mintzberg at esade...rubén monjo tovar pmd 06 72 jorge moll de alba cabot dir. y ges. turística 02...

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º 127 l

10

New DegreesPedro Mirosa and Alfons Sauquet discuss what’s new this year

The Specialisterne CaseManaging difference and diversity as a competitive advantage

Functional and Sector-specific ClubsPresenting the Marketing and Tourism Management Clubs

Honorary Doctorate granted to

Henry Mintzberg at ESADE

001 Portada_ING.indd 1 7/10/08 17:14:10

© 2008 Microsoft Corporation. Todos los derechos reservados. Los dispositivos conectados, la conectividad y otras soluciones de sincronización inalámbrica pueden requerir equipos y/o otros productos inalámbricos adquiridos por separado (p. ej., tarjeta Wi-Fi, software de red, hardware de servidor o software redirector). Se necesitan contratar los servicios de un operador para el acceso a Internet, Wi-Fi y teléfono. Es posible que se tengan que adquirir estos productos y servicios por separado. La funciones y el rendimiento pueden variar según el proveedor de servicios. Consulte con el fabricante del dispositivo, el proveedor de servicios y/o el departamento de TI de la empresa para obtener detalles. Los programas (como Microsoft® Office Word Mobile, PowerPoint® Mobile, Excel® Mobile y Outlook® Mobile), características y funciones disponibles varían según el dispositivo y el sistema operativo de Windows Mobile.

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ESADE_220X280_TF3.indd 1 26/9/08 16:51:29002 Anu Microsoft.indd 3 6/10/08 12:31:33

Editorial 5

NetworkingESADE ALUMNI INTERNATIONAL 6

REGIONAL CLUBS 8

FUNCTIONAL AND SECTOR-SPECIFIC CLUBS 10Club activities and an introduction to the Marketing and Tourism Management Clubs

FROM ESADE ALUMNI 21Campaign to update our data base

IN THE NEWS 68Professional updates from alumniClass reunions

MEMBERS ONLY 79Exclusive financial benefits for members

Alumni Giving Back 24 Alumni Giving Back’s raison d’être

Update and knowledgeMATINS 18The latest Matins ESADE

UPDATE 22 & 62Refresher programsExecutive EducationMBAExecutive Language Center

DEBATE 26Will the future be low cost or premium price?

TALKING TO 38Pedro Mirosa and Alfons Sauquet,on what’s new this year at ESADE

BUSINESS CASES 52Specialisterne, managing difference as a competitive advantage

LEGAL AREA 44Celebrating the second APTISSIMI awardsInterview with David Maister

PROFESSIONAL DEVELOPMENT 48Presenting ESADE’s Career Service in Madrid

ESADEMEET THE FACULTY 36Getting to know …Àngel Castiñeira and Amy Leaverton

NEWS FROM ESADE 56

FeaturesMY OPINION 42‘Organizing global governance’,by Luis de Sebastián

THE TALE 98‘Condolences’,by Fernando Trías de Bes

DossierHenry Mintzberg, awarded an honorary doctorate at ESADE 28

Plus ...BUSINESS CLASS 77

FINANCIAL SERVICES SPECIAL 82

summaryA Publication of ESADE AlumniAv. Pedralbes, 60-6208034 BarcelonaTel. +34 934 952 063www.esadealumni.net

EXECUTIVE BOARDGermán Castejón, PresidentPedro Navarro, Vice-presidentPatricia Estany, Vice-presidentJuan Ramírez, Vice-president and TreasurerAntonio Delgado, Secretary

Members: Ignacio Arbués,Marcelino Armenter, ManuelBrufau, Montserrat Maresch,Cecilia Nan Yeh Chang, MarcelPlanellas, Andreu Puig, CarlesTorrecilla and Diego Torrres

ESADE Alumni Director:Xavier Sánchez

Editorial Board:Ferran Ramon Cortés and Marcel Planellas

Executive Director:Patricia Sotelo

Design and production:BPMO EdigrupC/ Guitard, 43, 1ª planta, 08014 BarcelonaTel. +34 933 637 840www.grupobpmo.com

Coordination:Anna Aumatell and Elena CabezasArt Direction:Paula MastrángeloGraphic Design:Juan Carlos MorenoLayout:Mónica ValladaresLanguage advising:Raúl PelegrínProduction: Cristina PratsPhoto editing:Carlota PratsEnglish translation:Nancy Clarneau

Advertising:Manel Carruesco and Anna NavarroTel. +34 933 637 840

Legal deposit: B-6077/ 90 Distribution controlled by Castilian Spanish: 16.750Catalan: 14.300English: 450

003 Sumario_ING.indd 3 10/10/08 10:46:25

4

Xavier Adserà CE Lic&Master 86 92

Mónica Afonso MBA 00 90

Manuel Albanell MBA 81 89

Santiago Albarracín EDIK 98 y MDMC 03 88

Jordi Alberich Lic&MBA 81 86

Carlos Alonso PMD 04 27

Javier Alsina ADE Lic&MBA 94 73

Juan Álvarez de Lara Cabrera PMD 07 84

Núria Amador ADE Lic&Master 07 92

Santiago Anglada M. Corporate Finance 08 85

José Arcos CE Lic&Master 89 13

David Arroyo Lic&MBA 98 83

Josep Lluís Artigot Lic&MBA 94 89

Ramon Aspa MBA 97 66

Roser Balcells MBA 94 90

Víctor Barajas EDIK 96 15

Sandra Barba Lic&MD 99 45

Olga Barberà DGM 03 73

Bruno Batlle Lic&MBA 03 72

Gloria Batllori CE Lic&Master 85 33, 65

Albert Baulo CE Lic&Master 89 15

Enrique Belenguer Dir. y Gestión en MK 86 9

Marien Bellod MBA 01 70

Javier Berruguete DMC 02 15

Mario Bonet ADE Lic&MBA 00 92

Rosa Bruguera CE Lic&Master 87 90

Josep Lluis Cano Lic&MBA 90 22

David Calvet Canut Lic&MBA 91 69

Armand Calvo MBA 79 86

Raimón Cambra Vergés Lic&MBA 83 68

Elena Carrera ADE Lic&MBA 97 92

Ignasi Carreras SEP 06 59

Anna Casadellà ADE Lic&MBA 98 70, 90

Llucià Casellas Emp. Creativa e Innovadora 02 70

Xavier Castañer Lic&MBA 92 6

Germán Castejón Lic&MBA 81 3, 33

Sonia Castelló Lic&MBA 08 93

Josep Castells CE Lic&Master 91 90

Elena Castellví CE Lic&Master 95 90

Ana Castillo ADE Lic&Master 06 92

David Cerqueda Lic&MBA 98 70

Margarita Cerrada ADE Lic&Master 02 92

Marcos Chicharro ADE 98 86

Marc Cortés MBA 99 12, 15

Fara Costa Lic&MBA 04 93

Àngels Creus Marbà Lic&MBA 92 69

Francesc Cruz PDG 02 70

Juan de Dios Aguirre Lic&MDE 07 96

Carolina de la Calzada ADE Lic&MBA 95 88

Santiago del Solar Lic&MBA 03 96

Olga Durich MIM 92 90

Javier Espurz Lic&MBA 93 96

Juan Fabios MBA 99 93

Juan Fernández Laporta MBA 76 68

Jordi Ferrer MBA 00 15

Albert Ferrer ADE Lic&Master 98 92

Conxita Folguera CE Lic&Master 88 57

Joan Gaspart Bueno Dir. y Gestión Turística 02 14

Elena Garasa Lic&MBA 03 72

Gemma García Godall Lic&MBA 94 84

Carlos García Pons EDIK 77 84

David García MDEF 07 90

Joan García Lic&MBA 92 91

Antonio Garí Lic&MBA 87 87

Valentí Giró CE Lic&Master 87 11

Ricardo GómezGil MBA 05 93

Salvador Grané ADE 98 69

Climent Guitart CE Lic&Master 73 14

José Antonio González MBA 03 6

Javier González Álvarez Lic&MBA 92 96

Guillermo González-Concheiro MBA 99 92

Óscar Hernández EDIEF 89 97

Ricardo Hernando DGM 97 69

Silvia Jarauta ADE Lic&MBA 97 90

Joan Juliá i Dinarés Lic&Master 85 68

Evarist Juncosa Ribés MBA 99 15

Jordi Llimós MDEF 07 90

Alberto Longas MBA 07 88

Carlos Losada Lic&MBA 79 32, 56, 58

Josep M. Lozano PMD 87 59

Ramón Malet MBA 86 73

Sonia Manasanch ADE Lic&MBA 95 88

Montserrat Maresch CE y MBA 87 10

Alberto Marín Vidal CE Lic&Master 87 14

Alberto Martínez ADE Lic&Master 02 92

Sergio Martínez MBA 06 94

Sonia Marzo DMC 02 15

Arturo Mas-Sardá Lic&MBA 85 92

Ignasi Massallé MBA 05 72

Joan Massons CE Lic&Master 66 6

José Vicente Maza MBA 87 68

Eduard Mendiluce Fradera MBA 97 69

Xavier Mendoza Lic&MBA 79 7, 28,

Joan Mercadé DGM 94 69

Rubén Monjo Tovar PMD 06 72

Jorge Moll de Alba Cabot Dir. y Ges. Turística 02 14

Marta Monreal Lic&MBA 06 96

Llorenç Montaner ADE Lic&Master 07 92

Diego Montañéz MBA 94 69

Luis Montes ADE Lic&MBA 98 15

Xavier Moragas CE Lic&Master 86 90

Santiago Morera MBA 81 68

Jordi Morera Conde CE Lic&Master 90 90

Eduard Moret DGT 99 14

Hans Narberhaus MBA 94 96

Pedro Navarro MBA 67 59

Nuria Navarro Lic&MBA 95 93

Javier Nieto Santa CE Lic&Master 77 32

Peter Nijssen Lic&MBA 84 68

Enric Noguer ADE Lic&MBA 93 14

Juan Carlos Onieva EMBA 06 96

Alejandra Ortiz Moliné Lic&MBA 07 93

Ramon Palacín MBA 95 86

Sergi Pastor MDE 79 68

Iñaki Peralta M. Gest. de Cent. Salud 00 70

Xavier Puche ADE Lic&MBA 99 70

Miren Pujol ADE Lic&Master 04 92

Francesc Rabassa EDIK 94 69

Blanca Raventós ADE Lic&Master 06 92

Montserrat Rius Corporate Finance 05 92

Fermín Rivas EMBA 03 72

Andrea Rodés Lic&MBA 02 70

Juanjo Rodríguez ADE Lic&MBA 97 15

Maravillas Rojo Torrecilla SEP 08 56

Eduard Ros Lic&MBA 06 96

Jordi Rubio MBA 08 72

José María Rubiralta CE Lic&Master 66 58

Jordi Sainz Lic&MBA 96 69

Ángel Sáiz Lic&MBA 08 93

Erika Sánchez de la Roda Lic&MBA 05 93

Juan Sanz ADE Lic&Master 05 92

Alfons Sauquet MBA 90 38, 39, 40, 57, 58

Juan Sitges MBA 82 88

Jaime Subirana CE Lic&Master 83 88

Oriol Tapias Lic&MBA 95 85

Eduard Tarrés MBA 97 90

Andrea Tinagli M. C.E.M.S. 90 y SEP05 94

Ramón Tomàs C.E. 80 94

Enrique Tombas Lic&MBA 90 83, 87

Aranxa Torme Lic&MBA 08 93

Roberto Torre MDEF 06 72

Carles Torrecilla Lic&MBA 96 22

Ignasi Torredemer EDIK 88 15

Raquel Torrents ADE Lic&Master 03 90

Diego Torres CE Lic&Master 88 11

Santiago Torres Función Geren. Adm. Pub. 02 70

Antoni Trallero DAF 90 89

Fernando Trías de Bes Lic&MBA 90 98

Juan Pablo Tusquets Trías de Bes Lic&MBA 86 95

Marcos Urarte Control Gest. 89 68

Roger Vall CE Lic&Master 87 14

Jordi Ventura DGT-EP 04 14

Pere Vallverdú EDIK 86 15

Nacho Vieira Pascual MBA 99 15

Carmen Vallés AGT 00 90

Ainhoa Velasco MBA 97 90

Miguel Ángel Violán MMT 94 11

Pere Viñolas Lic&MBA 86 92

Marc Serruya MIM 88 87

Ricard Servalós CE Lic&Master 77 6

Joan Manuel Soler Lic&MBA 68 60

Pol Soler Lic&MBA 94 87

Patricia Sotelo MBA 02 19, 20

Michael Tauber MBA 01 42

Sylvia Taudien EDIK 88 76, 79

Raúl Tejada MBA 06 44

Emy Teruel MBA 02 42

Clotilde Tesón Dir. Finanzas 03 76, 79

Iván Tintoré Lic&MBA 01 69, 78, 79

Pepe Tomé DGM 06 79

Xavier Torra EDIK 84 73

Fernando Trías de Bes Lic&MBA 90 9, 98

Sebastián Trivière MBA 03 42, 43, 44

César Val EMBA 05 79

Patricia Valentí MBA 02 19, 20

Joaquín Valenzuela DIN 02 52, 53, 54

Juan Ignacio Vega MBA 03 43

Josep Manel Ventosa Dir. Finanzas 01 76, 79

Eva Verdura MBA 05 44

Carlos Vila MBA 04 8

Juan G.Villa MBA 00 40

Josep Miquel Viñals Lic&MBA 91 77

Nicolás Williams MBA 00 40

Listing of Alumni INDEX

included in this journal

004_Listado_ING.indd 4 8/10/08 13:29:58

S ince the financial crisis began over

a year ago, the level of risk and

uncertainty has steadily increased.

