theMEhoaestheskitls of its shrdents in innovation, pduetivity, and cm ativity.

A hobtic approach The ME Program was conceptualized m 1996by Prof EduardoA. Mom6 Jr., based on an Enterprise Life Cycle and Life Forces model that he developed. The model identifies the different stages of enterprise development, from start-up to growthto expansion, contraction, rehabilitation and re-engineering.

Prof. AlejandrinoJ. Ferreria Jr. says that the program was developed in recognition of '%he ratio ofthe contribution of SME's (small and medium scale enterprises) to the economy compared to big businesses as well as its impact as a base of a good and solid economy".

The ME is a program of the Asian Center for Entrepreneurship (ACE) for practicing entrepreneurs who run SME's. Taking a holistic approach, the

program cultivatesboth the entrepreneurial skills and personalities ofthe studentsto improve productivity, profitability and professionalism in their enterprises.

Three years of research by the ACE staff and consultations with AIM alumni entrepreneuxs, the Department offrade and Industry, and business owners have provided the ME a " pioneering, cutting edge" program content and design.

"It is the first in the world," Dean Mom6 says with no smaU amount ofpride. In the ME program, the classroom and the workplace of the entrepreneurs comprise one continuous learning environment Standards of performance are set by the student-entreprenenrs themselves, andnotby the school.There are no exams, no quizzes, and no grades. The entrepreneursare ev&ated accordmg to how they apply what they've learned m their enter-

Another ME student, BibiYu ofXavier Shoes Industries shares, "The ME course showed me how to make my business grow and diversify quickly and efficiently."

Xavier Shoes imports materials, manufactures shoes and retalk them.

Siblings Alona Bituin-Sinsuat and Allan Bituin, are in the furniture business.

They share how they were able to proactively position their enterprises, Betis Crafts, Inc. and More Than a Chair Inc. due to the program.

"ME honedow leadership skills as well as different facets of our entrepreneurialpersonality. We are now pursuing new market and product initiatives that will propel ow family enterprise into the future," says Man. For the family corporation based in Central Luzon, the Bituin brother and sister team designs, manufactures and now exports their products to key markets abroad.

This initiative has broadened their client base and won their clients' loyalty.

Bit# Yu of Xawer Shoe Industries: I learned how to make my bu&nessgrowanddi-@qu,&y and effc,ent/y

dnctiwty and making a Merence in the sector/&v as the defining features of success11 e n m u x s .

One of the more successful entrepreneurs of the first ME class 1s Geny Atienza, whose po@m and oatmeal busimess' (Nutridel Food Corporation) profits soared after he mtituted changesthat he leamed h m the program. Says Atienza, "ME trainedme to assess the market

= I

,

mastery (havmg an eye for assessing situahons and finding opportunities in them), and enterprise mastery (smooth mteractlon of self, enterprise operations, products, services and the envi-

S U C ~ ~S SS ~ O ~ W

me to assess

Prof. Ferreria says that ~tis a "passion for the b&ness" that makes an entreprenew suecessiid. To this, Dean Moratd adds the , characteristics of mno-

I

Vice President of RP Mman International Forwarders, a forwarding and lo: gistics service provider, the feedback mechanism has allowed them to get reassurance fiom their guru that what they are doing, and bow they apply the tools leamed from the progtam are correct.

If it fails, they turn to their gurus for guidance. "But the gurus do not foxce solutionsto us, we comeup with our own solutions," Jacqueline clarifies.

Laami Baluyot, a drillmaster at the ME program, says that every time they

(the students) come up with a new idea and you talk to them about it, it forms part of a memorable experience. The feedback mechanism provides an interactive, free-flowing exchange of views and ideas between the ME team and the students.

A businesspason is not an entreprs neur if he or she does not innovate. An innovator creates new products and services or expands existing markets.

The ME program encourages students to think outside the box. Now,

I

Innovation Is kmy Dean Morat6 emphasizes the importance of innovation to meet the demands of the changing market. Thus, he has no qualms about introducing innovations to make the course more appealing to entrepreneurs. ''The guru teaching method is a further deviation from the standard graduate pedagogy. The professors are coaches or mentors," Prof. Morat6 explains. The program also provides associate gurus who assist the gu&in dentoring, coacikg and guiding entrepreneurs, andf drillmasters teachers' assistants m teaching the students the processes and business tools for developing an enterpnse.There is also a feedback mechanism wherem student entrepreneurs can consult wlth their gums on problems they are encountering in thew businesses. These students then apply the innovative and creatlve solutions reached with their adwsers to their business problems. In essence, their enterpnse serves as a perpetual casework.

Siblings Aiim Bituin and Alona kin Sfnsuat pmctively twk the challenges of Accordmg to Jacque- deslanina ma&durirm endexoortation of woM4a.s M u m sewre in the knowlline Tolentino, Executive edge Vlaf they have theenhep~neurie/training fhey need to succegl.

_

I

lhinking ou1ol lhc bo\. \\ Itcrtnot pfopcrl! controllcd.can bc tlangcrousto otlc's busin e s s [. ] u t C c l i n eI l a u t i s l l l\.\ h o i s k n o r r nt o hcr classas thc (;arbagcQucc'lt.sho\\s ho\\ to slrcceedin 11.

76 C e l i n c a d r o c a t e s\ \ r s l e t ' t t a l t a g c m c n l . & u l r i c h i s a p o s s i b l ct h r e i rtlo h c f b u s l n e sosl \rtslc lnangarbagccollcclion.But shc Lls!'s q agemenl10 acidralttc 1o hcr bustnessrcn,.1; -e ture.$ rth the M Ir progranr.shet calizcdthat *f tlle corc rcti\ ilies of hcr garbagccollectiotr ss busiucs:arc urutkcting.derelopingt eLattou,$ s h i p s* i t h h e l u o u l d - b ec l i e n t sa. n dc o l l c c Ii o n . *;:F C e l i n ei n . j c c t s o c i a lr c l e \ a n c el n h c f "an ilns\\cr io a busincss.u hich shc sals is clcanmelropolis.'

-."i Shc $ants 10 in\ert th.' pyrlrrid nrocle'l _.** l l o t t h e g a r b a g eb u s i n c s sr:n l n n o \ a l r o l o bccnacceptcdpractice.This \\ hathasal\\'a,v-s l i n e . t h c h c a \ ) ' t o po f t h c i n r e n c dp l r a n l i d d e a l s$ i t h p r c \ c n l i o n( l h e n l i n i n t u mu s c o f t h i n g sl h a l s i l l c n c lu p r s t f a s h ) l.h e l n i d d l c t ecyclc)* htle partilerlsu ith recorcr1{r'eLrsc. the bottr)nrsnralltip dcals\\ ith disposalithe i n t e l l i g c nut s co f l a n d l l l l s ) .

I n t h e r a c el i r r i n n o \ l l i o n r i t h a b u s i is a lionlrunnef. ncsssensc.Celinc BaLrtista L o . l \ . | ' | l\\. t \ ' l r] . . , ' . i l r l r ' c l e r . r t r i,t.ti t. plicltions.overtoncsand undertoncsale no l o n g c rl h e c x c l u s icr d o t t l a i no l n o n g o v c m n r e n lo l g a D i z i r l i o n cs o . o p . ' r a l i v e sr c. l r \ l s l groupsanclthe likc. ACt considcrscorpo$ho ratc inno\atorsor socialcntrcpreneurs as ils cntreprcncllr\ nuriurcsocralenteqlflses

tr

Out of the box: Super-entrepreneur Celine Bautiste wants lo invert the convention al pyra n id model of the garbage busmess - the heavy top of the inveftedpyramid deals with prevention(the minimum use of things that will end up as trash), the middle part with recovery teuse, recycle) and the boftom with disposal (the intelligent use of landfi s)

\\'el l.

They are called 3lnttapreneurat PunlasaTao l-oundationis oneof thcn1.

P r r r t l\l: t n t . I , , l n t p r , \ \ t(l t cn o o fI n . t n :a ( ccssto llnancialscrricesbl hclping lnstrtutionsbuild theircapacit)'in deli\ eringllnan cial sen'iccsto the less fi)nunate.This acfbr thc poor * ill cessto ar ailablcresources po\ ertv. hclp alleliale srgniticantl_"' partncr. tlle ConsLrltati\e Punlas lirreign (C Groupto Assistthc Poorest CAP ). a World Bank projectli)r micro finance.assiststhcn] in the capacitybuildinginitiatircs for Asia.

Chuki Virarrdalealizedthat Punlahas to be morc fircuscdon clclircringsrassroots banking.Shelearncdin the\lE progralnho$ anddcllnehernlar1()coslproductsconcctl,"ket propclly. Ihus nvclre monthsaftcr she enrollcdin \lE. Punla':itrcotncclramatically i n c r e a s c ds e \ e n t i D r c sl } o m a n a n n u a lP 2 million.

, ,'1

c

ME gurusTommyLopez (left)and Maya Herrera at work:mentoringandfeedback completesthecontinuous cycleof creation,innovation and solutionwherethe student'senterprise become s hisor her ownperpetual casework.

PunlaSa Tao's Chuki Mirancla(below),who partneredwith the World Bank'smicro-financeConsul tative Groupto Assistthe Poorest(CGAP),learnednot onlyto costherproductsand defineher marketcorrectly but alsoto confronther fears aboutthe unknownsin the businessworld.

entrepreneurunder your chargeas well of things I can improve on. This time, as facilitating networking with them" when I read about the successesof The ME Program has also provided makesthe ME experiencereally memo- world-class leaders,I believe I can duChuki a yenue to confront her intemal fean, ruble. plicate their featsin the Philippines.Afparticularly the fear ofthc unknown in busiProf. Mau Bolante, a former drill- ter all. the tools in businessare one and ness,throughsessionswith Jimmy Licauco, master,was rnost fulfilled upon seeing the same." @ whose input is pan ofthe program's compohis adviceappliedto the businesses of nent on self'-mastery.

"Theentepreneur-students thestudents.

Twelve months after her first day in the areveryappreciative, andI amfulfilled program, Chuki is now more confidentabout whenI seethemuseandapplythe what shecan do, and more assuredofthe dithings I have sharedwith them." rection Punla is taking.