No longer does anyone doubt that we are

experiencing a crisis of great magnitude,

which will have great impact on both the

current economic situation as well as the

world’s financial system. A crisis that will

be studied in the history books. But by

then it will all be over. Today, business

and organizational managers must make

decisions in the midst of uncertainty and

at the height of crisis-related risk. This is

when the value of managerial talent and

entrepreneurial spirit is even greater. The

value of belonging to networks also rises.

And being up to date becomes critical,

both in one’s knowledge base as well as in

monitoring the environment.

ESADE Alumni is our own, vast network.

Now more than ever, make use of it.

ESADE alumni are in all sectors, in all

functions, at all levels in businesses and

organizations, in 99 countries.

The ESADE Alumni network is committed to

keeping alumni up to date on both general

and current issues as well as on more-

focused questions, through the Functional

and Sector-specific Clubs and the global

network of International Chapters and

Regional Delegations. Last year we

organized over 350 informative events

with over 20,000 attendees in more than

20 countries. This year we will go even

fur ther to keep you up to date with high

quality speakers, topics selected according

to alumni needs, and continued growth in

participation and public impact.

ESADE Alumni’s Functional and Sector-

specific Clubs and the global network

of International Chapters and Regional

Delegations make a crucial contribution

to focused networking and to the quality

of update activities. In prior issues of this

magazine we presented the international

network of ESADE Alumni Chapters which

now spans 28 countries. In this issue we

begin a presentation of the 21 Functional

and Sector-specific Clubs and their

activities. We star t with the Marketing Club

and the Tourism Management Club.

Professional moves are also more frequent

during times of crisis. ESADE Alumni, along

with ESADE itself, offers you its extensive

Career Service in addition to its job

bank, the service includes a personalized

mentoring program led by over 100

experienced alumni volunteers, support in

unemployment situations, and seminars

and sessions devoted to managing your

career at different moments and stages,

giving special attention to situations

involving career change.

We are the big network of ESADE alumni.

Your network. Get connected, par ticipate.

Get in and make the most of it, thousands

of alumni are already doing just that.

As always, I am at your disposal at

[email protected]

The crisis and you

EdiTorial

5

Today, being up to date becomes critical, both in one’s

knowledge base as well as in monitoring the environment

GErmán CaSTEjón (liC&mBa 81)PRESIDENT OF ESADE ALuMNI

[email protected]

005_Editorial_ING.indd 5 8/10/08 17:26:10

ESADE ALUMNI INTERNATIONAL

Andorra Chapter

Session on “Business financial planning”

Chapter Francia

Farewell to Xavier Castañer, chapter president

United Kingdom Chapter

Meeting at the Pall Mall Royal Automobile Club in London

Chile Chapter

Winetasting in Santiago de Chile

Contact us at [email protected]


Contact us at [email protected] us [email protected]

The ESADE Alumni Andorra Chapter

organized a session on July 9th

entitled “Business financial plan-

ning”, delivered by Joan Massons

(CE Lic&Master 66), professor in

ESADE’s Department of Financial

Management and Control. After the

lecture, a cocktail party facilitated

networking among the 120 alumni

who attended.

The Petit Rétro restaurant in Paris was host once

again to the France Chapter. Much of the gathering fo-

cused around a farewell to existing chapter president,

Xavier Castañer (Lic&MBA 92), who leaves the post

for a move to Lausanne. José Antonio González (MBA

03) is the new president.

Alumni in the United Kingdom met on

July 17th at the well known Royal Automo-

bile Club in Pall Mall in London. Attendees

took advantage of the event to meet with

other alumni in the area and to propose

new activities.

Las Viñas de Santa Carolina, in the

Chilean capital, was the location cho-

sen by ESADE Alumni’s Chile Chapter

for a winetasting session last June

26th. Attendees were invited to bring

their partner to the gathering, which

was an opportunity to get to know

wine-making culture and which brought

the chapter’s activities to a close

for the summer.

London, United KingdomJuly 17th, 2008

Paris, FranceJune 25th, 2008

Andorra la Vella, AndorraJuly 9th, 2008

Japan Chapter

First networking encounter in the country of Nippon


The El Castellano restaurant

in Shibuya was the venue se-

lected for a first networking din-

ner on June 28th among ESADE

alumni in Japan. The event

served as a meeting point for

alumni in the area, 11 of which

were in attendance, and was a

first step toward future activi-

ties among ESADE Alumni in

the area.

Shibuya, JapanJune 28th, 2008

Santiago de Chile,

ChileJune 26th,

2008

6

006-7 Internacional_ING.indd 6 8/10/08 13:30:51

Italy Chapter

The chapter is officially inaugurated in Milan

Colombia Chapter

Welcome dinner in Bogota for the Class of 2008

Brazil Chapter

Lecture on self-motivation and self-knowledge in São Paulo

Washington Chapter

Professor Xavier Mendoza visits Washington

Contact us [email protected]




The opening session for the

ESADE Alumni Italy Chapter

hosted a refresher program

on the low cost model, given

by visiting Professor in the

ESADE Marketing Management

Department, Michele Quintano.

The session’s main objective

was to demonstrate that the

low cost business model is “far

from the low price concept, it

is something entirely differ-

ent”, according to Quintano.

Afterward, attendees enjoyed a

cocktail party for networking.

The president and board

of the ESADE Alumni Colombia

Chapter gathered alumni in

Colombia for a networking din-

ner on July 17th, where they also

extended a welcome to the

new Class of 2008.

José M. Gasalla, professor in

ESADE’s Department of Human Re-

sources Management and Director

of the Strategic Management Pro-

gram, and Leila Navarro, behavior

expert and speaker, delivered a lec-

ture in São Paulo under the title of

“Self-motivation and self-knowledge

as keys to change in organizational

models”. The two speakers invited

the alumni present to reflect on self-

knowledge, self-esteem, demotiva-

tion and confidence. The meeting

was held at the Spanish Chamber

of Commerce in São Paulo last

June 10th.

Professor Xavier Mendoza

(Lic&MBA 79), associate direc-

tor general of ESADE, traveled to

Washington on June 20th in order

to launch the Global Executive MBA

program. This program, organized

jointly by ESADE, the Robert E.

McDonough School of Business

and the Edmund A. Walsh School

of Foreign Service (components

of Georgetown University, based

in Washington D.C.), consists of 6

modules which take place across

the five continents. The Global

Executive MBA is designed for the

highest-level professional profile.

ESADE ALUMNI INTERNACIONAL

São Paulo, BrazilJune 10th, 2008

Bogota, ColombiaJuly 17th, 2008

Milan, ItalyMay 29th, 2008

Washington, D.C., USAJune 20th, 2008

7

006-7 Internacional_ING.indd 7 8/10/08 13:30:56

REGIONAL CLUBS

In the vacation spirit, alumni in

the Balearic Islands participated

in this cultural activity last July

17th. The aim was to introduce

alumni to enology through a

guided tour of the Son Puig winery

in Palma de Mallorca, followed by

the chance to taste several wines

from their harvests. Alumni were

able to meet with classmates and

friends from ESADE in a relaxed,

leisurely atmosphere.

Alumni from the Basque Coun-

try met on July 10th in Bilbao at

a dinner for local networking.

The event, which took place

in a very relaxed atmosphere,

helped to strengthen ties

among members from the area

and to encourage organization

of future activities.

Zaragoza hosted this interesting career session on

June 23rd, organized by the regional club of Aragon.

The lecture was delivered by Jorge Torres, president

and founding partner of the Asociación Española

de Psicología Empresarial [Business Psychology As-

sociation of Spain]. Carlos Vila (MBA 04), president

of the ESADE Alumni

Aragon Club, welcomed

attendees and opened

the session.

After the talk by Jorge

Torres, Carlos Vila en-

couraged alumni to join

him for dinner out and

to actively participate

in developing the club’s

strategic plan for the

upcoming year.



Tour and winetasting at the Son Puig winery

How to be successful in your career

Alumni meeting in Bilbao

Balearic Islands Club

Basque Country Club

Aragon Club

8

008-9 Territoriales_ING.indd 8 8/10/08 16:37:03

REGIONAL CLUBS

The Balearic Islands Club organized a

session on coaching on June 10th for alumni

located in the Balearic Islands. The session was

led by Ana Saiz, expert on Personal and

Business Coaching.

During her presentation, Saiz gave attendees

advice on reaching business objectives and meeting

professional goals such as better results, more

time and increased motivation in the work team

through coaching. After the session, alumni

enjoyed a social dinner.

Alumni from Sevilla and Valencia had the

opportunity to attend this lecture by Dr. Josep-

Francesc Valls, Full Professor and Director of ES-

ADE’s Tourism Management Center. Sessions were

held on June 11th and 25th, respectively, and were

organized by Executive Education as part

of an Informational Session on the Tourism

Management Program.

Alumni from the Valencia region

were invited by the Club to attend

a lecture by this name, given

June 4th as closure for the course

on “Corporate Social Respon-

sibility and Ethics” offered at

the University of Valencia by the

ETNOR Foundation in conjunction

with Inmerco Marketing.

The Valencia Region Club presi-

dent, Enrique Belenguer (Mktg

Mgmt 86), presided over the

event as managing director of

Inmerco Marketing, along with

Isabel Rubio, CSR manager at

BANCAJA, and José Luis Serrano,

External Relations Manager at

Unión de Mutuas.


Contact us [email protected]@alumni.esade.edu

Contact us at [email protected] information at www.esadealumni.net � Red Alumni � Clubs Territoriales

The new European travelers

Ethics and Corporate Social Responsibility, under debate

Improving on professional goals through coaching

Balearic Islands Club

Valencia Region ClubWestern Andalusia Club and Valencia Region Club

9

008-9 Territoriales_ING.indd 9 8/10/08 16:37:10

ACTIVITIES

FUNCTIONAL AND SECTOR-SPECIFIC CLUBS

10

Montserrat Maresch, Assistant Director of IKEA Spain & Portugal

“We work to offer design that everyone can afford – democratic design”On JunE 19Th On ThE ESADE CAMPuS In MADrID, ThE ESADE AluMnI OPErATIOnS Club OrgAnIzED A lECTurE TITlED “IKEA’S ADDED VAluE In ThE SuPPly ChAIn,” DElIVErED by MOnTSErrAT MArESCh (CE & MbA 87), ASSISTAnT DIrECTOr Of IKEA SPAIn & POrTugAl. ThIS PrESEnTATIOn WAS ThE fIrST TIME IKEA’S COrPOrATE InfOrMATIOn hAD bEEn ShArED PublICly In SPAIn. In OrDEr TO lEArn MOrE AbOuT ThE SubJECT, WE SPOKE WITh hEr.

What are the main

pillars that support IKEA’s

business model?

IKEA’s goal is to create a better

everyday life for a majority of

people by offering functional

products with design and quality

at affordable prices. from the

supply chain perspective the pil-

lars would be:

• high volume

• logistics optimization (reduce

handling to a minimum)

• Search for local suppliers in

each different country to re-

duce transportation distances

between suppliers and IKEA

retail outlets.

What would you emphasize about

the IKEA work system?

Perhaps, the absolute awareness

of cost optimization in the whole

supply chain, so that those costs

will not have to be reflected in the

customer’s final price.

What is key to logistics and

technology know-how?

Integration of the supply chain

with logistics of stores through

distribution centers located close

at hand, ensuring a high level of

service at the lowest possible

cost. Of course, the flat pack and

truck loading are always at the

basis of our strategy.

Which values inspire

IKEA’s activity?

IKEA’s dream, our mission, is to

create a better everyday life for

a majority of people. Among our

values, I would point out function-

ality, simplicity, honesty, ‘rebel-

liousness’ (always looking for

different ways to do things), cost

awareness (so we won’t need to

reflect costs in the customer’s

final price) and serving the

majority. That is, working to offer

design that everyone can afford –

democratic design.

Which of your strategies make

you different from the rest of the

companies in your sector?

• long term contracts with

suppliers.

• Cooperation with suppliers,

even including them in the

design process so as to opti-

mize processes.

• The IWAy (IKEA WAy) Code

of Conduct, which summarizes

the social, labor-related and

environmental requirements for

all IKEA suppliers in the world

(now 1300).

As we stand a few months

from year close, what is IKEA’s

forecasted invoicing,?

IKEA Ibérica estimates a growth

of about 14-15%.

010-15 ClubsFuncAct_CAST.indd 10 10/10/08 11:08:45

ACTIVITIES


11

An event from the ESADE Alumni Sports Management Club

how to face your 40s in a family business.

Keys to “the Jorge lorenzo brand”

Surviving your 40s in the family business

An AnAlySIS Of ThE gP MOTOrCyClE rACEr’S brAnD STrATEgy, SPOnSOrShIP MAnAgEMEnT AnD MEDIA rElATIOnS.

On JunE 11Th, ThE ESADE AluMnI fAMIly buSInESS Club PrESEnTED An AnAlySIS Of ThE ISSuES ThAT COME uP AT ThIS STAgE. ThE TAlK WAS gIVEn by MAnuEl PAVón, An ExPErT In ThE DynAMICS Of fAMIly buSInESS, frOM ThE gArrIguES COnSulTIng AgEnCy fOr fAMIly buSInESS.

1. Speakers: Pere gurt, Com-

munications Director for Jorge

lorenzo, and Miguel Ángel

Violán (MMT ’94), his Media

Training Coach, analyzed aspects

such as the management strate-

gies of the Jorge lorenzo brand

and sponsorships, as well as the

sportsman’s relationship with the

media. They were accompanied

by Diego Torres (CE Lic&Master

’88), lecturer in ESADE’s De-

partment of business Policy and

academic sponsor of the Sports

Management Club, and Valentí

Giró (CE Lic&Master ’87), Club

President.

2. Jorge Lorenzo is the company

image for such firms as yamaha,

Chupa Chups, lotus, fiat and

Prima Ketchup.

3. The three ideas behind the

Lorenzo brand are the sports-

man’s opinion, the partners’

philosophy and sharing of values.

4. Strategy: due to the champion’s

youth (twenty years old), “a short-

term and a medium-term plan”

were necessary. “We work for

now and with a two-year outlook,”

affirmed gurt, “since planning for

a longer term would be difficult.”

5. Channels: the media and the

brands that support the sports-

man, as well as “word of mouth”.

“We mustn’t forget that he enjoys

a very faithful following. They are

unconditional supporters.”

6. Goals: “Total media coverage,

that the project is profitable, and

for the sportsman to be widely

known.”

7. Results: According to Ketchup’s

study on the brand’s media

impact, the data are: “notoriety,

64%. Knowledge of the activity,

95%. role model, 61%.”

8. Conclusions:

• lorenzo tends to polarize (you

either love him or you hate him.)

• he is able to project a brand

9. Coach: Jorge lorenzo is trained

by his personal coach, Miguel

Ángel Violán, to optimize his

relationship with the media.

10. Coaching process: In Violán’s

words, “We try to get lorenzo

to think carefully by using

a system of questions; we want

to help him express his ideas

concisely and to grow in

self-esteem.”

Starting off by comparing it with “an erupting vol-

cano”, the garrigues representative commented

that the so-called midlife crisis includes “anxiety,

a lack of motivation and satisfaction, the need to

recover lost time, separations, searching, intense

emotions and disappointment.” As a result of

this unstable mindset, the grass seems greener

on the other side, which is clearly not the case,

so it is important to act prudently. The speaker

added that “it is a stage where we have less

energy and strength than before, our bodies don’t

respond like they used to, and we are afraid of

growing old, since we no longer have our whole

life ahead of us.”

Against this backdrop, Pavón spoke about how mi-

dlife crises normally play out in a family business,

and he analyzed this situation in depth from four

different perspectives: the family of origin (which

provides the values that determine each person’s

code of conduct), the created family, the project

of the family business, and the self. he noted

that the role that each person plays in his or

her family also has a major influence on how the

midlife crisis unfolds.


12

AlWAyS On: Marketing and the consumer on “Web 2.0”

reinventing Traditional MarketingThE ESADE AluMnI MArKETIng Club PrESEnTED A lECTurE On ThE PhEnOMEnOn CAllED WEb 2.0 AnD ITS InfluEnCE In ThE MArKETIng WOrlD.

The event featured Marc Cortés (MBA

’99), from the ESADE Marketing Manage-

ment Department, and speakers Jordi

urbea, general Manager of OgilvyOne and

OgilvyInteractive, barcelona, and Pere

rosales, Marketing and Communica-

tions Director of Profesionalia. During

the event, the following questions were

addressed:

What is Web 2.0?

In 2004, Dale Dougherty from

O’reilly Media gave this name to the

paradigm shift from the earlier Internet

concept of a small number of content

producers creating websites for a great

number of users to the present situa-

tion: a multiplying effect in the number

of producers.

What does this involve?

It brings a “democratization” of informa-

tion and its fragmentation into “micro-

contents” and into countless media for

channeling them, in addition to a fascinat-

ing phenomenon: the emergence of true

social networks where the user becomes

the main player.

How does Web 2.0 affect advertising?

Traditional marketing loses its effective-

ness, and, yes, it must definitely be rein-

vented. Pere rosales presented a study

by Philip Kotler, with revealing

results: 60% of individuals affirm they

hate advertising and marketing; the same

percentage want these to be restricted;

14% would even like them to be prohibit-

ed, and 70% change channels when there

are commercial breaks.

rosales’s consideration is as follows:

“until now, advertisement was inserted

into and interrupted what the client was

interested in. now, it should be a part of

what they are interested in.”

How do the new technologies affect TV?

“TV is not dead. The customer has

just decided to consume it in a differ-

ent way.” Why? “because technology

permits freezing, cutting and manipulating

content. because it has brought multiple

channels for consuming information; not

just 3 or 4 as in former times,” urbea

stated. As a marketing expert, he won-

ders, “What shall we do? no idea. but,

we have to try new things.”

How will all this influence

commercial spots?

Jordi urbea was convinced that

“There will still be spots. There will be

more spots, but more segmented. I see

the agencies working more, not less.”

Other past events:

HUMAN RESOURCES CLUB07/02/08 - Round table on Time Schedules, Balancing Work and Personal Life, and Productivity, and the video presentation “Time for Everyone” from the ArhOE foundation.

OPERATIONS CLUB06/30/08 - The Challenges of Purchasing in the New Economic Cycle; Internationalization, Management and Negotiation, the importance of the Purchasing Department for large companies.

PUBLIC MANAGEMENT CLUB07/01/08 - Management of Proximity, a dinner discussion featuring Carles Martí I Jofresa, the first Deputy Mayor of barcelona. 06/12/08 - round table on Public Innovation in the Interest of Business Competitiveness, a debate about the role of government in enhancing business competitiveness.

AUTOMOBILE CLUB06/11/08 - Visit to the Sant Cugat del Vallès gT-Club facilities and fleet.

COMMUNICATIONS CLUB06/12/08 - Stories as Communication Tools, a presentation of the book, ¡Será mejor que lo cuentes! by Antonio nuñez (ADE lic&MbA’94). 06/05/08 - The Paradigm Change in Energy Industry Communications with Pío Cabanillas, general Manager for Communication at Endesa.

ESPAI VICENS VIVES06/03/08 – The Barcelona Model, a talk by ferran Mascarell, Managing Director of rbA Audiovisuals

MARKETING CLUB 05/27/08 – 360 Degree Marketing Campaigns

TOURISM MANAGEMENT CLUB05/26/08 – The 2008 Season: Trends and Expectations, a session that gathered several important figures from the Catalonian tourism sector.

ACTIVITIES



13

REAL ESTATE CLUB06/05/08 - 8th Annual Real Estate Sector Dinner, featuring Miquel roca Junyent, president of roca Junyent Advocats.05/22/08 - 9th Annual Conference of the ESADE Alumni Real Estate Club, with a lecture on “real Estate Diversification: Mexico, brazil and Argentina”.

CULTURAL INDUSTRy CLUB05/20/08 - Networking Get-together of the ESADE Alumni Cultural Industry Club.

FINANCE AND MANAGEMENT CONTROL CLUB05/20/08 - fourth session in the cycle on “Asset Management in the Current Economic Situation”.05/20/08 - How to Invest in Today’s Markets, second session in the cycle on Asset Management.

LAW CLUB05/19/08 - Managers’ Liability (Joint and Several or Secondary) for Companies’ Tax Debts and Obligations.

MARKETING CLUB AND THE MBASA MARKETING AND SALES CLUB05/15/08 - Looking Towards the Future of Marketing, with David MacDowell from hewlett-Packard and José Arcos (CE Lic&Master ’89) from Image de Marque.

HEALTH AND PHARMA CLUB07/01/08 - Health in 2015.05/13/08 - Challenges of the Pharmaceutical Industry under Debate.

SPORTS MANAGEMENT CLUB06/17/08 - A presentation of the book, Liderazgo, Empresa y Deporte, by leonor gallardo, winner of the Everis foundation’s 2007 Essay Award.06/12/08 - What are the Trends in Sports and Culture?05/28/08 - DKV Insurance’s Sports Sponsorship Strategy: assessment, key issues and principal challenges.

BUSINESS ANGELS CLUB05/13/08 - Sector-specific panel: What Business Opportunities does Energy Offer?

real Estate Promotion in the Kingdom of Morocco

Morocco, the great real estate market of the future ThE ESADE AluMnI rEAl ESTATE Club gAVE ThE fACTS AbOuT A MArKET WITh bIg buIlDIng nEEDS AS WEll AS bIg OPPOrTunITIES In ThE ArEA Of TOurIST COMPlExES.

Legal aspects of foreign

investment in the real estate sector of Morocco

Dounia benjelloun, a notary from lexland Casablanca, explai-

ned that, since the late 1990s, Morocco has protected foreign

shareholders who have invested in real estate. She assured

the audience that, under the protection of Morocco’s business

and industrial-property laws, ‘notaries provide legal security,

prevent litigation and moralize contractual relationships’. Mo-

hamed benjelloun, a notary from the same firm, added: ‘The

state has continually reduced taxes on companies, by a total

of 30%. In our country, rent is generally 40% lower and capital

gains are paid in the country of origin, not in Morocco,

so the profits are large.’

Financing real estate operations in

Morocco and investment profitability

Al Amine nejjar, general Manager of the CIh bank (Crédit

Immobilier & hôtelier), encouraged Spanish construction

companies to buy land, but recommended they ‘do good

field work before investing to make sure [they] are choosing

good land’. nejjar also spoke of the subsidized housing

construction projects in Morocco and maintained that the

sector is becoming more and more professionalized.

for his part, Kacem Elk bouaânani, general Manager of

Actif Invest, Morocco’s largest real estate investment

fund, spoke of the ‘high degree of profitability in the cons-

truction sector’ - around 30% - that foreign investors can

earn in Morocco.

Business opportunities and profit ratios

youssef bennis, President and general Manager of the

ybSA real Estate group from Casablanca, discussed a

commercial district in Casablanca - Abdelmoumen boule-

vard - that is home to high-end shops and office space, and

where foreign investors can operate with complete security.

One project on the Sidi rahal coast, known as ‘la Alcazaba’,

is a luxury complex. Another project is a large residential

complex for Moroccan university students. According to

Mr. bennis, the main problem - at the global level - is real es-

tate speculation. he maintained that some Moroccans are

starting to have high purchasing power, and that the country

is a potential market for foreign retirees who are eager

to buy homes there.