The programallows for facPunla'sprivateinvestorsfrom Manilaand tory and businessvisits by the Mindanao want to invest funds in Southem drillmasters and the gurus to see Philippines wherc poyerty incidenceis high. how the businessis doing. The Thus. Punla brought educationand training, guru may seegaps in the as well as capacitybuilding in micro finance operation and gives down south. Chuki has gone to Northern free professionaladMindanao to scout for rural banks and coopvlce. erativesthat canhelpher expandPunla'sreach Most of the to the poor. time, SME owners and managersare The power of bondlng satisfiedwith how The Masterin Entrepreneurship attracted their businessesare 96 studentsin its fint year, with a spillover \eclionof 29 sludentsin mid-year.On its sec- doing. The Master in En trepren eurship ond year, it has attractedeven more enrollProgram teaches ees,taking 103 studentsthis year.The enthuentrepreneurs siasm for it can be attributed to, among othhow to make their ers.the teamworkof its guru:. associate gublind entreprerus and drill masters. neurial eyes see This teamworks closelywith the students gold where things in a personal level, forming bonds of good normally do notglitter faith. "Sometimes, I am called to counsel in J a c q u e l i n e lamcor (family corporation)disputes,"Dean Tolentino, who is in the "because Morat6 confides, we no longerjust forwarding business,has maintain a student-teacherrelationship evithis to say: "ME made me dent in other programs." realizethat thereare a lot of Camen Dawson, originally a drillmasopportunities for my buter and now ME ProgramManagersays "the sinessandthatthereare a lot bonding and building a relationshipwith each

w

s-

s

es

6..,

):

IL[

a I

0l||r||ff 81' Jasper CaesarEspinosaJampac

I

Thefutureishere...

t:

F :

'-

w

{-.

It hascome.It is hcre.

With only a click of the trlouse.a sale is consummatcd. t h a n k st o t h e I n t c r n e t .w h i c h pavedthen'a1,for electroniccommerceto sccthe light ofday.

l f 4

"s

ln the oldenda1's.merchanlssrilcd the high scasfbr tradeand comrtlcrce.

Tbe grcatcslbarriet *as ph)'sicaldlstancc.Galleonscrosscdrasl oceansIo bartergoods* ith difl'erentnations.

Thc storl of .lohn(;okong\\'ei.thc JCiSumnit. lotvcoon$ho cstablished oftradc.

Hereu asa btllcalizesthe tale uho. duling the Liberationcra.broughl h i \ u a r c . l i o l ] l t c b u t o p e d d l et h Ln r i n N{anilaand SouthcrnTagalog.r trader going t0 his customers.

Then the l'accofbustnesschangcd.

R c r a r.ll r . r p :l u l e di r r n . u r n c rts, ' h u r i n their storcs.And the size oi thc stores mattered.

The largertheslore.thegrcater its magneticporveroverthc consutners.

This tirnc. thc consurners\\cnl to the nrerchants.

In both cases.commercercquired of hrLman beings1o thc phl sicaltranst'cr movc productsand make a sale.$ hich entailedtirnc.ef'fort.and rnoncl'.

Enter e-commerce contmerce or Clomcsno\\'electronrc rhich rer olutionizcsthe e-con'rmerce. r r a r p c o p l cd o h u . t n c . . l o l l l I l l . t r changinglifcstyies.

electronicclatainterchangcand electronicmail.Onlincscn icesbeganin the m i d - E i g h t i e slst .u a s o n l y i n t h e N i n e ties when clcctroniccommetcemoved to tl'teopcn netfiom prop etarys-'-stenls $ork callcdthe Intemet. made T\\ o irnportantdc\ eloprnents rhe hrtemetthc backboneofthc nerl rvay ; c s t r r c t t o nosn o f d o i n g b u s i n e s sR InlcrnL'laccess$ crc casedin I 99I . thus allo$ ing the nrcclium.$hich uscdto be onll fir lcscarch.to be used fbr othcr purposes:and thc derelopmentof the \\brld \\'idc \\eb. a ncu lntemetappltcatior]that opcnedup ne\\ uscstbr the Intcrncl (social.rnisiic. and cQmnlercrarl.

Thus.loda)'.a travclcrl l'toplansto hic otT to a beachin Asia can book hrs h o l e l f l ( ( L , r n r n o d J u or lnl L -nl r \ l b r l l , ' n l i n c c \ ( n a ' h c i .( h a t l i n re- l c c l r o n i Kids call1,l ith hisu ould-bccompanion. around thc rvorld can play .ltnphohiu togcthero\'er thc Nct in real tirnc. An Or crseasFilipinoWorker(OFW) in the N l i d d l eE a s tc a nb u l h i s u i f i a n dc h i l The beglnnlng of in Manila ticketsto.1'1lrrS./â&#x201A;Źo, and dren e-Gommefce book hare them dcli!eredto thcir house.

Philippin es. r'ortt. r Busines.slu rccords.hotrreals.fotldbasBooks. by Emmanuel on clectroniccorrmercc prcscnts.movie tickets kcts.

Christrnas Lorrarne I-allarra.

RodollbQuimboand b c o r d e r e dr i a t h e l n t e r n e l c a n n o r ol e-comSalazartracesthe bcginning housesthat arc domail-order through nterce. .

L , r r r c r c e seNing thc needsot ing brisk business | b e ! r n t n t h cS e re n l i e . go get thcsc and peop)c too busl'to oul fund u ith the introductionof electronic ' r . e c u r c tay. , traditional items the l r l l l . l i r s b e l \ \< ( n b r nk . c r ' friMerchantshavc beenquick to rec\ a t e n e t $ o r k s .T h e E i g h t i c ss a u t h e thc comnrercialpossibilitiesof \r'i111 ognizc broaden lrontiersof e-conrrncrce E-colnrrerceis dcfincd by the Organizationfbr Econonic Coopcratton (OECD) as"commerandDc\ eloprnent c i : l l l r i r n s r c u r ' n h. l . c d o n e l e i t r , ' n i e nansnrissionof data over conmunication nenlorkssuchustlrelntemet".Thc . \ s i a - P a c i f i cE c o n o m i cC o o p c r a t i o n ( A P E C ) E C o n n r e r c cT a s k f o r c e d c 'busincss llneselectronicconmerceas conductcdb1'Lrsingelectrontccorttmunicationsand digital inforrnationpro' cessingtechnology.

S i n r p l l p u t . l l o m t h c c o m f o r to i their homesor ofilccs.c-commcrccalloils peopleto entcr into comurercial r r a n . J c r i t ' n .l.h e l c a r ro r J c r l r t r t h i n g l i o r n b r l l o o r : 1 . ' 1 . 1 1 ' kt:. r ( l ( c l r , r l l i ( equipnent lrithout thc hasslesof rcal\ o r l d \ h r , f n r n ! .( i o i n ! b ( \ , ' r d l e l t i n ! thcir fingersdo the salking throughthc vellol pages.shopperssimpiy access the desireducbsite.maketheirchoices. llll in the required infbrmation. rnd. roila! thc transaction is made.

inftastructurein place.This is easiersaid than done in many parts ofAsia where Internet usage, telephone access,personal computer and credit card ownership have dictated many a country's The following progressin e-commerce. table on page 4l illustratesthe state of electronic communicationsin the Philippines.Thailand.lndonesia.Malaysia.

Singaporeand India.

"ExecutiveGuideto Enterprise The E-Business Infrastructure in South Asia," in an extensivediscussionwith 240 IT executivesacrossAsia, found that the slow uptake in taking advantage of e-commerce in Asean and India is causedby a pewasive waiFand seeattitudeamongmanl execulives.

Although they realize that the Intemet can bring radical changes to their businessesand that they mustn't allow themselvesto be left behind,most of these executives are still unsure of what near-termbenefits,ifany, could be obtained from e-commerceventuresor investments.

"Wefiguredout MyAyala.com's Chief OperatingOfficer TG Limcaoco (seated): moftar assets" what we could do with our assets real bricks and e-commerce.which offers them a market largerthan they have ever imagined, and puts them into virtually equal footing, asfar asexposureis concemed,with their competitors,both large and small.

What used to be a market dominatedby larger, first world firms ofhost nations is now opento every competitorwhohas accessto the World Wide Web. With suchendlesspossibilities,it is no wondermany businessconcemshave been lued to venture into the compehtive world ofelectronic commerce.

Japan, Slngapore take the lead The number of people using the Intemet worldwide was about 100 million in 1998.In that sameyear,some 50 million people bought productsand services off the Net amounted to US$43 billion.

US$270 million of this was transacted in Asia where Japan, Singapore, Hong Kong, aad South Korea have taken the lead in e-commerce development.

China and India are said to be the next growth areas.

Despiteits rclatively early startwith 40

the Intemet and its largenumber ofprofessionalsinvolved in information technology. e-commerce has not grown much in the Philippines.ln 1999,Filipinosboughtlessthan US$3 million worth ofgoods and servicesfrom the Intemet.

At the time, only around 12% ofFilipinos who had Internet access bpught goods through the Web. The IntemationalData Corporation .

(IDC) estimatesthat therewere 521,000 Filipino Intemet usersin 1999.

That same year, Tai*zn generated US$50million, SouthKoreaUS$37 million, Hong Kong US$ 26 million and Malaysia US$3 million in e-commerce transactions,according to a special reportby Ne\rsweek, Businessesin Asean and India are cunently l8 lo 24 monthsbehindtheir North American counterpartsln e-commerce activity. Asean and Indian bustnessmenknow, howevet that they must embracethe Intemet and e-businessor risk losing their customersto new and, traditional competitorsusing new technologies.

The critical first stepto implementing e-businessis to put the necessary

The,lsian Manager/ ThirdQua(er2000

l{ang-up3 In the Phlllpplnes enWhilea numberof PhiliPPine terprises have taken the leaP into cyberspace,hundredsofthese firms are saddled with disadvantagesthat ther competitors in more developedeconomies do not have to deal with.

Primarily, Filipino consumersmust g e t o v e r r h e i r i n h i b i t i o n sa b o u tu s i n g suchan impersonalmediumastheWorld Wide Web to shop for their needs Lallana, Quimbo and Salazar enumeratethe inhibitors to e-commerceas:lack of trust, inability to find and accessdesired information,and difflculty in making or receiving payment over the Intemet.

Then there are certain items that Filipinos will simply not buy over the Intemet like high value items such as highvalue itemslike condominiums,and personal items such as clothes, especially women's clothes.

There is also the problem ofunderstandingtechnology.While gaugingthe public response to lheir site.

MyAyala.com executives encountered problems they never expected over things they had taken for granted.

"We seepeople'sbehavior that we never expected,"said TG Limcaoco,

CEO of MyAyala.com, such as site us"computer sawy." ers who are nol But there are also seriousproblems in technologicalinfrastructurethat have hamperedthe growth ofe-commerce ln the Philippines.

First is the information infrastruchrre itself which is relatively underdeveloped.E-commercecannotleapfrogin a country with a telephone density of only about 9 units to every 100 Filipin o s( 1 9 9 8 ) .

Second, at present, there are less than a million Intemet usersin the Philippines, which means that only 1% of the populalionwould be able to enjol the benefitsof e-commerce.

Third, thereare only 2.7 million authorized credit cardsin the country with even less users around 1.5 million given that the few who own credit cards would usually have more than one. And Filipino credit card users have voiced their mistrust of a system that asks them to feed their credit card number into a computerto make a purchase.

Finally, thereis the lack ofcomputAt els. present,there are only 19.5computers for every I,000 Filipinos.

Given the attitudes of consumers and the sorry statistics,it is no wonder Philippinebusinessexeculivesare taking their time going into e-commerce.

policies and programs for the development ofhuman resourcesand investment The e-comnarce law ho$ ever. contribution.

The Philippinelegislative.