Dounia Benjelloun, a notary from Lexland Casablanca

Al Amine Nejjar, General Manager of the CIH Bank (Crédit Immobilier & Hôtelier)

youssef Bennis, President and General Manager of the yBSA Real Estate Group

ACTIVITIES



14

ThE AluMnI nETWOrK, KEEPIng CurrEnT

five questions for the

ESADE Alumni Tourism Management and Marketing ClubsWE ArE lAunChIng ThIS nEW SECTIOn TO InTrODuCE AluMnI TO ThE ChArACTErISTICS Of ThE DIffErEnT funCTIOnAl AnD SECTOr-SPECIfIC ClubS In ThE AluMnI nETWOrK – On ThIS OCCASIOn, ThE ESADE AluMnI TOurISM MAnAgEMEnT Club AnD MArKETIng Club, WITh ThE PArTICIPATIOn Of ThEIr PrESIDEnTS, AlbErTO MArín AnD EVArIST JunCOSA.

The Club President responds to:

1. When and how was the club formed?

2. What’s in it for alumni who join?

3. What kind of professional is the club intended for?

4. Briefly assess/describe the club’s activities during the past year.

5. What are the club’s plans for the coming year?

ALBERTO MARíN

(CE LIC&MASTER ’87)

President of the

Tourism Management Club

“The club helps in monitoring

and in gaining a better under-

standing of the environment, so

managers can be better informed

in making decisions.”

1. The club was created at the

beginning of last year in order

to draw together those alumni

that were pursuing careers in

the tourism sector and to pro-

vide them with activities that

would update their knowledge

and with forums for debating

relevant issues in the field.

2. The tourism sector is made up

of a multitude of subsectors

and conditions which interact

among themselves and gener-

ate a dynamic of evolution and

change. Through its activities,

the club helps in monitoring

and in gaining a better under-

standing of the environment,

so managers can be better

informed in making decisions.

3. The club attempts to cover

the tourism sector in a broad

sense: hotels, restaurants,

travel, tourist destinations,

specialized consultants,

industry suppliers, etc.

We are geared towards

professionals in any

managerial area.

4. Our philosophy is that

activities should be of

interest to the majority

of club members. Some

highlights addressed

last year would be: “The

barcelona Airport as a

Key to Competitiveness

for Catalonia”, “Mountain

Tourism as an International

Promotion Opportunity” and

“Trends and Expectations

for the 2008 Season”.

5. for next year we have

proposed to keep a similar

level of activity in round table

discussions, but increase

other activities that allow for

greater interaction between

club members. One of the

novelties is holding a meeting

with the alumni of this sector

in Madrid, in conjunction with

fitur, on January 28th, 2009.

you are all invited!

Contact the Tourism Management ClubThe first step is to become a member of ESADE Alumni, and then register for the club by filling out the form at www.esadealumni.net (Alumni network – functional and Sector-specific Clubs) or at the ESADE Alumni offices. for more information contact ESADE Alumni: [email protected].

BOARD OF DIRECTORS, ESADE ALUMNI TOURISM MANAGEMENT CLUBPresident: Alberto Marín Vidal (CE Lic&Master ’87) – in the photo.Climent Guitart (CE Lic&Master ’73)Joan Gaspart Bueno (Tourism Management ’02)Jorge Moll de Alba Cabot (Tourism Management ’02)Eduard Moret (DGT ’99)Jordi Ventura (DGT-EP ’04)Roger Vall (CE Lic&Master ’87)Enric Noguer (ADE Lic&MBA ’93)



15

Evarist Juncosa (MBA 99)

President of the

Marketing Club

“We plan activities according to

an internal survey, which ensures

that we are providing added

value.”

1. The club began in April

2003 as an initiative

from former ESADE

students in collaboration

with ESADE Alumni. Our

passion for Marketing and

Communication, as well

as our sense of loyalty to

the ESADE brand, drove

us to establish our first

headquarters in Madrid

(2003) and, later, another

in barcelona (2004). Today,

there are over 600 club

members, allowing us to

view the future with much

optimism.

2. belonging to the club allows

alumni to continue their

training, participate in club

activities and keep cultivating

a contact network.

3. The club is geared

toward managers and

professionals in marketing

and communications who

want to share and compare

their experiences and

knowledge about current

aspects of management.

nonetheless, in recent years

this profile is changing due

to the internationalization

of the ESADE brand and

the trend of businesses

working in multidisciplinary

groups. faced with this new

reality, our club is working

to adapt our offerings to a

broader public, both from a

geographic perspective as

well as in inter-relationship

with other business

functions.

4. Our assessment of the year

2007/2008 in the Marketing

Club is very positive. We

have continued to grow

significantly in number of

events and attendees,

thanks to keeping a

consistent strategy over

time: we plan a limited

number of high-quality

recreational and knowledge

refresher activities, taking

care that they meet the

needs of our members. In

order to know what they

need, every year we poll

students and alumni with an

internal questionnaire that

gives us a list of priorities.

This list allows us to plan

our agenda of activities

for the long term, ensuring

that we are providing added

value.

CONTACT THE MARKETING CLUBTo become a part of the Marketing Club you have to be a member of ESADE Alumni and want to participate in our activities. To register, sim-ply give us your contact information by phone or email to:ESADE Alumni Marketing Club

Telephone: 902 420 020From outside Spain: +34 935 530 217Email: [email protected]

BOARD OF DIRECTORS, ESADE ALUMNI MARKETING CLUBPresident: Evarist Juncos Ribés (MBA ’99) – in the photo.Luis Montes (ADE Lic&Master ‘98)Juanjo Rodríguez Bueno (ADE Lic&Master ‘97)Sonia Marzo (DMC ’02)Javier Berruguete (DMC ’02)Pere Vallverdú (EDIK ’86)Nacho Viera Pascual (MBA ’99)Jordi Ferrer (MBA ’00)Marc Cortés (MBA ’99)Victor Barajas (EDIK ’96)Albert Baulo (CE Lic&Master ’89)Ignasi Torredemer (EDIK ’88)

5. next year’s projects are geared

towards consolidating three key

areas of our club, which are:

• The Annual Event and the

“ESADE Alumni Prize for the

Best Marketing and Commu-

nication Campaign”: taking

advantage of the Marketing

Club annual event, we will

award a prize to the “best

Campaign of the year” as

voted by our members.

• Marketing Club Website and

Newsletter: we will launch

a website and a newsletter

within ESADE Alumni’s new

website, in order to reach

more of our members and

have better contact with them.

• Networking and Careers: we

will continue promoting the

creation of social networks

among our professionals and

facilitate job search.

ThE AluMnI nETWOrK, KEEPIng CurrEnT



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UPDATE

MATINS

18

“The crisis has caused a series of

needs to suddenly emerge, which

creates a space for innovation. The

important thing is to be able to see

that these spaces are appearing

in order to do important things.

I believe that we innovate out of

necessity. In the case of needs

that have emerged suddenly, the

case that envelops us today, it is

very difficult to overcome the ten-

sion between the bottom line and

day-to-day work. The attitude of the

decisión makers is very important,

since they have the potential to

negatively affect innovation. We

must see the crisis as a context

in which innovation can flourish,

even though it might be painful. If

there is no crisis, there can be no

innovation”. These were some of

the blunt statements from José

Luis Larrea, about how the crisis

affects the innovation process. He

also explained that we are already

in the fourth evolutionary stage

of competitiveness, having come

through the phases of natural

resources, low costs and quality.

“Quality continues to be neces-

sary, but not sufficient. We need to

do something new and different”.

“For the past 10 years, our

invoicing has grown 40% per

year on average. For 2008 we

forecasted a 25% increase, and

for now, in the first half of the

year, we are on target”, affirmed

Salvador Tous. As for the crisis,

he commented that they expect

to get round it, “since we

have significant geographical

diversification with over 300

retail outlets in 35 countries.

Thus, if things are not going well

in one country, we can make up

for it in another, and the overall

impact is smaller”. Regarding

the need to transform the crisis

into opportunity, he mentioned

geographic growth, now easier

to pursue due to a decline in

the cost of renting premises.

He concluded, “the main thing

is that the crisis finds you with

your feet planted firmly on the

ground, since it will help you to

consolidate your business. If we

made less this year, I wouldn’t

be too concerned, as long as we

are able to consolidate our brand

in the different markets”.

07/15/2008 MATINS ESADE with José Luis Larrea, president of the Ibermática Group: Principles, laws and models in innovation

“If there is no crisis and rupture, there is no innovation”

07/03/2008 MATINS ESADE with Salvador Tous, honorary president of Tous: Origin and evolution of a new concept in jewelry

“If things are not going well in one country, we can make up for it in another”

SPEAKER: José Luis Larrea joined the Basque Administration in 1980 when he held positions as

Treasury Minister and Economy and Finance Minister in the Basque government. He has been executive

president of the Ibermática Company since 1998. In addition, from 1996-1999 he was also president

of Euskaltel. He is also a member of the Board of the Banco Guipuzcoano.

SPEAKER: Salvador Tous is honorary president of Tous, a family business founded in 1920 in

Manresa (Barcelona), and pioneer in democratizing traditional jewelry. In the 1970s, Salvador Tous

and his wife Rosa Oriol changed by company’s course and began designing unique pieces for the clients

of the family business. They adopted a new business strategy which has since led them to a continuous

process of national and international growth. Today TOUS has more than 300 stores around the world.

018-20 Matins_ING.indd 18 8/10/08 13:37:44

20

UPDATE

MATINS

Within the telecommunications industry, BT is a very

special company, because it works exclusively in the

business segment. It defines itself as a global company

because it can serve its clients at any of their locations

around the globe, with an essential commitment to

providing service.

The numbers speak for themselves. BT operates in 170

countries, has 34,000 employees, and they invoiced 12

billion euros in 2007. The BT Global Services division

accounts for almost half of the group’s activity. Jacinto

Cavestany gave a very clear message during the ses-

sion: “Spanish businesses are in an obvious interna-

tionalization process, which suits us to a tee. That’s

why BT sees Spain as a great opportunity”. Cavestany

joked about the company name, “we are less and less

British and less and less Telecom” and he reminded

listeners that in this country they hold contracts with all

kinds of businesses. They work with 28 of the 35 Ibex

companies, as well as for 30,000 SMEs. With respect

to the slowdown, he commented that “many compa-

nies who have problems turn to us to improve their

technological infrastructure. Perhaps if they were not

facing such difficult times, they wouldn’t do so.” When

asked about the forecast for this year, he reported: “We

will grow over 10%. For the moment, we closed the first

fiscal quarter is according to plan”.

“AC Hotels will invest 60 million

euros in its first hotel in New

York City, a 17-story building

with 148 rooms in the heart of

Manhattan. It is scheduled to

open in 2010, and marks our

entry into the American market”,

commented Antonio Catalán

during the session. This growing

hotel chain plans to double its

number of hotels – currently

115 – in the next five years,

expanding throughout Spain and

in new markets such as New York,

Paris, London and certain cities in

Eastern Europe.

The president of AC stressed

that this is a bright moment for

the Spanish hotel panorama:

“for us, the real estate crisis is

in our favor”, he indicated, since

when real estate companies

have trouble the first thing they

do is “sell their hotels”. Catalán

affirmed that there will not be

chains merging in this sector,

and that his company does not

foresee going public, while at

the same time criticizing the high

price of land. “We’ve gone crazy”,

he said, “Barcelona and Madrid

are more expensive than Paris

and this makes no sense”. AC,

with 3,500 employees, expects

to close the year with 300 million

euros in invoicing, as compared to

250 in 2007.

As for the current economic slow-

down, he stated, “in the first four

months invoicing has risen 9%.

Weekends were a bit slack during

the first quarter, but they seem to

have recovered. I don’t think there

will be any crisis in our sector”.

06/18/2008 MATINS ESADE with Jacinto Cavestany Vallejo, BT Global Services’s general manager for Spain and Portugal

“BT sees Spain as a great opportunity”

05/28/2008 MATINS ESADE with Antonio Catalán, president of AC HOTELS: New perspectives in 21st century hotel management

“The real estate crisis is in our favor”

SPEAKER: Jacinto Cavestany Vallejo received his

engineering degree in telecommunications, specializing

in data and digital signal transmission, from the

Politécnica University of Madrid, and has an MBA from

IESE. Cavestany has broad experience in multinationals

in the technology sector and was appointed general

manager of BT Spain in May of 2007.

SPEAKER: Antonio Catalán founded the hotel chain NH Hoteles

and then drove the growth of Hoteles Calderón throughout Spain

for the next 15 years. Ten years ago he launched AC Hoteles, a

hotel chain which currently operates 115 hotels with a total

of 9,000 rooms in Spain, Italy and Portugal.

For more information, photos, see www.esadealumni.net ➔ Alumni Activities➔ Matins

MAIN SPONSOR SPONSOR

018-20 Matins_ING.indd 20 8/10/08 13:37:49

an_ESADE220x280mmOCT1 2/10/08 15:54 P�gina 1

Composici�n

C M Y CM MY CY CMY K

ows • servicios audiovisuales • creatividad multimedia • museografía • escenografía • parques temáticos • exposiciones • visitors centrepacios patrimoniales • charts • business tv • convenciones • presentaciones • eventos especiales • aniversarios de empresa • creatividultimedia • ingeniería • equipos audiovisuales • ferias • congresos • programas televisivos • creatividad • vídeo • cd-dvd • showrooms • websitntranets • extranets • roadshows • museografía • servicios audiovisuales • museografía • escenografía • parques temáticos • visitors centrespacios patrimoniales • charts • business tv • convenciones • presentaciones • eventos especiales • aniversarios de empresa • creativid

Aplicación creativa dela tecnología audiovisualTecnología y experiencia convertidas en una herramienta capaz de transformarla comunicación en momentos mágicos y sorprendentes para los cinco sentidos.

Barcelona Tel. +34 93 480 10 00 I Fax +34 93 480 10 01Madrid Tel. +34 91 662 42 17 I Fax +34 91 662 45 42

www.sono.es I [email protected]

019 Anu Sono.indd 3 6/10/08 12:36:34

Want to be well-connected?Update your contact informationESADE ALUMNI INVITES YOU TO UPDATE YOUR CONTACT INFORMATION -- YOU’LL BE THE FIRST TO BENEFIT

WHY?This way, your former classmates

can contact you, you will encour-

age networking, and we at ESADE

Alumni can keep you informed

about the events which best

match your profile.

HOW?If you are a member, update your

personal data on our portal:

www.esadealumni.edu

You can also contact us by telephone,

at 902 420 020 (from outside

of Spain, +34 933 780 168).

FROM ESADE ALUMNI

21

021 Desde_ING.indd 21 10/10/08 11:10:33

Networking: social capital in the manager’s professional life

Marketing and information systems:how to survive with information

REFRESHER PROGRAMS

SPEAKER: José Luis Álvarez is a professor in ESADE’s Business

Policy Department. His current research focuses on the work

of top corporate managers and their decision making forums, as well

as boards of directors and executive committees.

SPEAKERS: Josep Lluís Cano (Lic&MBA 90) is a professor in ESADE’s

Information Systems Management Department, and Director of the Business

Intelligence Program within ESADE’s Executive Education. Carles Torrecilla

(Lic&MBA 96) is a professor in ESADE’s Marketing Management Department.

UPDATE

22

During this June 19th session in

Barcelona, professor José Luis Álvarez

explained the importance of social capi-

tal in the professional lives of managers.

He discussed the keys to improving, ex-

panding and strengthening networks and

highlighted the need to work strategically

to maintain them. An ESADE Professor

in the Business Policy department, he

explained that social abilities must be

administered through strategic thinking

and setting priorities. Intensity and size

are the variables that define our relation-

ships. Álvarez explained the different

types of networks–reserve, operational

and safety– and discussed their char-

acteristics and the differences between

them. He went on to discuss the idea of

professional diversity (in education, type

of degree, employer, etc.) as another

key element of networking. He also high-

lighted the importance of visibility, the

need to “be very active in the network in

order to avoid losing reputation”, and to

be able to identify opportunities to make

professional contacts.

ESADE professors from the Marketing

and Information Systems departments,

Josep Lluís Cano and Carles Torrecilla

explained the importance of both

marketing and of different information

systems when planning a company’s

growth strategies, and the possible

risks arising with new competitors.

Torrecilla and Cano stressed that

the key to establishing a business

with good results and not having to

depend on other competitors to design

our strategies lies in carrying out a

practice derived from the concept of

differentiated segmentation.

Once this strategy is formed, the

next step is to “structure the product

around something compelling”, since

the ultimate success of good marketing

and good information systems

is in “knowing something about

our customers that no one

else knows”.

ESADE Alumni Refresher Programs

More information at www.esadealumni.net � Alumni Activities � Refresher Programs

Alumni can refresh their knowledge through a program of master classes organized by ESADE Alumni association.

Today’s changing and

competitive business

environment forces the

professional to update his or

her knowledge on a daily basis,

to anticipate new trends, to

specialize in new disciplines and

further expand the knowledge

acquired previously.

Toward this end, ESADE Alumni

offers members a broad

spectrum of master classes

delivered by prestigious ESADE

professors and collaborators.

The Refresher Program,

organized in conjunction with

ESADE Executive Education,

has targeted an offering of 38

training refresher sessions over

the year, addressing different

business-related areas. ESADE

Alumni members may attend

completely free of charge. The

sessions are carried out in

major cities where the Alumni

network is present, both

nationally and internationally,

and their common thread is

the professional diversity of the

speakers and interaction with

the audience. In this fashion,

practicing professionals are

offered ongoing, practical, first-

hand training from top experts in

the field, through the resources

of ESADE’s prestigious

knowledge network.

Attendance is completely free of charge for ESADE Alumni members, and program offerings are continuously updated on www.esadealumni.net.

022 Actualizacion_CAST.indd 22 8/10/08 13:39:38

049_Anu mutua.indd 1 2/7/08 12:22:11

Alumni Giving Back’sraison d’êtreWHY IS THE ALUMNI GIVING BACK PROJECT SO IMPORTANT TO THE SCHOOL? BECAUSE ETHICS AND COMMITMENT HAVE ALWAYS BEEN AMONG ESADE’S VALUES, AND OUR ALUMNI, WITH THE KNOWLEDGE THEY HAVE, CAN MAKE THIS A MORE JUST WORLD FOR EVERYONE.

ALUMNI GIVING BACK

24

Many graduates from our

school hold responsi-

ble positions and can

contribute to a fairer, more so-

cially committed world through

their business decisions. This

is what lies behind suppor t for

this initiative toward awareness

and social action. The purpose

of Alumni Giving Back is to

contribute to a more just, sus-

tainable world through ESADE

alumni. The initiative seeks to

meet these objectives:

•Make use of the alumni’s

managerial ability and talent

for social purposes

•Encourage the emergence

of values such as social

responsibility, promotion of

human development, a spirit

of service and innovation

•Encourage reflection

and be a source of social

consciousness-raising

for alumni

AMICS de LA GeNt GrAN FOUNdAtION

Barcelona

ACtIVItY: Volunteer organization which works to relieve loneliness in the elderlyPrOJeCt: We will collaborate in the creation of a new strategic plan which they need in order to better manage their current phase of growth and expansion.www.amicsdelagentgran.org

ACCIó SOLIdArIA CONtrA L’AtUr

FOUNdAtIONBarcelona

ACtIVItY: Give support to persons who are unemployed or in precarious employment situationsPrOJeCt: The project will consist of creating a communication plan focused on fund raising from businesses and official organizations.www.acciosolidaria.cat

ChANdrA FOUNdAtION

Madrid

ACtIVItY: Facilitates participation and interaction of different social agents in developmental and social action projects, through use of ICTsPrOJeCt: We will help them with their communication plan in order to establish their image and reputation, not only in the third sector but also in the public at large.www.fundacionchandra.org

eNtreCULtUrAS FOUNdAtION

Madrid

ACtIVItY: NGO focused on development projects in the third worldPrOJeCt: Consulting focused on improving image and brand notoriety in order to reach new partners and benefactorswww.entreculturas.org

GASPAr de POrtOLà FOUNdAtION

Barcelona

ACtIVItY: Seeks to address the social and labor integration needs of persons with mental disabilityPrOJeCt: We will participate in their creation of a new line of outreach – shelter homes – by creating a business plan.www.gportola.com

NGOs participating in the project during the 2008-2009 academic year

Members of the education Without Borders project at a May meeting with Alumni Giving Back

024_25_ASolidario_ING.indd 24 8/10/08 16:46:49

ALUMNI GIVING BACK

25

We KeeP GrOWINGThis year we have expanded

to 10 projects that of fer pro

bono consulting to non-profit

organizations. In this third

year of the program, 83

volunteer consultants will be

par ticipating. This new call

for par ticipants received an

enthusiastic response from

the alumni.

ICArIA ACCIó SOCIAL FOUNdAtION

Barcelona

ACtIVItY: In&Out Hostel, work opportunities for the physically handicappedPrOJeCt: We will seek to extend the sphere of marketing influence for the organization’s restaurant.www.inoutalberg.com

LLeIdA SOLIdArIA FOUNdAtION

Lerida

ACtIVItY: Specialized in cooperative development projects in the area of constructionPrOJeCt: The pro bono consultants will help them create their create their new strategic planwww.lleidasolidaria.org

NAtUrA FOUNdAtIONBarcelona

ACtIVItY: Devoted exclusively to the protection, improvement and restoration of natural ecosystemsPrOJeCt: We will contribute in a strategic review of the organization; analysis of the financial viability of services and productswww.accionatura.org

XAMFrà SANt MIqUeL FOUNdAtION

Barcelona

ACtIVItY: Training school for mentally-disabled personsPrOJeCt: The project will focus on a communication plan for the NGOwww.fundacioxsm.org

WOrLd VISION FOUNdAtION

Madrid

ACtIVItY: Organization of humanitarian aid and development, working against povertyPrOJeCt: The pro bono consultants will help them create a new strategic planwww.worldvision.es

BeCOMe A SPONSOr: The pro bono consulting project can be carried out thanks to the collaboration of sponsors who put their faith in our project. If you are interesting in joining as a sponsor, contact us: Isabel rallo ➔ [email protected] ➔ 93 280 38 35

Our sponsors thanks to our sponsors and collaborators, Alumni Giving Back is taking shape and moving forward as a pioneer initiative among european universities.

2007/2008

AGB in Numbers

• 152 alumni volunteers have worked or are working

on consulting projects

• 23 third-sector organizations have benefited or are benefiting

from the services of Alumni Giving Back

• 218 people have attended the Film Forum debates

• 26 eSAde teachers actively collaborate with Alumni Giving Back

• more than 3,000 hours of pro bono consulting have been put in

We have expanded to 10 projects that offer pro bono consulting to NGOs

We have more people wanting

to help than places open on

the teams. In fact, more than

50 of our classmates will not

be able to participate this year

in Pro Bono Alumni Consult-

ants. We wish to show our

deep appreciation for their

enthusiasm, and we natu-

rally are counting on them for

future projects. Moreover, we

are working on new initiatives

which expand the options for

participation, and highly com-

mitted individuals are working

to grow the program further in

the coming years.

024_25_ASolidario_ING.indd 25 8/10/08 16:46:56

26

DEBATE

THE NEW ECONOMIC SITUATION PRESENTS A CHALLENGE BOTH fOR THE SO-CALLED LOW COST COMPANIES, VERY MUCH ON THE RISE IN RECENT YEARS, AS WELL AS THE fIRMS REfERRED TO AS PREMIUM PRICE. BOTH SEGMENTS ARE GOING THROUGH A PIVOTAL TIME WHICH MAY SET THEIR COURSE fOR THE COMING YEARS.

Will the future be low cost or premium price?

“The uncertainty that low cost companies have to resolve lies in knowing how to adapt their new prices – certainly higher than before – to higher production costs, without too much impact on margins”Josep-francesc Valls

Josep-Francesc VallsFull professor in ESADE´s Marketing Management Department, and author of the book The low-cost phenomenon: its impact on the price factor.

“LOW COST COMPANIES MUST MOVE AWAY AS SOON AS POSSIBLE fROM A BRAND IMAGE LINKED EXCLUSIVELY TO BARGAINS”

A fundamental characteristic of low cost has been its development

during a period of economic growth, with broad strata of consumers

becoming accustomed to make their purchasing decisions based

on the cheapest prices, setting aside other product attributes. Thanks to

this, markets such as air travel have undergone tremendous growth. The

question now is whether low cost will be able to survive in a recessionary

period. Despite higher prices resulting from more expensive oil and raw

materials, businesses which take the proven success factors even further

will not only be able to stay afloat, they will also be able to find opportunity

for growth. It is a matter of always focusing on basic products, always

keeping prices lower than the standard, drastically reducing production

costs, establishing dynamic prices which hone in on what the consumer

is willing to pay at every moment, using Internet intensively for sales, and

advertising lowest prices as the brand name’s overall message.