The e-commercelaw covers not has gone ahead and passedon e-commercelaw in anticipationofthe full on- only commercial transactionsbut also govemment's dealingswith the public. set ofthe new economy in the country the law is inFormer Trade and Industry secre- commercialtransactions, govemment with the for dealings tary Manuel Roxas II pointed out that tended "one public as well. of only 13 nathe Philippines is tions in the world to passa comprehensive elechoniccommercelaw providing The future ot e-commerce Worldwide, it is expectedthat more a legal framework for electronic contracting. the heart of electronic com- than a third of Intemet users (or 128 million people) will be buying through merce."

The e-commercelaw addressesthe the World Wide Web rn 2002. In 1997, legal challengesofdoing businessonthe 1 8 m i l l i o n b u y e r s m a d e u s e o f t h e Net. The law validates and recognizes Intemetfor thet puchases.IDC predicts the legality of electronicdocuments, that the amount of web comrnercewill e l e c t r o n i csi g n a t u r e sa n d e l e c l r o n i c exceedUS$400 billion in 2002, repretransactions.In casesof legal disputes, sentinga compoundedannualgrowth of andelectronicsig- 103% for the period 1997-2002. electronicdocuments This is not even the most optimistic naturesare nor.l acceptedas er idence.

Hacking and introduction of viruses, prediction. Forrester Research Inc. ls among others,are outlawed and penal- forecasting that electronic commerce ized as unauthorizedaccessto informa- will grow from US$43 billion in 1998 tion and interference in communication to US$ 1.3t llion in 2003.lt revisedits systems.The law facilitates the use of mid-1997 prediction that Intemet trade elechoniccontractsandagreementsboth would reach $327 billion by 2002 becausee-commerceactually grew iaster domesticallyand intemationally.

The law explicitly recognizes the in the l8 months since the earlier prosignificantrole ofinformation and com- jection was made.

Although the hub of e-commerce munication technology (ICT) in natron is locatedin the United States, activities for it recognizes the need building as

Yeaftook 1999 Source:World Competitiveness

"--^-'""Share of worldwide computersin use(7o)

0.34

""'"-

.-""-

0.54

0.63

-''-_.a-..!--

Numb€r of Internet hostsper 1000people

0.23

Cellular subscribersper 10fi) people

uu*$ o.44

.,"-".

."t"

0.30

1.08

tas'-_'_

0.49

0.18

2.80

22.19

0.02

39.57

9.83

145.05

381.45

r.60

29.1

219.3

484.1

_*G-_-'-:"'"

T€l€phonelines per 1000people

37.9

84.5

l).J

1999WCY Rank In e-comm€rcedevelopment

2000 41 The AsianManager/ ThirdQuaner

Asia and Europe are projectedto be the next gto*4h areasasinvestmentsin techpour heavilyin nologicalinfrastructure these parts of the globe. These lnvestTh.." ur. fou, "-.ommercemodelscurrentlyoperatingin thePhilipments as a percentageto GDP are re(B2B), buslness-to-consumer pines. These are: business-to-business markablyhigh in China (ranl<ed2'd in (C2B).

'99 the World CompetitivenessYear(C2C), and consumer-to-business (B2C). consumer-to-consumer via the geared to suppliers directly activity B2B is a commercial book),Malaysia(5'h),Taiwan(6'h),South the lowest for places an order and a catalog lntemet. A buyer scans Korea (7'h),Philippines (8'h),and India purchasing costs, are: reduced athactions price and on the bestterms.Its (14"). various quotations from get quick (companies hnd and can effciency Five years from now, e-commerce suppliers), and higher market leverage (businessescan track the derevenue in Asia is expected to reach mand level of any given market). Some examples of B2B sites are closeto US$100billion from the present al ibaba.com andP hi lippineSupp liers.com.

US$270 million. The cost ofgetting on B2C is a virtual storefrontthat sells goods directly to consumers the Intemet will fall sharply to about Consumersfind it a hassle-freeway to shop.Examplesofthe 82C model US$7.00per month per subscriberwhile areMyAyala.com and amqzon.com. the majority (over 50%) of the populaThe C2C model allowsindividualsto transactbusinessamongthemand TaiHong Kong tion of Singapore. selvesvia the Web. The Intemet allows ad placementsthat are cheaper wan will have Intemet access. and more accessiblethan the traditionalmedia. Pinoyauctions.coriand However, the Third World econoeBay.comare examplesof C2C sites.

Asia will not experimies of Soulheast In C2B. consumersdeclarehow much they are willing to pay and lntemet acin ence significant changes the vendors decide to either take it or leave it lt works like a reverse cessfor their populations.Malaysia will auction. Some examplesare priceline.com and Magtawaran.com.This lead with 14.5%having Intemet access, model is also consideredan overlap ofthe B2C and C2C models.

Thailandwith 5.2%,the Philippineswith Emerging models include G2C and G2B where govemment di2.9%.

3.5%,and Indonesia, rectly deals with consumers(G2C) and businessentitites (G2B). B2E Filipinos are estimated to Post is anothermodel where employe6 transactwith thet employees.

US$383.66million in e-commercetansFiliactionsby 2002 with 30% ofonline pinos participating in electronic commerce.On that sameyea! Intemet comNetwork production,on the other your bill and see these fraudulent mercerevenuein the country will reach is complatn US$3 billion. By 2003, an estimated hand, outsourcesservicesthat are not a charges,all you have to do has merchant The your issuer.. to card non-core compepart company's ofthe 1 . 7 2m i l l i o nF i l i p i n o sw i l l b e a c c e s s i n g pay it." for that to the world all over to factodes tency the Intemet.

The Intemet and e-commercehave specializein assemblingspecilc combeen called the great transformers of task. ponents other or some wolkr E-cOlt|malCO and industry. New technologies are trade The gtowth of e-commercecan be changing the rulesof business. altering safety attributedto the reduction ofthe cost of Eecurlty and dissuppliers, between the relationship o f w o u l d b e One of the fears d o i n g b u s i n e s s o v e r t h e WB e yb s. e l l i n g . and er en competicustomers tributors, theircredit is inputting over the Web,IBM reducedits overhead Intemetshoppers serc o s t s b y 7 0 - 9 0 o ol a p pr o x i m a t el Y card numberonto a r.rebsite.Thereis a tors. The transfer of products and made has been borders pracvices across not a safe misimpressionthatthis is US$340million) in 1999.

A net-basedtransactionin the US tice, andunscrupulouspersonscantmns- easierand more efficientwith the develapcosts banks only 5 cents, compared to act businesson the lntemet using that opment offaster computersand the telecommunicapearance of advanced $1.07 ifthe sametransactionis done ln card number TG Limcaoco of MyAyala.com, tion inftastructure. a branch, and 27 cents if done through By 2005. the Asian economies stessed that online shoppingis very sean AIM. have shownstability and progess which Aside from the convenience of cure. [n fact, he said, it can be more seworld's new economYlike i n t h e where there online shopping,e-commetcemakes cure than shoppingin a mall Hong Kong andTaiwan,will Singapore, mass customization and network pro- is the ever-presentdanger ofpickpock"The chancesof your card gening funherreaprewardsfiom lhe proaclive ductionpossible.Masscustomizational- ets. implelows customers to order their own stolen on.the Net are practically zero," strategiesthey havepreparedand like economies Unfortunately, mented. unique product.A car company can le- he said. in lagged which have Philippines, Furthermore, fraudulent chargeq the ceivea customer'sonline orderandhave for the call to the world's response their his car or truck built within a few days, arebome by the merchantin transactions insteadof the severalweeks it takes to where the actual card is not present, adoption of e-commercewill not bena s i n a n e - c o m m e r c e p u r c h a s e . efit asmuch from the new economythat build a new vehicle.

"When you get it has spawned.

E Limcaoco explained, 42

2000 TheAsianManager/ ThirdQuaner

Doing BUSINESSinthe

AR

ZONE Bv Cali Maravillas Salim

situationof

How does a busInessmanconduct h armedconflict?

ollowing monthsof kidnappingsby the Abu Sayyafbanditsand the armedconflict with the ideological Moro Islamic Liberation Front (MILF), how do businessessurvive in war-tom Mindanao?

"Cito" The Asian Manager asked Luis Lorenzo,Jr.,ChairmanofLapanday Foods Corporationbasedin Mindanao, who was recently appointedby PresidentEstradato his Mindanao Coordinating Council.

Lorenzo replied that a loyal client base, open and more frequent communication, tight security,anda clearvision arethekey. "we've gotten used to it. We managed to survive through the religious conflict in the Seventies,the ideological conflict in the Eighties, and the financial crisis in the Nineties," says the 42-year-oldheadof the county's most divenified conglomeratewhoseprimary business,basedin Mindanao, is the agricultural,productionandexpon offresh

'\e*

and processedfruits and vegetablesunder the brand names of Estrella, Mabuhay,Aloha, Del Monte, Chiquita, and Del Sol. GTowlng up In fllndanag Raised in Lanao del Sur and Bukidnon, Cito saw how religious and ideologicaldifferenceshaveled to armed

It conflicts. Cito recalls how moving around with a German shepherdand an armed bodyguard was the norm in Lanao del Sur when he was growing up. As a studentin Cagayande Oro, his recollection of the Christian-Muslim conflict is of trucks laden with body bags and funeral parlors full of victims, many of whom uere caughtin the crossfire 2000 43 The AsianManager,/ ThirdQuarter

the country in terms of the human developmentindex.

"Some people can live with it and not do anything about it. Others can't. I feel fortunate that I am still given the opportunity to do something about the problem," Cito remarks.

Lapandayta thrust

is paramount, Lorenzoon doing businessin Mindanao:Becausecommunication your out wayis crucial.Check your sources the qualv of infornation that comes beforereacting.

When he joined Lapandayin 1983 to assisthis father in tuming theh newly acquiredcompany around,the political situation was volatile due to an emboldenedopposition. Leftist unions haranguedplantation workers suchthat shikesand work stoppageswere considered daily occunences.

When the Lorenzos took over Lapanday, the communist insurgency was at its peak. Cito remembers how he and his cousin had to constantly 'off left-wing union organizers fend who would endlessly Proselytize against the company. Some of the encounters became violent that Cito saw five managerswhom he personally hired, killed in a crossfire between the NPA and the military. He himself survived two ambusheswhile working in Davaoseekinga peacefulresolution

to the problems of the comPanY's workforce.

Root cause of confllct Cito stressesthat the presentsltuation in Mindanao is the result ofpoverty "Poverty is apparentin and ignorance, this region. Thus, those involved have made a businessproposition out of the kidnappings," he relates.

His observationis echoedbY manY and supportedby facts. Mindanao has the highest poverty, illiteracy and infant mortality ratesin the country.The functional literacy rate of the region is l8 percentlower than the national average while 44 percentol the populationin the region livâ&#x201A;Ź below the poverty line. All region four provincesof theaulonomous provinces of including several other ten of Mindanao belong to the bottom

Exceptfor oneplantationwhich accounts for five percent of Lapanday's production, most of its areasof operations are secure.The companycontinues to employ a lot of people and operateswith a significandy large labor force.

Lapandaycurrently emPloYs8,000 people, and sistercompany Del Monte, 6,000 people-a big jump from the 5,000 it employedin 1997-and affects another 50,000 who are emPloYed in various other companies through subcontractrngagreements.

Besides generatingemPloyment, the companyprovidesthe families ofits workers with opportunitiesfor improving the quality oftheir work life. An active cooperativecunently exists among the workers of Lapanday. Cito draws much satisfactionfrom seeinghow the workershave not only more food to eat, but havesenttheir childrento schooland have been able to fend for themselves.

"TheY do not come to Cito relates, us anymore for emergencycasesbecause they have a cooperativethey can run to There's a lot of self-respectand confidenceamong the.workersnow."

Still anothersupport Lapandayoffers its workers is the establishmentof training centerswithin the plantationto help the older children of the workers acquire marketableskills. Cito emphasizesthe need to educatethe youth, more importantly, with skills they can use to be gainfullyemployedin the future Cito believes that the goal of the country's leaders should be to educate the people and build a strong middle "A stong middle classassuresus class. that democracywill survive.A largeeducated electoratewill allow for the right type of people to be elected and reelected on the basis of merit and performance,not on the basisof popularity or financial power," he exPlains.

tindanao has The presentsituationin tlindanao is a result of pwerty and agnorance. country an the the highestpovertyrlllateracyand Infant mortality rates 44

The Asian Manager/ ThirdQuarter2000

Sectoral roles

p l a n s a n d a c h i e v e m e n t sm u s t b e "As much aswe are alreadyoperat- conducted.Assesswherethe bottlenecks ing globally, I always ask myself, what a r e a n d d e t e r m i n e h o w t o r e s o l v e are we doing for this country?" them, including replacingpeoplewho C i t o b e l i e v e s t h a t t h e g o v e r n - do not pedorm. ment and the private sector must work h a n d - i n - h a n ad n d e : t a b l i . h a n a c t i v e a Clear milestones. Targets for teamwork to bring about the much- achievementswith specific time frames neededchangein Mindanao.The private must be set, such as the completion of sector must continue to employ people desperatelyneededinfrastructurein the a n r j s p u r e d u c a t i o nT. h e g o r e r n m e n t . region and especiallywith the urgentreon the other hand, must empower the quirement to addressthe needs of the l o c a l g o v e r n m e n tu n i t s t o d e v e l o p evacuees.

Govemmentmust completelts and implement programs tailored to commitments,otherwiseprovide incent h e n e e d sa n d c r p a b i l i t i e so f t h e i r tivesi the privatesectoris willing to build respectiveareas. the infrastructure in exchange for tax Cito saysthatgor emmentmu:l im- credits. mediately addressthe problem of the slow releaseofdevelopmentfunds in the a Budget releases.Representatives still region. Moreover, he suggeststhat the needto cometo Manila to follow up on administrationdeveloptheconditionsto- the budget releasesfor the southem ward a free market in Mindanao, liber- provinces,losingthe energyto get things alize shipping, and open the airports to donewithin the region.Minimal followintemational travelto speedupeconomic up must be requiredin ensuringnational activity and development. govemmentcommitmentsto local govCito haspreparedthe following out- ernmentunits. line for action in Mindanao:

Address to managers o Champions per sector. Specific rndividuals working full-time must be assignedto take responsibility and be accountable tbr the progress of therr sector.

To managersfaced with a similar situation where the problem is a combination of economic and geo-political issues,Cito explains that there is nothing like experiencein leaming how to deal with thesekinds ofproblems. "You a Communication/Dialogues. Acon- need to take a very pragmatic approach tinuous two-way communicationbe- in dealingwith suchsituations.You have tween and within sectors,and from the to know when to duck and when to be leadershipto the generalpublic, must be a hero." promoted.Media must presenta fair perHe likewise advisescheckng on the spectiveol thesituation:helpemphasize sourcesof storiesthat come one'sway the positiveinsteadof fbcusingonly on befbre reacting. Filipinos have a tenthe deteriorationof the situation in the dency to create intrigues and play one region. againstthe other He reemphasizesthe imponanceof "Since a Teamwork and being pmactive. communication. thefinancialcriWith a complicatedand expensivetask sis three years ago, we have leamed to to be undertaken,the govemment and get more in touch in the organization private sectormust take the initiative to through newslettersand frequent meetfulfill their respectiveroles.The private ings. We are also more in touch with our sector must take the initiative to invest customers." in Mindanao. "Money will tlow where Lastly, he advises leading by there is an opportunity to generate example:to work hard and be out there retums. The private sector must grow with the people, becausethat is what the pie instead of fighting over our they expectofyou. @ sharein it." a Consistent monitoring. A quarterly review of the progressof the action

There is nothing like experience in doing business in the warzone: you have to know when to duck and when to be a hero

Mr. Lorenzois a member of the Board of Advisers of AlM s Washington Sycip Policy Center.

The Asian Manager,/ ThirdQuaner2000 45

By Mina L. Francisco

TAIITffiLffiffiffi -.y;

% t&e P9

ld

with candor that I was the most reluctantExecutive Masters of BusinessAdministration (EMBA) student of the Lopez group when the EMBA began.

preqia Qqa,

to sosSthrn{ u$o*lr,t'hi*r sha.t che

r;i*d caa concetua etue

s

t \

**

*

\ir : ,, i.

'11

I

he EMBA Modelworks. doingthe SMP.I statenow This sumsup my experience

fi d genetdist f

&?

A tetevision executive and agent of the Iaw recalls hw out of her skeptical legally-trained mind

ei'

,lr f I

't.

g

v.*

The truth is, I liked the idea of being consideredas having managerial potential. But that was it. I did not find it necessaryto go back to school- not after having worked through five years of law school as an evening studentat the University of the Philippines.I dreadedhaving again to work and study at the sametime, not at my age,not anymore,not when I had a highly satisfactory law careerfounded on l0 years of corporatelegal practice. My feeling was I'm good in my field of specialization,I'm a specialist.I don't needan EMBA degree.

Thus I enteredthe EMBA harboring an ambivalencetowards it. Which was probably why I'could not, with conviction, identify what I wanted to do for my Sfategic ManagementProject(SMP) until there was no more time left.

So I settledon Lakba! TY even if I wasn't a part of Lakbay Travel Channel, Inc. LTCI is the companythat producesLakbay TV (Note: LTCI, a subsidiary of yet anothersubsidiaryof BenpresHoldings Corporation,is being managed by a third party management group. The writer, as a Benpres corporate officer, is not normally involved in the operationof the subsidiaries.)

Having to do the SMP compelled one to be imaginative l was there as a team leader,not as LTCI'S lawyer But how was I, a newcomer,a leamel, an underling, at that, to lead, when my team membersconsistedofthe presidents "leading by teaming." While I of their respectivecompanies? I decided on attendedto LTCI'S needfor legal advise,I also beganto addressthe emerging businessconcemsof the partiesinvolved iq Lakbay TV Thesewere: a) those of CCI-Asia (CCI), Benpres' program supplier and equity paftner (CCI), for monthly funding requirements. b) thoseof Benpres,for enforcing production outputs and other deliverablesby CCI, and c) those of Kalakbayan Travel Systems,Inc. (KTSI)' LTCI's parent comPanyl for general management assistance and liaison betweenCCI and BenPres.

Since the company was a start-up,everything seemedfluid and unstructured. This servedme well. The managementteam members,who were busy

46

2000 The Asian Manager/ ThirdQuarter

EMBA coaxed the agent of change

with thefurespective companies,had very little time to put LTCI in order. That createdan opportunity for me to learn how the business works who the significantpeopleare,andhow to get things moving. Thus, it becamenecessary to be involved in Benpres' finance, accounting, and purchasing; in CCI's marketing and operation,and in KTSI's businessdevelopmentand partners'relations.

From that experiencecame cross-functionality. From being a specialistto a generalist; from a one-to-oneperson,to a one-tomany person, from a lawyer to a manager.

And more significantly,I realizedthatthe concepts and principles that we heard, read and dissected at the Antipolo Training Center (where the EMBA classeswere held) are not just intellectual constructs.They are real and they help the manager keep his head above water From classroom to reality. Yes, cash flow budgetis a potentfinancialtool to uhip a contracted party to toe the line. When I joined LTCI lo comply with the academicrequirement of the EMBA for an SMP, the business plan for Lakbay TV was already in place.

What wasneededwasimplementation,asconceivedby CCL Would I be able to contribute somethingnew when everything seemedall planned?

The Frankie Roman and Franny Huang' challengefor me to conbibutesomethingnew and original becamea personalgoal. Reflecting on this thought now, I was hit by the realization that the environmental, industry and corporateanalyseswhich I was compelledto prepare for the SMP proposal were all new.

Those were very valuable knowledge assets

'l'm "l Mina Francisco: wos ambivalentabout EMBA--mtfeelingwas, good in myfield of specialization,I'm a specialist-l don't needan EMBA " degree'.Now of course I wonder what took me so long. that did not exist at the time Lakbay TV was launched.

My work on those SMP-requirements brought me to the Philippine Cable Television Association (PCTA), thecableTV industry'stradeassociation, for research.

With the efforts came the insight, and with the insight, the idea to tap PCTA to serveasthe administative channelfor reaching,anddoing direct businesswith, at least 300 cableoperators. This could be my original conribution.But ideasdon't work ifnot pushed.

One has to make it happen. This, I did.

In three days' time, I got the PCTA president to get approval from the PCTA boardfor the signing ofa Memorandum ofAgreement that would accredit PCTA membersto receiveLakbay TV without programming fees. Within one week, I brought togetherthe KTSI'S managing director and CCI's presidentto a signing of the MOA with the PCTA in a regional conferenceof the PCTA. On the same day, 34 cable operatorsimmediately expressedinterest in carrying Lakbay TV's signal.

In the months that followed, PCTA took care ofresponding to and reaching nationwide cable operatorsfor the opportunity to carry Lakbay TV without programmingfees.and without LTCI incurring administrativeexpenses. To date, PCTA has endorsed53 cable op-

eratorsto Lakbay TV Now, that was not in the business plan. That was new, original. That was me working for the SMP From nothing to something.What the mind can conceive,the personcan achieve. Realizationsfrom implementing the SMP Lastly,for a corporatechangeto occur, the change agent plays a central role. But the agentmust be preparedto acceptthe challengeofchange. Accept, pursue, and persist in effecting corporate change. And most importantly, she must be willing to change- to leam, to improve, and to apply one's new leamings and new skills to the tasks at hand. From the last eight to the top eight. From a skeptic to an advocate.

From the EMBA, to the SMP,to Lakbay TV- the processingof a changeagent and of cor?oratechange, Now speakingfrom the experiences drawn from the SMP, in particular, and from the EMBA program, in general,I leam that the EMBA s 4Cs model is a soundproposition. EMBA works. This is the major leaming point.