The uncertainty that low cost companies have to resolve lies in knowing

how to adapt their new prices – certainly higher than before – to higher

production costs, without too much impact on margins. Consumers will

realize very soon that the bargains are not as great, and the pull effect,

not so attractive. Thus, low cost companies must move away from a brand

image linked to rock bottom prices and move towards an image with

prices 20% to 30% below the standard. The task will be arduous, since

for the last decade consumers have been prompted to find the best deal

by changing purchasing channel, choosing the right moment to buy, or

purchasing substitutes. Additionally, low cost companies must refine their

yield management and revenue management techniques in order to reach

maximum occupancy, optimizing price within indicated levels, and at the

same time reviewing all costs in order to continue being the leader in costs.

This is the only way they will be able to keep up the miracle of selling

at the cheapest price.

26

* Editorial Deusto, 2008, with collaboration from professors Manuel Alfaro, Mar Vila, Joan Sureda, Ester Fernández, Bruno Hallé, Xavier Guillot, Jordi Montaña, Isa Moll, Carlos Torrecilla and Gerard Costa

026-27 Debate_ING.indd 26 8/10/08 16:47:45

2727

“The democratization of luxury has triggered a resurgence of individuality and a search for

satisfying one’s self-esteem through consumption of goods

with high added value”Carlos Alonso (PMD 04)

Carlos AlonsoGeneral Manager of Hermès in Spain and Portugal

“fIRMS WHICH HAVE BEEN LUXURY ORIENTED fROM THE START SHOULD STICK TO A SIMPLE SECRET – STAYING LOYAL TO THEIR TRADITION”

“Living is more of a question of what one spends than

what one makes”, Marcel Duchamp. This statement triggers

an infinite number of reactions, but one thing is clear: this is

a working reality for many people.

During the sixties, many stereotypes collapsed as a consequence

of the oil crisis and the wave of political revolutions in the West

during the prior decade. Existing social barriers crumbled, giving

rise to new behaviors in the desires and priorities of society. The

prevailing idea of luxury was no longer desirable among its former

supporters. Then the ever-present cycles brought back to us in

the eighties a resurgence of economic powers who followed new

guidelines in their consuming behavior, in response to women’s

liberation and to a society which postponed starting a family. At that

time certain business giants appeared who knew how to wield the

seduction of desire to perfection, making it possible for us to flir t

with the dreams of the wealthy and powerful. Entry-level products with

their accessible prices, not to mention expanded distribution beyond

the boutique or artisan’s workshop, made all this possible. And so

began the democratization of luxury.

However, this fact has triggered a resurgence of individuality and

a search for satisfying one’s self-esteem through consumption of

goods with high added value. In the world of signature products, that

is, cars, clothing, accessories, footwear, high technology and others,

we must distinguish custom manufacturing from mass production.

We cannot speak of equal treatment, and standardizing the model

is no good. So firms which have been luxury-oriented from the start

should stick to a simple secret – staying loyal to their tradition

and to the concept which they were bir thed out of. This is where

art, creativity, a search for the most refined, exquisite materials,

handcrafted production processes, customer service and quality

universes meet in order to make up what is truly luxury. That factor

which lies just outside most people’s experience, and is diametrically

opposed to “help yourself”.

DEBATE

026-27 Debate_ING.indd 27 8/10/08 16:47:53

DOSSIER

AT THE PROPOSAL OF ESADE, RAmOn LLuLL unIVERSITY AWARDED An HOnORARY DOCTORATE On JunE 25TH TO PROFESSOR HEnRY mInTzbERg. I HAD THE HOnOR THAT DAY OF ACTIng AS HIS SPOnSOR FOR THE InVESTITuRE CEREmOnY AnD OF RECAPITuLATIng HIS LOng AnD FRuITFuL ACADEmIC CAREER. WHAT FOLLOWS IS A bRIEF SummARY OF THE LAuDATIO, OR TRIbuTE, TO HIS mAnY mERITS.

Henry mintzberg joined

mcgill university

(Canada) in 1968 and is

one of its most distinguished

academicians. He is currently full

professor in the Department of

Strategy and Organization, and

holds the John Cleghorn Chair in

management Studies.

Recognized around the world

as one of the most influential

contemporary authors on

the theory and practice of

management, mintzberg has

gained a reputation as an

incisive, provocative thinker,

as an enfant terrible of the

academic establishment.

notwithstanding, where he has

challenged the prevailing theories

it has always been based on

rigorous, penetrating analysis of

organizational reality.

THE NATURE OF MANAGERIAL WORKAn engineer by training, he did

his doctorate at massachusetts

Institute of Technology (mIT).

His doctoral thesis consisted

of an empirical study on the

nature of managerial work,

based on direct observation of

five top managers from different

organizations. Results from the

study showed a very different

picture from the planning,

XAv

IER

MEN

DO

zA

(Lic&MBA 79), professor

and Associate Director

general of ESADE

Hen

ry M

intz

berg

and

his

cont

ribu

tion

to

man

agem

ent

28

028-33 Dossier_ING.indd 28 8/10/08 16:50:22

DOSSIER

29

analytical manager preached by

classic authors (Fayol, gulick

and urwick). Quite the contrary,

the managers’ activity seemed

to be extremely fragmented, with

many activities of short duration,

with oral communication clearly

predominant, and unforeseen

incidents and crises which had

to be addressed immediately;

in summary, the managers were

immersed in a stimulus-response

dynamic and had little time for

reflection and analysis.

In 1973 he published his thesis

in the form of a book, The

Nature of Managerial Work,

which quickly attracted the

attention of the academic and

business worlds.

THE STRUCTURING OF ORGANIzATIONSIn 1977 he published his article

“Policy as a Field of management

Theory”, where he formulated the

outline of an intellectual program

which he would maintain as a

backdrop throughout his entire

academic career. In this article

mintzberg differentiates five large

blocks which make up business

policy. The first three are

elements which influence policy

(managerial work, organizational

structuring, and power within

the company) and the other

two refer to the process of

developing policy (strategic

decision making and strategy

formulation). The first of these

blocks, managerial work, was

the object of his doctoral thesis.

Later he went on to analyze the

role of analysis and intuition

in decision making processes.

This second stage was followed

by a strong emphasis on

organizational topics (especially

the structure, power and

forms of organizations), with

one of his most noteworthy

books published in 1979, The

The full text of the laudatio or tribute to Professor mintzberg’s merits can be accessed at: http://portal.esade.es/contentDownload/download?id=5715564

importance of the emerging,

adaptive, non- deliberate part of

every strategy. This view would

lead him to strongly question

the role and effectiveness of

strategic planning in the book

The Rise and Fall of Strategic

Planning (1994). Since the end

of the nineties, mintzberg has

widened his areas of interest,

delving into broader topics such

as managerial training and the

role of business in society,

where he has proved himself

to be an incisive observer.

noteworthy in this area is his

critique of the conventional

model of training future

managers, reflected in his book

Managers, not MBAs (2005),

and his critique of our societies’

exaltation of leadership, from an

individualistic perspective.

In summary, mintzberg’s

contribution to the understanding

of contemporary organizations is

of extraordinary magnitude. The

significance of his fields of study

and the depth and originality of

his contributions have made a

decisive mark on the fields of

management and strategy such

as we know them and think of

them today.

Mintzberg’s contribution to the understanding of

contemporary organizations is of extraordinary magnitude

Structuring of Organizations.

Here mintzberg synthesizes

the literature around five

distinctive configurations, or

“ideal types” of organizations:

simple structure, machine

bureaucracy, divisionalized form,

professional bureaucracy and

adhocracy. In the opinion of

many thinkers, and of mintzberg

himself, this constitutes his

most emblematic contribution,

of colossal proportions. Indeed,

until the publication of this book,

the field of organizational theory

was fragmented, and lacked a

frame of reference which would

integrate the large number of

existing empirical studies.

STRATEGY FORMULATIONIn the area of strategy

formulation, mintzberg’s

contribution has also been highly

significant and far-reaching. His

empirical studies led him to

question which strategy we are

speaking about: the one which

is formulated a priori or the one

which ends up being carried

out? The empirical evidence he

gathered led him to distinguish

between the intended strategy

(ex-ante) and the strategy

carried out (ex-post), and

within the latter to distinguish

between the deliberate and

the emerging strategy. His

view of strategy is a mixture

of planning and opportunity,

where he forcefully defends the

His view of strategy is a mixture of planning

and opportunity, where he forcefully defends

the importance of the emerging, adaptive,

non-deliberate part of every strategy

028-33 Dossier_ING.indd 29 8/10/08 16:50:25

DOSSIER

30

Henry mintzberg’s master class at ESADE

From individual leadership to communityshipDuRIng THE InVESTITuRE CEREmOnY WHERE HE WAS AWARDED An HOnORARY DOCTORATE FROm RAmOn LLuLL unIVERSITY, PROFESSOR HEnRY mInTzbERg OFFERED THE AuDIEnCE A “mASTER CLASS” THROugH HIS SPEECH TITLED “FROm InDIVIDuAL LEADERSHIP TO COmmunITYSHIP”1, REPRODuCED bELOW. mInTzbERg ADDRESSES THE COnCEPT OF LEADERSHIP AnD THE DIFFEREnT WAYS THAT IT IS unDERSTOOD.

Leadership. We all know what

it is. It encourages team

work. It adopts a long-term

vision. It generates confidence.

Therefore, let me ask you a few

questions:

• If leadership consists of

encouraging team work, how

are stock options distributed

within companies that are

traded on the market?

• If leadership consists of

adopting a vision that can be

exercised in the long term,

how many of these stock

options can be exercised in

the short term?

• If leadership is related to

creating confidence, if people

are really the “most important

asset” of the company, how

many of these assets have

been laid off in recent years?

And how much confidence has

this generated among those

who are still working at the

same company?

DR

. H

EN

RY

MIN

TzB

ER

G

A full professor in the Department of

Strategy and Organization at mcgill

university (Canada), he also holds

the Cleghorn Chair in management

Studies at the Desautels Faculty of

management.

In many companies and other

organizations, especially in

the united States, the answer

to these questions reveals

a leadership cult. Too many

organizations adopt the notion

of the individual, isolated leader

who is supposed to take on

everything and move forward

heroically, formulating grand

strategies, making the difficult

decisions and achieving big

mergers, while simultaneously

reducing staff. Often these

people arrive at organizations

where they have no former

ties. And sometimes they are

successful – for a year or two.

And when they are not, we

blame them and look for a better

leader. “unhappy the land that

has no heroes”, says a character

from one of bertolt brecht’s

works. “no”, responds another.

“unhappy the land that

needs heroes”.

ENOUGH LEADERSHIPSupposedly any organization

that has a problem needs new

leadership, more leadership.

I believe that many of these

organizations have too much

leadership. What they need is

Moments from the Henry Mintzberg investiture ceremony

1 Some excerpts of this article were drawn from the article “Enough Leadership”, published in the Harvard Business Review (November 2004), and from “Communityship is the Answer”, published in the Financial Times (October 23, 2006).

028-33 Dossier_ING.indd 30 8/10/08 16:50:32

DOSSIER

Henry mintzberg’s master class at ESADE

From individual leadership to communityship

less leadership, perhaps

just enough.

Of course leadership is

important. And it is evident that

it can make a difference. but too

often this is exaggerated into a

tautology: show me a successful

organization and I will show you

a great leader. And this is much

easier than trying to guess what

actually happened.

Where leadership is important,

as was probably the case with

gerstner, what type of leadership

is it? Is it the heroic leadership

that is so often illustrated

in the press? gary Hamel’s

article in the Harvard Business

Review (“Waking up Ibm”, July/

August 2000) on how gerstner

actually made it–at least as it

pertains to the company’s entry

in the e-business world– gives

a different story. A programmer

with an idea joined a manager

with an open mind who had

more vision than budget, and

together they created a group

which introduced Ibm into the

world of e-business. And what

role did gerstner play? When

he realized what the initiative

consisted of, he promoted it.

That’s all. Instead of setting

a direction, he supported the

direction set by others. He

offered less leadership, but the

right leadership. Just enough

leadership.

SEPARATE LEADERSHIPHow can we foster leadership

like this? To star t, let’s

recognize that separating

leadership from management is

part of the problem. (nowadays,

we distinguish leaders from

managers. Half a century ago,

Peter Drucker distinguished

managers from administrators,

with the very same idea

in mind!)

Instead of isolating leadership,

we need to extend it throughout

the organization, through

different levels of management

and beyond. Anyone who has

an idea and a little initiative

can be a leader. We currently

hear a lot about the concept of

micro-managing –managers who

meddle in the work of those who

report to them. This can be a

problem. but now the problem of

macro-managing is much more

serious –managers who sit in

lofty towers, formulating their

grand strategies and imposing

their abstract standards for

compliance, while everyone

else supposedly puts them

into practice. This is what I call

“management by deeming”.