E Mina L. Francisco is Ar.ti.ttart \4ce Presi' dent for Legal dnd Project Development Manager at Benpres Holdings Corporation.

She is among the graduates of AIM's Corporate Change Program-EMBA, Class 2000, (frcm June 1],,1999 to April24, 200O) of the lapez Group of Companies.

The Asian Manager/ ThirdQuaner2000 47

The

frstfrll/

BATTLEGROTND

By DeniseCuyegkeng

A

new battlegroundin businesseducationasthe top westemschools have startedputting up program offices in the region.The EuropeanInstituteof Business Admrnistration(INSEAD) and the GraduateSchoolof Businessof the University of Chicago are opening campusesin Singapore this yearwhile HarvardBusiness Schoolhas alreadyopeneda researchomce in HongKong.

One.we haveto riseto the challengeof an environmentwheremoreschoolsare comingin and providingthe sameedu" cationand servicesthatwe providc T h t r u t h t h c r e s p o n d e n tc. o n ' i s tentlv rankedAIM NumberFour in the t r a d i t i o n a lc a t e g o r i e s( Q u a l i t y o f Courses.Quality of Faculty,etc). the schoolrankednumberone in Qualityof the ExccutiveEducationProgramand Quality of Outrcach to the Business Community.

Prot-essor Felipc B. Alfonso. the school'sprcsidentuntil 1999.is proud o l t h e s er a n k i n g s" .l d o n ' tt h i n kt h e r ei s any school in the rcgion that has the numberof activitiesthat we ha\e that dcal directlywith the businesscommunity. When peoplcwant to bring togethef peoplcin varioussectors.thcy comc to AIM,..

Aside fiorn putting up a new l2storer confcrenceccnleradjrcentlo il. c a m p u si n M a k a t i C i t y . A I M a l s o launchedtu'one\!'programs CoryJorateChangeManagententand Entrepreneurshipandvariouspro-activecenters suchas the PolicyCenterand the Center tbr CorJroratcSocial Responsibility to meetthe demandsofthc region's business exccutives.

New programsand elccti\esare continuouslybeingdevelopedto keepthe schoolin tunewith the businesscommunityand cir,il society.

lmportance of rankings A 1999suney conductedby ,4sia publishedin Hongkong -Inc..a magazine : ou do A.ian t a u k l c dt l t eq u e s t i o nH graduateschoolsof businesscompare with the best the West has to offer'l In this suncy. publishedin Octob e r l q q q .i n \ r ! ' a do f l h e e d i t o r sr a n k i n g the businessschool' basedon 5lali)lics suchas student-tcacherratio and graduate salariei. the magazineasked the d e a n so f t h e r e g i o n ' 'R 0 f u l l - t i m ct n glish Program MBA'S to do a peer review basedon brandvalueand quality.

In addition.the rnagazineaskedseve r a l C E O ' i n t h e r e g i o nt o g i r e t h e i r of the opinion on.the competitiveness region'sbusinessschools.

AIM ranks 4th As one of the original business schoolsinAsia,AIM did verywell.ranking Number Four in the 1999survey.a high mark for a school u,ith one of the higherstudentintakesamongthe schools s u r v e y e d .P r e s i d e n tR o b e r t o F . d e Ocampomet this ranking with mixed feelings. "l'm quitehappythatwe arerankcd that highly becauseAIM has alu,ays b e e nt h o u g h ut f a . o n eo f t h e t o p b u s i nessschoolsinAsia. On the otherhand.

I alsolook at it asa challengebecause if we are Number Four that means there arethreeother schoolsthat aremted bcf ter than us. lf we aspirc to be Number

Horv impoftantaresuchsun'eysand r a n k i n g tso a s c h o o l i k c A I M ?

AIM President de Ocampobelieves rankingssuchas thesegire a schooJan objectiveview of its pcrformance."lf you just keep believing among yourselves. you might find out that you missedsomething.But rankingslet us know whcrc we standandgir,eus an idea where u,e can improvc." he told Tlre Asian Mtnoger in an inten,ieu,. fhe Asia Inc. article on the survey shorvednixed reactionsamong the top schoolsto thc entryofleadingbusiness schoolsfiom thc West in the region.

Sornearc gearingup for competition $hile othersare looking to meryewith the westemschools.

FormerAIM DeanJesus"Jcss"G. Gallegosis one ofthose u,ho fccls that A . i a n . c h o o l sh . . r rneo l h i n Cr o l e a rf r o r n their Westemcounterparts.

Hc seesthe comingofthesc schoolsasa \\'ayto enhancceducation."Asia overflowswith the best and thc brightestand the marketisbig enoughforall." he told,,tsra Inc. The schoolsthataregirdingfbr the c h a l l e n g ea r e m e e t i n g i t o n s e v e r a l l i o n t . . T h e c a m p u : e :a l c c r p a n d i n g . new lacultyis bcinghired.neu'cunicula are being introduced.and ncu' partnershipsare beingnade.

Tie-ups, expansions An attractivcand technologically advanccdcampusu,ill be a big attraction to studentswho havescr.eralexcellent local and intemationalschoolsto chosefrom. In this regard.AIM is not theonlyschoolthatis expandingtomeet the challengc.

The National Univcrsity of Singaporc.the Number One schoolin the region.is not restingon its laurels.

The schoolis planningto link up with the ncarby SingaporeScienceParks I and II by building u.hatwill be called TcchnoStreet.a 24-hourtown for studentsand faculty.

T h e p l a n n e d e x p a n s i o no f t h e MclboumeBusinessSchoolwill effectively doublethesizcofthc school.New state-of:the-artconferencefacilitics and rcsidential unitsu'ill costabout$ l8 million to build. Businessschoolsin Chrna r n d H o n gK o n ga r el l r o e \ p a n d i n g their campuses. ln terms of intcrnationalcooperation. the IntemationalUniversityof Jap r n h a st i e su i t ht o p h u s i n e .s. c h o o l isn the West.Like AIM which beganas a Joint venture with Harvard Business School.it rvasfoundcdrvith the hejp of anAmcricaninstitution.in thiscase,the Amos Tuck SchoolofBusinessAdrrrnistrationat DafimouthUnivcrsity. f h c H o n r K o n gU n r \ e r s r t o) l ' S c i enceandTechnologyhasajoint Executive MBA prograrrrvithNorthwestem's K e l l o g S c h o o l ,r ' h i l e t h e G r a d u a t e Schoolof Businessat the ChineseUnl-

The AsianNlanager / Thrrd 2000 49 Quaner

c after commodity.As the Asian business school landscapechanges,AIM will be at the foreftont of providing excellent education for the region's current and

futureleaders.

@

lThis article is based o,1 Conpete or Perish b!

Allen T. Cheng uttll Po !- Chan Ching Sze. pub' Ikhed in the October 1999 issueol Asia I c)

What Asian schools should do is think deeply about what versity in Hong Kong is puttrng up a school for hotel administrationwlth Comell University.

Although the leadershipoftheAIM seetie-upsasthe waveofthe future,they The arenot rushinginto any agreements. schoolcurently hasfaculty and student exchangeprogramsand may branchout tojoint researchwith Haryard Buslness Schooland INSEAD. "We are SaysPresidentde Ocampo, not the only ones looking for tie-ups.

Thereare manl schoolslookingfor tieupswith us.What we haveto do is make sure that we end up with tie-ups that compliment our strengthsand at the sametime provide us with an opportunity for continuedpositive strategicpositioning."

When it comes to faculty, the students can be as demanding as the schools. Schools want instructon with higherdegreesfrom intemationally-recognizeduniversitieswhile studentswant prqfessorswith industry experience.

This is only logical since most schools asan enlryrequirelist work experience ment into their MBAprograms. The faculty must also leam to be lessresearchorientedbecauseit is good teaching,not excellent faculty research,that attracts students.

But not all schools think they can b e c o m p e t i t i v e .M o n a s h M t . E l i z a G r a d u a t e S c h o o l o f B u s i n e s si n Melbourne, which ranked Number Six in the survey,facesan uncertainfuture.

50

2000 The Asian Manager/ ThirdQuarter

The schoolis currentlyin talkswith thee top schoolsin the US. If a joint degree program cannot be worked out, the school rnight become an American school'sAsian campus.The school has beenexpedencingintemalpolitical shife m i g h tb e t h e o n l l u a y i t a n d a na l l i a n c e can remain competitive.

t{ot a thleat but a challenge Most Asian deans do not see the coming ofthe westem schoolsto the region as a threatbut as a challenge.Dean S u m i t aU s h i oo f t h e l n t e m a t i o n aUl n i "Don'l takeil r e r s i t y o f J a p a ns a y s . blindly that U.S. businessschoolsare Number One. What Asian schools should do is think deeply abodt what factorswill changeand what factorswill remain,and retaintheir local uniqueness while acceptingglobal trends."

"In the Presidentde Ocampo adds pastwe were the only game in town and had the luxury of sleeping on our laurels. but not anymore.But with our new offerings plus our unique position as the Asian expert, we should be able to continue to be at the forefront of business education in this pafi of the worlo.

Beyondthe physicalimprovements, the constant development of new programsand the enhancement of existing ones.the continuedhigh qualiryol faculty employed and collaboration witli westemcounterpartswill make an MBA from anAsian institutiona highly sought

factoTs wall change and what factors will remain and retain their local uniqueness while accepting global trends

By Rey P.Nem Singh

MBM Masterin BusinessManagement MBM openedJune 2000 with a total of 195 studentsfrom the Philippines, India, Indonesia,Vietnam, People's Republic of China, Bhutan, Singapore,Nepal, France,Latvia, USA, and Switzerland. For this yeal we shall witnessthe launching of Major in Marketing which is part ofthe overall objective of making the MBM Program respondto the needsof the students. A lew years ago, MBM launchedthe Major in Finance which was well receivedby the students.Prol Gloria S. Chan is theAssociateDean of the MBM Program.

sfRArE(,t

MDN[

.Master Management in Development The MDM is a one-yearprogram specifrcallydesignedfor executivesand developmentmanagersfrom developing countries. MDM studentsusually come from govemment agenciesand noFfor-profit organiza ons.

Schoolyear 2000-2001is historicfor the MDM Program, as it was able to get the highest number of studentssincethe program was startedin 1988. Sixty six students from Bangladesh, Bhutan, Cambodia, China, Philippines,India, tndonesia,Japan,Laos, Malaysia,Nepal, Thailand, and Metnam arc now participating in the program.

The MDM Program is under the Center fbr De-

ACE

AsianCenterfor The acronymis ated to bc at the edgeofAsia's

preneurship, support sionals, and tive and creative

by AssociateDean

accident.The Center was creof advancing the knowlIt seâ&#x201A;Źksto promote entre-

profesnetworkenterprising their expertisethroughinnovaprograms.

ACE is headed J. Ferreria.

2000 51 The Asian Manager,uThirdQuaner

;"]: Jt

I

IBF CENTER F O RB A N K I N G A D F I N A N C E Jr. Center GovernorJose B. Fernandez, for Bankingand Finance

MM The Master in Management Thc Masterin \'lrnagenent(M M ) is an intcnsiveI I rnonthprogranldesignedfbr preparingcxperiencedcxecuti\.csllssumegrcatctresponsibililies.Foft) si\ execuli\csareno\\'cnrolledin M N'l2000-2001class.They People'sRcIndia.Indoncsia. cometioln thc Philippines.

Thailand.

Bhutan,and Malaysia.

USA. pubJicof China. the CzechRcpublic.

Significantchangeswill happenin tht;MM Program within the next two ycars as a rescarchis now undetway to study how MM Programcan be redesigned.

Proi Enrico C. Angtuaco is the AssociateDean of the MM Program.

\ \

To honor thc late PhilippineCentraltsanl Jr..the Far Ea.t JoseB. Fernantlez.

Go.,,emor.

Bank and Trust Compan! and thc Asiao InslituteofManagemenllaunchedin Septembcr199:l \ thc JBF Centerfor Bankingand Finance. l.'

I h c J B F ( c n t c ri s t n a t t J r r t el od i n i l i J l cf ( * searchand discussionon issuesin the tlnancial servicesindustly.tlre impro\ementof llle coolpetenceof Asian financialmanager.fbrgingol' gt t . i n e s t ' n . t i l u l i L , n 5 b e n e f i . i arll l i l n e c . . r n t o n h promotion ofAsian artsrnd cultura I lhe tsoard(]1'Directors in Asia and of in the businesscomnrunit5r.

Ci()vernmcnt C()rporati0ns The JBF Ccnlcrtbr BankingandFinancers I Securitization lbr the Housing the orrcbehindthc scriesofucil-attendcd and lndustrf acclaimedpublic lecturcson the lbl- I Compliancein the Securities criticall,v'' lo$ rng: Industr]I'rcCenteralsoacti\ely assiststhe Buildingthe Inliastructurefor r E r t i \e F , d u c a t i o na n d L i l e l o n g EllectiveFinancial h i n g C e n t e r( E X Ch L L ) i n t h c (;ovemancc c: dcsignanddclivcryofthc Course in the BankingIndustq, linior Bank Managcrsand I-inancc Lcadinglndicatorsofthc I fiNiorExecuti'es.

FinancialCrisis:Empirical rof. Felix U. Bustosis thc FxecuFindings r i ) i r e c t o ro f t h c J t s l C e n t c r l b r --rl.d tnd Corporate I Compensatjon and Finance.

Valuation

CDM Centerfor Development Management The Center for Development Managementis expectedto reach new heights for thc ncxt t$o ycars. The Program for Development Managers(PDM)andthe ProgramandProjectDevelopment andManagement(PPDM) rvhich CDM regularlyconductin the Philippines rvill norl tlnd their'*al into otherAsiancountries.This is in line with AIM thrustof nrakingits programsaccessible to otherAsian countries.

The CD\{ tncultl'membersarealsoquitebusyin developingnew electivesand majorsrvhich* ill bc intcgratcdinto the Masterin De(MD1\{)Program. velopmcntNlanrgernent Wishingyou succcss.

CDM !

ME RVR CENTER Ramon V. del Rosario, Sr. AIM Center for Corporate Responsibility

EMBA The EMBA is an l8-month degreecourse designed not onl), to enhancethe skills ofthe studettmanagcr but also to build the capacity of their re-

organizations. spective Thc EMBA is presentlybeing Manilaandin KualaLumpur.

('cnter for ( orpot ul" Tlre Ranron\'. del l{osario.Sr .1/.tr1 (RVR launchcdJul1l8. ras lbnnrllv Center) Responsibilitr' nongo\emnlelltand acaclcrne.

2000. The businesscotnrrtunity. lhc laullching.

Nftcnded go\ cmmentorganizatiolls Thc R\rR Centcris envisioncdto bc a rcsourccccnleron paticularlyanrong-\siancotnpitnics. tcsponsibility. corporute afler r\mbassadorRamon \l dcl is narred The Center trustee ofthc Asian Instituteo1 \lanRosario.Sr..founding and fbundcrandChairnlanofThc PHINMA (itoup agernent in thc Philippincs.lls ExccutiveDircctor is Prtl' Felipc B A ltbnso.

The Masterin Entrepreneurship The \'lasterin Enn.epreneurship Programis the latest anlong thc degrceofitrings of AlM. It \as derelopcd basedon I yclrs ofaction rcscarch" or cr 2(X)cascstudics. experimental serninars and lield surreys.

The ME Prograrruas u'ell receivedbl the srnalland (SMFs).its prirnar! targetnrafkctmcdiumentrepreneurs I $ o hundrcdand trventyonc (21I ) studentsare no\\ cn rollcd. On Dccembcr2(XX)a historiccrcnt in the lifc of the Progranr*ill takeplace. The \ll: pr.ogram *ill harc its llrst graduates.lhis is really somelhingto \\atch out lor.

As a resultofthe tremendous success o1-theNIE Program in tlre Philippines.AIN4 has receiredollers to run tlrcprogranrin KualaLurnpur.SingapoleanclHong Kong.

'I

h e , \ s i a n) l r n a g e r / l h r Q u x c f : 0 0 0 5 3

WSPC Washington SyCip Policy Center

Thc Center's mandateis to exploreand proposepolicy meaof the Philippineindussuresthat $.ill enhancethe conpetitiveness try and thc economy.It providesopportunitiesfor collabomtionbet$'een the private and public scctors through policy briefings. andpublications. roundtableseries.$,orkshops.

Somcof the recentactivitiesconductedby the Ccnterinclude: a AustraliaAsia YoungLeaders Program a StrategicPlanning\lbrkshop on the Competitiveness of DumagueteCity a Doror's Bricfing on the State of PhilippineCompctitiveness PublicBriefingon the Statcof o PhilippineCompetitiveness a lluman ResourceMobilization in thc Nerv Economy a MindshareForurn PhilippincE-Lau'Conferencc o o Briefingon MindanaoSecurit-v Thc Ccnteralso publishedt\\,opapersentitledStateof Philippine Competitivencss: Under Ne*'Challcngesand Bankingon the Philippincs:A Look at the CommercialBankioglndusn),. is thc nc\\'ExecutiveDiProfessorFederico"Poch" Macaranas rectorof the WSPC.

EXCELL ExecutiveEducationand LifelongLearningCenter Aside from conductingthe ExccutiVeMBA. EXCELL alsohandlesthe BasicManagement Program(BMP) and the ManagementDevclopmentPrograln(MDP). lwo regular certitlcateoffcringsof AlM. The 100'r'BMP was conductedin Novcrnber2000andthc 56'r' \4DP in June2000.

Anotherregularotl'eringof EXCEL L is the Pre-MBA Pr.rgrant.Thb mostrcccntMBA conductedinvolvcdpaflicipantsiiom Korea.China.Japan.Sueden.and the Philippines.

EXCELL alsoconductscustomizedprogramsasrcqucstedby Iocalairdforcigncon.rpanlcs.

Proi'essor SonnvB. Colomais thc AssociateDeanof EXCELL.

5,1 The Asian llanaser / ThirdQuaier1000

andwe' be happyto pub|shyournoles I youdo I nd yourclasshere rernern berlo updatelhe worldaboutyo! andyourclassmales In each ssue.so sendus ma reg!arly.

BOBBY CABRAL, \'lBNt'81: DearTAMr In bchalfol my batch.Dulce Casaclang,myselfandthe rcst ofthe Bodrdwould likc to share\\'ith you and thc rcst of TAM s readership.updatcs tecenl and not-so reccnl. aboul our batch.Ovcr thc vcars \\'c havc rcgularly held reunions for no apparentreasonothcr than that \le enjoy cach others company.Priorto Senator Honasan'shosting.Rear Admiral Louie Fernandcz hostcda rcunion this year. I, too. hosledone last veal and prior to that, Samv Aherrera had hostcd a rcunion.

Whiic $c havc had notable accomplishmcnts bv certain

mcmbersofour class,I don't leel il appropriateto only focus on a fc* successstories bccauscofits apparenthigh prolile naturein politicsor in the n,)ilitary. Many of my classmates havedistinguishcd themselvesin other endeavors or in othercountriesand becauseI don't want 1obe responsibleibr leaving anyonc out. I'd prelernot to singlc anvone in parlicular.Tomv classmates: hcrc'sthc compiete. blow-by,blo$ lowdownon the Friday SeptemberIat'fair: SenatorGringo and wife Jane Honasanhostedan evening to remembcrfor MBM Class81. We got as close11)the sealolthe Senale

as we canasptteto rn out liletime. Aside from good food and drinks that flowed generously.lighFhearted banter were tradedamong everyoneespecially.Gringo, Sam] and Dave. You had to be there to appreciatethis.

The Cebu contingcnt oncc, again put us to shameas Dale and Tess Chan came. Steve and Carmelita Lava. and Chuck and Tessie\lachacon.

Raul llould ha'"cbcenhereas uell excepthe was four days too earl),. As Jun Abueg aptly put it. \r.c had 26 classmates that showedup. roughly the sameas Louie Fernandez's gig lastMarch. Thc onc differencc is that nc\r' t'accs showedup likc Lorna Tan.

Noel Togononand Catc Cataluna.We also successfullv raiscdP I 40.000 in plcdgcs*hich r,r'cexpectto collcctf'airlysoon. \'es. this was in writing. Headingthis list is our Senatorwho pledged P2t).000and the snlall-timers put in P10.000eachcounesy of\ick Nlanzano.Chuck Nlachacon.llel Pinpin. Jun Pinpin. ]Ion Fernandez.

Tabs Katigbak. Bobb] Cabral. Samv Aherrera.

Davc Chan. SteveLava- Tess Bcltran and DJ de Jesus. Al a pre\iousnleeting.Bolet Palma. Dan and Ebet villanueva cachpledged P10.000.so we shouldbe closerto P170.000.I kno\\.we can do better lhan that. I nl

The Asian Managcr/ ThirdQuancr:000 55

mail your classnotesto F tam@aim.edu.ph happyto reportthat,thus far, we havesecuredtwo corporate sponsors,Unilab courtesyof Ed Cruz andQuantasAirlines courtesyof Honeybee Hub&hib.

SenatorHonasanassuredme that his goodoffice will be thereto supportour succeeding activities.Hearthat?

Finally, to thosethat failed to attend,we will havemore reunionsandthreearebeing plaDned.Director Generrl Cataluna,wing Commsnder Castellanoandour Cebuano magnat€,Dave Chan will sponsorthe next three.SPrcad the word andbookmarkit, too!

Louie Fernandez(in Ricky Laurel (in Indon€sia), HoneybeeHubehib Canada), (in Alaska) aodEffie Lagunbay (in Davao)all had legitimateexcusesfor their absence.we hadtwo wedding anniversariesandtwo childrcn'sbirthday being celebmtedamo[g classmates.