Let’s recognize that separating leadership from management is

part of the problem

31

028-33 Dossier_ING.indd 31 8/10/08 16:50:41

DOSSIER

32

The training programs which

seek to create leaders add to

the problem. A leader cannot

be created in a classroom.

Leadership grows in a context,

where it acquires its most

important characteristic:

legitimacy. We can work with

people who are leaders and

managers, help them to learn

from their own experience,

as we do in several of our

programs. In other words, we

can improve their abilities, but

not create them.

EARNED LEADERSHIPCurrently we have leadership

which more than anything

is illegitimate, selected by

outsiders and imposed on those

inside. A board of directors,

made up of mostly outsiders,

or top level executives, is

impressed by a candidate whom

they have no personal knowledge

of as to how he practices the

internal management of persons.

It is surprising that, when these

decisions are being made, rarely

is there any consultation with

those who have been guided or

managed by these candidates.

Authentic leadership is earned

inside, in the business unit, the

organization or the community.

It is from the other people who

have not only accepted this

person’s guidance, but they

have looked for it in the first

place, and have kept it later on.

If an organization really wants

effectiveness, I suggest that it

begins by involving staff in the

selection of their managers.

In other words, listen to the

voices of those who know the

candidates better, because

they have worked with them,

and for them.

INvOLvED LEADERSHIPEffective leadership is involved

leadership: the person gets

involved and this way involves

“Henry mintzberg, as a researcher, is a point of reference in the area of managerial policy. He is one of the most prolific, well-recognized researchers of all time. He has addressed issues all the way from the managerial function and leadership to strategy, including reflections on power within the company, structuring of organizations and so on. As an author he has been able to balance quantitative and qualitative approaches, the inductivism typical of English-language empiricism, combined with the development of interpretive models of reality, more typical of Central European rationality. moreover, as a researcher he combines the highest scien-tific rigor with a passion for transforming organizational and social reality for the better: his concern with human dignity and the dignity of society shows through even in his writings which are furthest removed from axiological ele-ments. His contingent approach makes empirical studies take on great illustrative value, we could even say norma-tive value, one of the most valuable contributions that can be made today in the world of management, obsessed as it is with the case method and with best practices, which tend to lead to so many errors”.

“Henry mintzberg was and is the enfant terrible of the international management panorama. His doctoral the-sis in 1973 (The nature of managerial work) is today an unmistakable milestone in the study of managerial functions, and his 1979 compendium on the theory of organizational structure (The structuring of organiza-tions) has shaped thousands of management students around the world, being just as irreplaceable. but aside from how he has challenged the official theories, the really important thing about mintzberg is his will to build “descriptive theory”, which does not impose (in norma-tive fashion), but rather shows inductively (from facts to thought), is creative (being completely free) and is based on the strength of empirical research. mintzberg is among the top ten management writers of all times, and by the year 2009 we hope to publish his new major work as part of the collection ESADE FOnDO”.

CARLOS LOSADA (LIC&MBA 79)Director General of ESADE

jAvIER NIETO SANTA(CE LIC&MASTER 77)Translator and first publisher of Henry Mintzberg in the Spanish language

The value of Mintzberg according to…

others. These are people who

are deeply involved in their work.

They are devoted to their sector,

their organization, their people,

in a serious, calm manner. They

are close at hand to experience

the consequences of their

actions. These leaders are much

more concerned about preventing

than about fixing; they connect

much more than they control;

they say much more through

their example than through what

they decide, also through their

own compensation and staff

retention. These leaders are not

exalted “on high”. They work

painstakingly. So much talk about

workers and knowledge networks

and, yet, we get all excited about

“upper management”. A manager

who places himself at the top of

a network, gets left outside.

COMMUNITYSHIPEven in this case leadership is

exaggerated. People naturally

look for leaders. but sometimes

they fool themselves, they

confuse leaders with leadership.

The intention of leadership

may be to empower others,

but it often has the effect of

removing their power. by focusing

on a single person, even in

the context of other persons,

leadership turns into part

of the individuality syndrome

that is spreading everywhere,

undermining specific

organizations and communities

at large.

Authentic leadership is earned inside, in the business unit, the organization or the community

028-33 Dossier_ING.indd 32 8/10/08 16:50:49

DOSSIER

33

“mintzberg has discredited the preparation and competence of mbA graduates as managers. Although his criticism is aimed at traditional mbA programs such as Harvard’s, his opinion has raised controversy also in the business schools. Why do companies continue to hire mbAs? Why do businesses systematically continue to look to business schools for hiring talent? businesses with international activities look for a certain type of talent –people who are ambitious, have management knowledge and skills, with a network of international contacts that helps them distinguish and assess different business models according to the culture—things which they have been finding in the mbA program for years … there must be something to the mbA …”.

“I’ve already given enough help to big companies to make more money. What interests me now is how we might be able to help poor countries. Henry mintzberg made this statement to me a few years ago at the World Health Organization where I was working. I think it defines well his social and humanistic motivation, distinguishing him from other management gurus of his generation who rarely use their influence and knowledge in the development of poor countries.Since then I have had the good fortune and opportunity to work his “professional organization” concept with him at the un, and currently to participate in his new, innovative masters in Health Leadership at mcgill university in montreal”.

“I met Henry mintzberg en 1981. I had the good fortune of being his pupil in a business policy course at mcgill university (montreal), while participating in the PIm 1981-82. His classes were focused on debate and discussion. This is how he got his ideas to flow. I remember him being demanding in terms of interventions being rigorous and well-founded. One day before each class, we had to leave in his office a sheet with a brief summary of the prior readings, our opinion about the ideas being debated, a list of what we considered to be the more interesting questions, the topics we would like to debate, etc. mintzberg structured the classes and the debate around our own material, which he had received a day earlier and had read and synthesized. He had just published The Structuring of Organizations, which we analyzed and debated in class in depth, as well as many papers which would later become his subsequent books. Prac-tice in strategic consulting was part of the course, and we as students had to find our own customers, without any further help or recommendation than being able to say that the work was part of a class by Professor mintzberg. my group selected a business which manufactured flight simulators. We were accepted as consultants right away. I remember mintzberg as a myth- and stereotype-breaker, skeptical more than dogmatic, with a scientific mentality, a rigorous researcher. An untiring worker. An excellent communicator. With a non-stop smile. Always very concentrated. A passion for management and organizations, and also for mountains and especially ski mountaineering.”

GLORIA BATLLORI(CE LIC&MASTER 85) ESADE’s Director of MBA and Executive Masters programs

RAFAEL BENGOAMcGill professor and colleague

GERMÁN CASTEjÓN(LIC&MBA 81)ESADE Alumni President

Earlier I referred to what

might be called “distributed

leadership”, but calling it

leadership is perhaps not

such a good idea, because

its effectiveness does not lie

in one individual but rather in

the collective social process—

essentially in the community.

All of us are the solution to

the world’s problems, all of

us, working in accord. Let’s

rid ourselves of the leadership

cult, and deliver a strong blow

to our growing obsession with

individuality. Let’s not create

a new cult around distributed

leadership, but let us recognize

that merely insisting on the word

leadership guides our thought

toward an individual and away

from the community. We need

not only better leadership,

but also less leadership.

Why don’t we try to question

any speech, program, article

or book that uses the word

individual leadership without

giving the same attention to

communityship in some way

or another? This could have

profound consequences, not

only for future organizational

efficiency, but also for democracy

in our societies.

In his investiture speech as honorary doctor, Mintzberg questioned the different leadership models of today

028-33 Dossier_ING.indd 33 8/10/08 16:51:18

The exacting selection and

control process which

Reserva Ibérica follows in

curing their hams is the basis

of a philosophy of marketing

only the finest. Iberian hams

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senses and for health.

IbeRIan acoRn-fed ham Is a maRvel of ouR gasTRonomy. ReseRva IbéRIca pRovIdes us wITh whaT may well be The veRy besT selecTIon of ThIs unIque pRoducT.

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advertorial

obsession for Iberian ham, a product in a class of its own

ham. It is the only meat product

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for an exceptional product has

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Today, Reserva Ibérica continues

to carry out a rigorous selection

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fine wines, the best pieces are

on reserve in their place of

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the natural habitat of the iberian pig are the meadows of the southwestern

iberian peninsula, a protected environment declared a natural biosphere reserve by uNeSCo

It is the only meat product in the world which is a source of oleic acid, just like olive oil

034-35 Publi ResIberica_ING.indd 61 8/10/08 16:53:36

1. How did you come to ESADE?

2. What do you think makes your courses interesting?

3. What lines of research are most interesting to you?

4. Tell us an interesting conclusion from one of your recent studies.

5. Is there something in your experience as a professor that you’re especially proud of?

6. How do you think your students would describe you?

7. What would you like to do, but haven’t found the time for?

8. How would you describe ESADE in three words?

9. How do you like to spend your time outside ESADE?

10. Tell us an anecdote from your teaching experience.

Social ScienceS are cloSely related to human reSourceS.Both diSciplineS have in common a deep knowledge of Society aS a whole and of people aS individualS.

getting to know…Ángel Castiñeira and Amy Leaverton

MEET THE FACULTY

36

Errata: Teresa Duplà is full professor in the Department of Private Law at ESADE’s Law School and Vice-Dean of University Studies, European Space and Innovation. She is not a teacher in this department as published in the Meet the Faculty section of ESADE Alumni issue no. 122. Similarly, her research activity has focused mainly on Succession Law and currently on Law pertaining to Family and Minors, and on the area of Teaching Innovation.

036-37 Claustro_ING.indd 36 10/10/08 11:11:15

MEET THE FACULTY

37

ÀngEL CAsTiñEirA“The stereotype about the hard-working, well-educated Catalonian is fading. The PISA reports on education place us near the bottom of the autonomous regions.”

[email protected] professor of the eSade-url department of Social Sciences since 1993, Àngel castiñeira is also director of the chair in leaderships and democratic governance and director of the eSade-url department of Social Sciences since 2005. he received both his undergraduate degree and his doctorate in philosophy and educational Sciences from the university of Barcelona.

1 it was in 1993. the day i

presented my doctor’s thesis,

members of the Social Sciences

department came to hear my

defense. they offered me to

come on board right then and

there. and it worked.

2 on one hand, there is

the content which relates to

understanding current society

and changes in the environment.

for my part, i try to give it all my

passion and dedication.

3 right now i am working on

topics related to leadership

dimensions and the quality of

caring for others, and i have also

promoted a values observatory

dedicated to analyzing the

change in values in catalonia.

4 the stereotype about the

hard-working, well-educated

catalonian is fading. the piSa

reports on education place

us near the bottom of the

autonomous regions. meanwhile,

the polls indicate that work is no

longer a central value in the lives

of many catalonians, but rather

a means to an end. the self,

friends and free time have taken

precedence. we have become

post-modern.

5 participating in the creation

of an educational institution

which is a benchmark not only

for its knowledge, but also for its

ethical and social commitment.

6 i don’t know. i think it

depends on the age of the

student. the younger ones often

see me as serious and distant

in the classroom but closer

and warmer at close range. the

executives tend to give more

value to clarity of presentation

and a command of the topics

being discussed.

7 to master foreign languages

well enough to be able to teach.

8 humanistic, dynamic, high-

quality.

9 i like gardening, the

mountains, diving, cooking

and reading.

10 in managua i gave a course

on geopolitics at the uca,

shortly after the uSa attacked

iraq (march 2003). i severely

criticized the north american

decision. in the first row, there

was a blonde woman with her

eyes wide open. despite the

intense debate that i carried on

with the students, she did not

participate. at the end of the

class, i was told she was the

united States ambassador. (they

should warn you of something

like that!)

AMY LEAvErTon“The main goal of my research is to observe how a person’s style can affect his or her approach to learning.”

[email protected] associate lecturer in eSade’s department of human resources management, she combines this activity with co-managing eSade’s lead program. leaverton has a degree in modern languages and psychology and a master’s degree in linguistics from the university of illinois. She has pursued her career as an educator and consultant, focusing on leadership development and executive coaching in a wide variety of business sectors.

1 in 1990, i finished my

master’s in linguistics, and i

got my first job as a teacher in

the languages department. in

1992, i began to collaborate as

an external lecturer for the human

resources department, and i was

responsible for management skills

seminars for the mBa programs.

in the year 2000, Jaume hugas

discovered me and recommended

me for the lead program. the rest

is history.

2 i think that once we enter the

spiral of responsibilities that life

brings us, we tend to forget the

deeper questions, like who we

are, what motivates us and what

makes us happy. this kind

of thought is the basic premise

of my classes.