Takenote,we missed(and herewithan all-points-bulletin searchfor the following): Alan Tsbhan,JosephReyes, Rollie Lhnto, JoeyGisbert, Julie Paldm., Alice Parryno, Melo Bautista,Ed Cruz, Jory Pereche,RubenGarcia andRaul Encarmcion.

Wherewere you guys?We missedyour company.Next time,I will fiIId morekindred soulsto swell ow ranks.

"Thankyou!"

A resounding to all the wonderfulspouses who pameup to showtheir support. In the end,w€ know they were simply out fo! a photoopswith movie starlookingGringo llonrsan, but guesswhat - so were we! And soto all andsundry,'til we meetagain.'Here'sto another grcatone andbestregards, BOBBY CABRAL fftwcg ni yo akongpahiyain kung hindi balik na ako sa Ta-te).

56

VAI{ESSAJ. LACSON and MAE F. SEVILLENO, MBM 2000SectionA: who says venturcsdon't lastlong??that after the defense,the venture dissolveswith it? (giggle!).

In our case,we areblessedto seeour website running for more than sevenmonths already. What madeus decide to pursuea venhrreandto put up a websiteon fimessand outdooradventure?

It was sometimein mid November1999 when we decidedto do a venture insteadofan MRR. Yup,it waslike a "suicidal"attempt sincemost of our batchmates who were doing thei ventues were alreadydone with their industrystudy. Even our mentorswerc shockedat our late entry into the 'Aentue world." with a hint of

2000 The AsianMamger / ThirdQuarter

sympathy,they repeatedly asked,"Can you really do it?" We gav€ them our fim "yes" Out we were worried tdo!). In our case,we werc just beginningto formulate our conceptandw€ knew that gachsecondcounted. We literally worked endlesslyday and nightjust blinking to get some rest.Yes, for a while therewe seemto haveforgott€nboth the quantitativeandqualitative definitionof"sleep."But you canbe surewe got out oflrat dillemma r€al quick!

The concept for fitness andoutdooradventurespmng fiom serendipity(thanks to our D.E.class!)Plusofcou$e a ken for keenobservation.

Bothofus loveto work out in the gym, to attend aercbicsandtaeboclasses

i t n e s s

uryfiv'

inspiteofschoolwork. (giggle!).Webotbarealsointo outdooradventue, trying out scubadiving for instance, tekking and hiking, jetskiing, sailing and other stuf. Then we realizedthat it's not just us who are into these activities.Many shaxeour passionfor fitnessandoutdoor adventue. Then we also saw thepotentialofth€ Intemet.

Wewere amazedat the success and storiesof Amazon.com other dot com pioneersandthe growing statisticsof Intemet users.Voila, theideaof combiningandfitnessand outdooradventue in one emerged.we studiedthe markets,synergies andgaps (andmany morethi[gs which may bore you guysalready!) andconcludedthat thereis indeed a potential for our concept. Thus, last January 10,2000,we incorporatedour companyunderthe name Advennfers Online, Inc. with URL http://v,ww.ft essad,,ent Yup, most ofyou guys are working already, Day in anddayout,we stnveto pleaseour bossesby working hard anddeliv€ring the bestwe can. Most of thetime though, we feelstressed, bumtout, musclecmmpsandfatigue creepinginto our bodies.

But who says life hasto end in the ofiice? Admittedly, we arcjust humans,we needan outlet, we are not robots. Both ofus believein a qualitylife.

That thereis life after work, a satisryingbreak can spell out the differencein our productivitylevel. After a tiring day in the office, take time to r€lax andto indulge, fum on your computerand t'?e in http://www.fitnessadventwe.net.

Fitnessadventue.net offers many surprises.We've got: a) informativeand

interestinghealth and fitness articles, b'1dazzlitrg outdooradvennuetales,c) altemativgleisuredestinations andtourpackages, d) calendar of activities,e) inesistible promosf) quality andfitness productsg) a venuefor quick exchangeofopinionsand informationh) an opportunity to printyour outdoor adventurein our websitefor ftee.

We cango on andon but the rest ofit is for you to find out. Thesefeatureswill help you guysunleash your shess and you'll see yourself transformedinto a better person.Picturethis:can you imaginebeingjust a walking brain?(yrck!) Ard our websiteis definitelynot theend.

In fact,it isjust yourdoorto themagnific€ntworld offitnessandadventue.So,hey, whatareyou waitingfor? Go to http: N\rw.fitnessad\)e for th9ultimatead,rre.r?e/ ventureofyour life! Remember thereis life after work!

Seeyou therc!---Vrnessa and Mae JERRY i. QUIBILAN, fiom MM MM'76: Greetings '76 alumni.Followingthe dinnerhostedby theAIM AlumniAssociation for the AIM classes of 1976,'81,'86 and'91 lastAugust4, 2000(at C2 Bar and Restauant),MM '76 classmembersNahtree Monje, Linda Quibilan and myself met for dinnersome two weekslater,on August 2 I , at ClubFilipinowith TotingBunye, Representative ProfessorsMinggoyMapa andJohnnyBustalino,Emil CarunchoandEd De Guzman. The dinnermeeting wasthe firct ofseveralto discusstherolethatthe gmduates of MM '76 would in nextyear's like to assume

alumnihomecoming they in beingthe silverJubilarians 200L BestregardsandGod bless.

SUDIPVERMA, MBM 2001:DearProi Chanand AIM staff: I am pleasedto sharewith you the wonderful news that I stoodthird (MarketingModule) at PRERANA (2000), rhe Annual IntemationalSurnmer ProjectContestorganized by thestudents of National Instituteof Industrial (NITIE).NITIE Engineering wasestablished by the Govemmentof India with theassistance ofthe United Nations Development

feeling to representAIM at the Progam (LNDP) through the Intemational Labor event.I had entercdthe (ILO) in 1963. competition basedon my Organization projectfor NITIE is anautonomous body actionconsultancy HSBC Philippines.I got an undertheministryof HRD, Govemmentof India and is all expense-covered trip to govemedby a boardof Mumbaito participatein the Govemors,comprisingof finals.My projectdrewspecial eminentpersonalitiesfrom mentionfiom the Jury govemment,industryandthe members,particularly for its academe.Vifiually a compr€hensiveness.

CNBC convergence ofall the sectoN Indiaandleadingnewspapers whereone'stotalknowledge in Mumbaiextensively ' and experienceaboutthe world covercdthe event.Therew€re ofeconomicscometo beaa alsospecialdiscussions/talks The eventsawentry from by leadingpersonalitiesfrom world on over 900 managementstudents the management issues. acrosstheglobe.Thirty-five business entries were shortJistedand PersonallyI felt great the participantswere calledto beinganAIM student. presenttheirwork at the lntemctingwith students and fiom final event.It wasa grcat eminentpersonalities

2000 57 The Asian Manager/ ThirdQuarter

r l r t r . i.!, ' { i r i cf 1 . r s;:. i t . r f ct s{ r ' . t a m @ a i m . e d u . p h (Sta.Ilo\i.r.Lagunr)andlhe .\r'nrcclforces olthc I'hilippincs.are organrzlngone tholc dar ol Inchantcd Chri:,ln]iscclcbfaliollsfbr ti\ e thousand(5.000) chilclrcn undcrpririleclgcr.l lion \ anousplrtt\ ot lhc counu-r.includingrninority tribes.,ln Dcccrrbel lll. l(XX).

Thc (JrganizeIl\arc detcrnrined rc bfing lhesc chlldrcnlogelhcrlo pronlote peaceand unrtr \\ hrlc gillng

ZAI,T)\' R. PADOLI\A. R\l P'75i Cireetings lionl the kingdon ol Bmner.I long lilf ne\\s ol nr\ hatchnratcs and t'r'icnds lionr lhc I f/./,r /r\//r/t., o/ .l/drrrrecarr at (especiallv thosem1 cliligentl if'c }IORE ALT NI\I \E\\ S back hornein Nlanilacan t I RO\l..1izr,{ftrzurnis: I rr o veafsold rnd {oin{ stK)ng...lll,, seelnt0 trackdo\\'n).Llc\' buddicsand batchmates--..11lr,,ll//rrl\. thc publicationof \\hal s happeningoul thc Alunrni.{ssociationol thc r\slrn ln\tilule ol Nlanagement there.'

Mv cmail addrcsses arer ( A A A I \ 4) . P h i l i p f i n cc h a p t c r Nlaliru't ihltkt etn ^rtl has. so t'af in iIs inf'anc\: ptdolinu Lthrunerhn co\arcdtha ad\cnl ol a nc$ InsItIlrtcprcsidenc).keprboird scorctbr \anous coll lolLnlanrenlsrnd olhersporlinge\ ents. relcomeclinlimateas l ell as presided erandhonrccornines. o\ ef beerpubsand other 'relaxed e\ enls.posledbrtch unclTripleA A*a:dee listings.

In the ageofclectronicconncc ...and,finally,one tiritl and instant.* irclcss connnunicalion..lir.l/rrl,,r.)il conrmitsitselfto kccpingthe torch-flrclbr prinl ali\e and \rell. Nol 1(] and Fr. Tito Soquiio (\'1D\{ 99) arc at thc hclrnol this grandundertaking Dulce (Ahrlnrli Clasnclang Assocratron ot AINI Philippinc('haptcr)

thcnran unlorgcttablc cxpcriencern ihc fi)lrn ol tirn (andtice) lnraglnal(tr enlcrtainnlent stiurulatin!r includinga lrororks clisplay in th!-cvcning.Thc panicipalionol rafious toundations\G(])s and !lovcrnnlenltrlllls corporatronslrndstudcntlcadeN.ls bcing tappedto cnsufelhe succcsso1 this proiect. Al llaloralgo

PROF. CI-ORIA S. CllA\: (tr b.hall ol thc NlB\4 lacLrll\and slali'.ProlessorKondo rnd I $ould like lo congralulale rou fi)r a trinlcslero1-hafdlork and tine performance.\le look tinvard lo seeingvour nanres ugainin the rostefol the Deans fln.'ststudentsin lhe co[In! Innlcslcrs.

RamonMa.MiguelM. Barredo JohnAlexanderV Cuesta DaceEmbrekte

F.lranankil GraceEvangeline

AlexanderG. Lao

lllelissaN. Mufroz

JaimeO. Lapus

Krishnamurthy Sastry

ChristinaS, Lobregat SajithSivanandan CedricI Lu

GabrielR. Tomas

"slow day" at the TAM news desk, we got off

mention handier' than e\'cf. Kccp thosc ne\\'s bflc|s

$orlclorer. I couldsensaa differencein apprcachlo ntanagcnlcnleducationtn dillerenlpans of the \\ orld.

AlthoughI \\as aI tifst irl t\e olthc diversityrn philosophland rncthodolog\.I musl conf'cssthrt thc Icaching nrcthodologrI *as crposedlo arAINI dcllnitelt cquipped e u ith the right perspectircof proccss.I thc management stronglyt'celthatthc conccpt ol the \'lBVl program is rooled in the reality ollhe busincss\\'orldlhal cflcc{ilel} of all underslandrng integratcs businessfimclions.Thc hallmarkof rhc N'lBNl programis the abilit! ft) in the sludcnllhe incLrlcatc ability to risc abo\e funclional barrieNand to Iake

58

ll holislic\ ie$ ol-lheen11rc r a l u e c h a i n .N h i l en r o s l nranagernent cducationlircuses hnes.AINI on f'unctional cquips thc stlrdenl\ithn u cll-balanccdinsighr inlo quantitati\e lcchnlquesalong $ ith monagclrcntthconesand rncthodologics co\cring all the aspcctsol manaecmcnt-fhis \\ as quitecvidenlin thc dif'ferenlproicct \\'ork canied ouI b) the linalislsaI P R E R A N A .I s c o r c dt h c naxirrum natks in Ihc a qucstlonano ans\\'crscssron. g c n ro f a s k i l l I h a v c I i t t l c to mc doubtwas bequeathcd b) l]]lycducationin AINI: lcarningho\ to lcarn.thinking fbr nrysellbut at thc sametnne ot' a\\'arcof lhe inrportancc conscnsus.

The Asian \tanager / thirdQuancr1000

And so \\ ith greatpridc andio] I tak. tbis opporlrF nitv to thalnkall nr) nr\ f;llo$ leachers. studentsrnd abo\e all ficAsian Instirutcof Managenlenltbr hclping mc feallze l]]1) potcntial.\'ou harc madc a greol dillerenccin m1 lifc. I{egafds.

S TD I P \ E R N I A IIB]\r 20001.

'

and thosc articles conlrng and \\c pronrisc to kccp

It's show te! l:?;:li;L,lyr*,,,::r,_," ^,..

. . 1 / r u l r r o l sr o l l i n g otflhc pfcsslAl-Ul\INOIS stalT l.llll.llunnoit holds editorial ofllces at dre .lth 1loor.Lopez Inc. Hrll ol the r\lN{ C'onfcrcncc ( cntcr Bena\ ides comer T r a s i e l a aS t r e e t \ .

Legaspi Village.

n,r*",ll."so,J.1".-l.i-

Nlakari Citt. Nlelro

!lanila. Philippines.

AN E\CHA\TED CHRISTNT'\S:The A l u m n i A s s o c i a t i oonf At\4.logetherwilh rhe Al\'l Alumni FolLndation Inc..the otners of LnchanredKingdom

itr\;;r'llxl;

ffi::,:*;;t,91x

ffi

Hi:iir,lfiS*i:t

i ;; -ri."lt: lill;

Telephone nunlbeN ( 0 2 )? 5 I 7 | s l . 7 5 I ,

our proverbial

7 l 5 : ( t c l e i a x )o r 7 5 0 l 0 l 0 l o c a lI l 0 l o r 1106.E-n1ail: :tt nkr i L t i t)t o n I i t I t:. o tu )

'I

he ,\sian I\lanager/ lhirdalullllcfl0(10 59

All of whomjust happenedto be...seated. snappedat everyinnocentbystander.

First we rushed off to the AIM ConferenceCenter where we knew the action would be and. sure enaugh there was dashing professor Richard Cruz. plying hts tradein a suit.

We went up the darm next ano thisEl said we could snapat anythtngexcept her unmade bed and her laundry and. cauld we please keep it down. l m trying ta study.

'#.

-rFb *qI

completely.A peiectly stolen shot.AIM studentsat their argumentativebest.

lnspired. we asked these guys do the same---resumetnetr dlscusslon,act normal, defend their positionsvigorauslyin the caseat hand. Thtswas the bestthey coulddo.

"w.*.':.a {d&'|

*.*i

//'rthis c/ass we were definitelystumped. The subiect was red wine as the new health tonic. Repackagingor paradigm shift?

We left wonderingabaut beer.

60

11)0rl Thc ..tsian\lanager/ I hildQuarlcr

Ihen. just as we ran out of film. a typhoan struck The next day we bought a fresh roll and, voila, the cleaners had beaten us to lhe sceneaf the carnage.The groundswere spicand spanas if nathing happened. Wow. for a slow day that was fast.

THE AEIA]I PUZ,ZLE Understandingthe 1997 Crisis Book I & II Edited by RouselleF. Lavado 1999.W. SyCip Policy Center ISBN 97 l -679-048-l, 9'1t -679-049-X Php 450.00 each Copies at the W SyCip Policy Center Thesetwo companionvolumes investigatehow the Asian crisis in 1997could have emergedin order to prevent its recu.rence.The first book looks at the country caseswhile the secondfocuseson industry cases_

PIXOY GITIEE OF TI{E FUTURE A W $Cip Polio CenterMogtzine on TopPhilippi e Cities April2000 Php300.00 Copiesat theW. SyCipPolicyCenter This is a specialpublicationofthe City Competitiveness Programof the PolicyCenterthatfeatures the competitiveness rankingof ten Philippinecitiesbasedon a study commissioned by the PhilippineAPEC StudyCenterNetwork(PASCN).

BUILDIlIG COIPETITlVE P H I L I P P I I { EG I T I E S Editedby RaymundE. Magdaluyo 1999.W. Sycip PolicyCenrer ISBN971-679-045-7 EREAKINC EARRIERS Php350.00 Liberalizitrgthe Copiesat theW Sycip PolicyCenter PhiI ippin e Information Te.hnologtIndustr!Editedby ChitoB. Salazar 1998.W. SyCipPolicyCenter ISBN971-679-0,13-0 Php350.00 Copiesat theW Sycip PolicyCenter Thisbook looksintothe srate, importance andissuesofthe PhilippineIT industryaswell as theinvolvementofthe private sectorin thenationalIT policy.

This bookhighlightsthetools in enhancing city competitiveness, culledfrom thepresentations of notableexpertson urbandevelopmentat theBuildingCompetitiveness Citiesfor the2l" Centuryconference.

EIITERPRISE CREATION A1{D PROGREATIOII A BasicFinanceHawlbook .hr Entrepreneurs

By EduardoA. Moratd,Jr. This handbookon BasicFinancewaswrittenfor July2000. smallandmediumentrepreneurs who wantto underAsianInstituteofManagement standthelanguage ofbusinesswithoutthe..headlines" ISBN971-679-052-Xofa collegerertbook.

Thebookfolloqs rhecashand Php500.00paperback.

Php750.00hardbound fundflowsapproach whichentrepreneurs aremore Copiesat theAIM PublicRelationsandPromotions Management Office familiarwith.

The Asian Manager/ ThirdQuarter2000 61

TIMES OF CHANGE: ent Soci et),Relations Governm andtheAsian('tisis Editedby Dr. VictorS.Venida 1999.w. Sycip PolicyCenter ISBN971-679-047-3 Php500.00 Copiesat thew. Sycip Policy Center This bookcompilesall themain from papersandcommentaries "Structural the conference Change:A Necessityfor Asia'heldin March Southeast 1998.Fourteenarticlescoverthe entiregamutofissuesrelatingto theAsianCrisis.

TOWARDSA GREEN MILLEI{NIUIII En|it'ofinental Management S-vstes in South East Asia

By Purba Halady Rao 2000.Asian Institute ofManagement This book on Envirodmental ManagementSystems isa veritable guide map for the emergingecological consciousness among the businesscommunity and policy-makers inAsia.

Although recognizedas a seriousproblem. policy solutions have been few and generally ineffective. ProfessorPurba Rao, sn environmâ&#x201A;Źntalistat heart with a sham mathematicalmind, surveysthe mess and goes down to the nitty-gritty offormulating an environmentalmanagementsystemappropnatetoAsla.

With the region as her theahe, nothing escapedRaot anal)'tical eye as shepieced the puzzle together,Darwin-like, backedby hard rcsearchdata and a persistent,fundamentaldesireto find a way that works.

CITY COMPETITIVENESS Global Perspectives/Loca I Ini t i atives

9: Ii IYENES

Edited by Raymund E. Magdaluyo, Victoria H. Batac, JasperCaesarE. Jampac 1999.W SyCip Policy Center ISBN 971-679-050-3 Php 350.00 Copies at the W. Sycip Policy Center The secondbook on the topic of city competitivenessis a compilation ofessays and paperswrittgn mostly by parmer-expertson toptcs anclcases that concretizeand exPoundon the challengeof building competitive clttes,

62

The ,lsian Manager / ThirdQua(er2000

CREATIVITY AND INTUITION

By EduardoA. Morat6. Jr October 2000.

Asian Institute of Management ISBN 97 t -679-054-6 Php 500.00 paperback,Php 750.00 hardbound Copies at the AIM Public Rclations and Promotions ManagcmentOffice This book is a collection ofessays that puts on intuilion forwardcenarnlheoriesand practrces and creativity. Dcan Moratd fleshesthem out by drawing from his teaching experiencein the caseroomsofthe Asian Institute ofManagement and in various training programs.A synthesistof the first order, Dean Morat6 taps the wisdom ofthe agesto find tools that hclp liberatethe mind. A must,for anyone still shoppingaround for the great "human creative impulse" cquivalent ofthe unified field theory

F.Deocampo PlesldentRoberto Jr A.Morat6 Ptof.Eduardo Do ofth€lrutitute: BOARD I{ANAGEMENT SCHOOL J.Ferreria Prof.Aleiandrino forEntrepreneurship Dean, AsianCenter Associale D.Garilao i hof. Ernesto l,4anagement A$ociateDean,CenlelfotDevelopment

Prof.gonnyL Coloma Education Associate Dean,Execulive Leaming Center andLifelong

-a a nr - ec lu

Pruf.GloriaS.Chan l\4anagement ASsociate Dean,lllasterinBusiness

.

f I 'i

hof. EnricoC.Angtuaco inlllanagemenl Dean, Master t€sociab Eugenio Lopez FoundationBldg.

JosephR. McMicking Campus 123 Paseode Roxas

flAI{AGEENTBOARD CEI{IER A.ilorat6Jr. h. Eduardo Academrc Excellence Director, Exoculive Managing /HRD Development sd Faculty

1260MakatiCity,Philippines Tel.(632)892-4011to 25 (632) 892-0435to 43 Fax(632)817-9240.

(632)893-3341

I

L. Roberto Prd.Raymundo Planning andFinance Director, Managing

-, Proto|nila{eginaL Fojas l\4a*eting Director Ekitive tr,lanaging Relations rndCushmer '

L. neryooP Celi Managing Ditector, Ex€ct*ivo Relations andInvestor hd, G*bn D.OrtigasJr. Director, Ex€flliveManaging Development llew Programs S. Lagman Prot.Mariano Director, Llanaging Executive Services Management andTechnical Facilities Prof.SonnyB.Coloma Director, Managing Executive i,lanila Center AIMConference P.tor l(. Femandez officer Chbf Inlormation

FOREXCELLENCE CENTERS Pr3. fCixbertoU.Bustos Jr. Gov.JoseB.Femandez Direclor, E$eutive andFinance CenbrforBanking ll. llacaranas Prof.Fededco V.DelRosario Sr Ramon Direclor, Eroqrtive Responsibility i{ll Coflter forCorporate

I