3 i have been fascinated by

learning and personality since i

was a little girl. perhaps because

of my father’s influence, he was

a psychologist in the chicago

public schools specializing in

academically gifted children.

4 this statement may get

me into trouble, but there seem

to be clear differences between

men and women in terms of

learning styles. one of these is

that women tend to experiment

more, while men are more

abstract. i have been reading

a lot about brain structure and

gender differences, and my

research results concur

with what i find.

5 i can only say that i am proud

to be a university professor,

period. it’s a challenge, you

always have to be up to date on

everything and ready to answer all

kinds of questions.

6 they probably see a person

who prepares her classes

conscientiously and at the same

time leaves a lot of room for

debate and improvising. they may

also perceive that i am rigorous

about respect, and my classes

often revolve around this.

7 i have a million! i love learning!

i suppose mathematics classes.

i like the elegance of this subject.

8 Stimulating, innovative,

competitive.

9 playing the piano, playing the

piano and playing the piano.

10 perhaps one of the most

memorable and moving ones

was a mother’s confession. She

told me she was having serious

problems with her adolescent son,

and after my classes she would

apply the same methodology with

him, whereby their relationship

had changed radically for the

better. this made me realize how

much you can influence people

through teaching. it’s flattering,

but at the same time it’s an

enormous responsibility.

You can look up EsADE faculty and collaborators at www.esade.edu Faculty and research.

036-37 Claustro_ING.indd 37 10/10/08 11:11:22

The new academic year brings

a number of new features

in the form of revised study

plans for Law and Business Ad-

ministration degrees. For this rea-

son we wanted to sit down with

Deans Pedro Mirosa and Alfons

Sauquet and learn how ESADE is

handling this important year, just

getting under way.

BOLOGNA PLANLogically, the conversation mainly

focused on adaptation to the

Bologna model.

Pedro Mirosa began by pointing

out: “The academic year starts

off with an important change in

the Management and Law degree

programs, which are changing

from five-year programs to

four years. Adjusting to the Bolo-

gna principles has meant adapt-

ing methodology and content. In

the former we have been in line

with these principles for some

time, and in the latter, ESADE

is accustomed to constantly

updating itself.”

The changes are based on adapt-

ing study plans to the European

standard which was approved in

Bologna, and ESADE’s facul-

ties are the first in Catalonia to

adapt to the new plan. As Mirosa

continues, “in this context, the

important thing is that we have

acquired a tool that allows us to

modify our student profile as a

function of changes in society,

TALKING TO

38

Pedro Mirosa andAlfons Sauquet

TALK ABOUT THE NEW ACADEMIC YEAR AND ABOUT THE MOVE TO ESADE’S NEW CREAPOLIS CAMPUS IN SANT CUGAT

038-40 Conversamos_ING.indd 38 8/10/08 13:56:05

TALKING TO

39

and this means a fundamental

advantage. Adapting to this plan

helps us be realistic and positive,

adopting the profile of students

that come to us with their skills

and competencies”.

Along these lines, Alfons Sauquet

feels that “the Bologna Plan

means a very clear change in the

structure, the content, and the

way that we work, and it gives us

the possibility, if at some point

we wish to strengthen certain

aspects in our students, to know

what direction we should work in,

for that to be accomplished”.

ACADEMIC QUALITYBeyond the structural change,

the arrival of the Bologna Plan

also affects the teachers, and

involves a step forward in terms

of educational quality. Alfons

Sauquet confirms this: “The

teachers have begun a proc-

ess of reflecting on their work

from a new perspective, some-

thing which has been relatively

institutional to date, and I am

sure that this reflection will bring

benefits in the mid term. But,

in addition to being pioneers in

meeting the Bologna standard,

we have also developed the

AUDIT Program, approved by the

Quality Agency. This is a kind of

ongoing assessment of academic

and pedagogical quality in our

degree programs. Also, the busi-

ness world and the university are

brought much closer together”.

INTEGRATED INTERNSHIPSFor the Management degree

(Bachelor in Business Admin-

istration, BBA), the internship

will be extended and will be fully

integrated into the educational

program, making it possible for

some courses to be organized on

the basis of having had practical

experience, or an international

exchange. “This is a significant

difference, something which has

only happened in programs with

an admissions requirement of

previous experience, such as in

the MBA programs”, Sauquet

commented.

For the Law degree, Mirosa

remarked that “although the pro-

fessional internship was already

integrated into the compulsory

program, we have taken it a step

further by now involving law pro-

fessionals in students’ academic

grading. The arrival of the Bologna

Master’s programs, with their

international nature, means an

important change in students’

educational context, but it is also

an opportunity for the law firms”.

INTERNATIONAL APPROACHThe Bologna Plan also represents

a big opportunity for the first

institutions that move ahead

with the adaptation process,

as is ESADE’s case. Sauquet

explains, “the big difference with

the Bologna Master’s programs

is the benefit to be gained by the

pioneering institutions, because

students will be able to choose

universities which they previously

did not have access to. Thus,

the institutions which are more

experienced in the international

approach will be the ones that

move more comfortably in this

new context. In the ADE-BBA

studies, we might have as many

as 500 pupils for a Bologna

Master’s, 300 of which come

from universities all over Europe,

allowing us to become globalized

at home”. This change is even

more considerable in the case

AS DEAnS oF ESADE’S LAw SChooL AnD BUSInESS SChooL, rESPECTIvELy, PEDro MIroSA AnD ALFonS SAUQUET (MBA 90) AnALyZE IMPorTAnT ChAnGES TAKInG PLACE ThIS ACADEMIC yEAr, wITh ADAPTATIon To ThE BoLoGnA PLAn A MAJor ChALLEnGE To BE MET.

“Now we can become globalized at home”

Alfons Sauquet: “Bologna brings together business and university, professional development and education”


TALKING TO

40

Pedro Mirosa

Pedro Mirosa is Dean of

the ESADE Law School

and full professor of

commercial law. He is

also the creator and first

director of the Master’s

Program in International

Business Law, specializing

in corporate law,

bankruptcy law, insurance

law and maritime law.

Alfons Sauquet

Alfons Sauquet (MBA 90) is

Dean of the Escuela Superior

de Administración y Dirección de

Empresas and of ESADE’s Busi-

ness School. He is also a

full professor at Ramón Llull

University, and ordinary pro-

fessor in the HR Management

Department. Innovation, learning

and knowledge management

are some of his main areas

of interest.

For Mirosa, “it must be

stressed that the new campus

goes beyond the concepts of

technology park or scientific

park, having an entire floor

devoted to research, and giving

precedence to creativity.”

As Sauquet adds, “the new

campus means the coming

of age of an idea which till

now has not been quite so

explicit at ESADE: that research

and knowledge creation are

two elements that connect

fully to the educational

program”.

of Law, when the new law for

Entry into Legal Practice comes

into effect. “This law makes the

Master’s program compulsory

for entering the legal profession.

The compulsory nature of the

Master’s degree opens new

doors to international experience,

above and beyond the current

presence of globalization in our

exchange programs and the

Joint Certificate of the Themis

Program”, Mirosa indicates.

NEW CAMPUSAdapting study plan to the

European standard is not the

only novelty this year. Coming

next January, students in the

current Business Management

Program—ESADE’s BBA—will

move to the new ESADE

Creapolis campus in Sant Cugat

del vallès. For Alfons Sauquet,

the move means “access to a

very advanced infrastructure in

terms of technology and design,

a true university campus that will

host all the initiatives that give

shape to academic life. The San

Cugat campus, moreover, will be

a global campus that will house

about 300 students enrolled in

the Bologna Master’s programs,

and who come from the best

schools around the world”.

Pedro Mirosa: “The new Master’s program

opens up international experience for the student.”

New degreesOLD STRUCTURE 1 credit = 10 class hours

DIPLOMADO3 years

Diplomatura

LICENCIATURA in Business

Administration or in Law

DOCTORATE

First Cycle2-3 years

Second Cycle3 years

Third Cycle3-4 years

NEW STRUCTURE1 ECTS credit (European Credit Transfer

System) = 25 hours of student work.

MASTER’S60-120credits

DOCTORATE

First Cycle4 years

Second Cycle2 years

Third Cycle3-4 years

ESADE delivers all its courses with ECTS credits since 2005/2006.

BACHELOR’S IN BUSINESS ADMINISTRATION

(BBA) OR IN LAW240 credits


041 Anu Epson.indd 3 6/10/08 13:31:47

The July 5 cover of the weekly periodical The

Economist displayed a clever illustration, a

kind of unfinished Tower of Babel, to reflect

the organizational chaos of world society. From

one end you see: “Makes Babel look able”. Signs

hang from the different floors according to what

organization resides there. At the very top is the

G-8 with this posting: “No Vacancies. No Chinese.

No Indians.” From the same floor, the OPEC sings

“Roll Out the Barrel”. At a lower level, a voice from

the Security Council speaks: “My veto is bigger than

yours”. Moving further down we find the Regional

Organizations, most of which are pronouncing “No”

in different languages. From the European Union we

hear the comments “Nil” and “That’s Irish for YES”.

The World Bank gives a firm “Nein” and the World

Trade Organization sings “Doha, ha, ha”. Closer to

the ground, African Unity speaks: “Congratulations,

President Mugabe”. And NATO: “Specializing in

infighting” From the IMF an automated teller machine

bears this sign: “Sorry, no money here. Go to

Peking”. Finally, from the ground below we hear a

voice: “Psst! Want to buy a nuke?”

In summary, the world is a swarm of private

interests, in conflict and opposition to one another.

In the absence of solidarity towards finding the

mythic “common good” (or at least, the “most

common, general good”), we need certain centers of

authority for specific spheres of human activity, and

some minimal coordination among them.

The moral to the weekly feature is not that all

international organizations should be eliminated and

that spontaneous market forces should be left to

establish peace and order in the world, something

they would never do. The Economist asserts the

need for international institutions to come as close

as humanly possible to a worldwide governance

structure that would establish order in the activities

of human beings. We need many visible, strong

hands that are also careful and gentle, in order to

bring about a little more peace and order in the

world. Or at least stop it from drifting into an iceberg.

The current organizations are not working. They must

be transformed.

We need many visible, strong hands that are also careful and gentle, in order to bring a

little more peace and order to the world

LUIS DE SEBASTIÁ[email protected] professor of the Economics Department. Master of Science

in Economics from the London School of Economics and doctor in

Political Science from the UHE, Geneva. Former economist for the

Interamerican Development Bank in Washington. He has published

several books, articles for economics journals and

for the general press.

42

My OpINION

Organizing global governance

042 MiOpinion_ING.indd 42 8/10/08 16:56:48

www.nespresso.comww

SPaou08BestFashionGC3 220x280 1 21/08/08 19:27:40043 Anu Nexpresso.indd 3 8/10/08 12:09:22

LEGAL AREA

Celebration of the second APTISSIMI awardsDURING THE MONTH OF JULY, THE SECOND apTISSIMI aWaRDS FOR BUSINESS LaW WERE pRESENTED IN BaRCELONa UNDER THE aUSpICES OF THE ESaDE aLUMNI LaW CLUB.

In addition to the award ceremony,

the managing partners and

marketing directors of the main

sponsoring law offices (pérez Llorca,

Clifford Chance, Cuatrecasas,

Freshfields, Garrigues, Gomezacebo

& pombo, Jausas, Kpmg, Latham

& Watkins, Lovells, Landwell,

Roca Junyent and Uría Menéndez)

received two training sessions with

David Maister on topics of strategic

management for law offices. These

sessions took place the same day as

the dinner, at the Equestrian Circle

and at ESadEForum.

44

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LEGAL AREA

1.- Award dinner held at Llotja de Mar. Over 200 business law professionals were in attendance.

2.- David Maister, guru on professional office management, delivered a course at the Equestrian Circle for marketing managers from the sponsoring law offices.

3.- Esther Giménez Salinas, president of Ramon Llull University, addressing the audience at the award dinner

4.- Eduard Sagarra, professor in the ESADE Law School and partner in Roca Junyent, with Sandra Barba (Lic&MD 99), board member of the ESADE Alumni Law Club.

5.- Cocktail reception on the patio of Llotja de Mar

6.- Earlier in the day, David Maister delivered a strategy seminar at ESADE Forum for the managing partners of the sponsoring law offices

7.- Charles C. Coward, co-director of the Barcelona office of Uría Menéndez; Emilio Cuatrecasas, managing partner of Cuatrecasas; and J. J. Pintó Ruiz, the attorney who was award the APTISSIMI personal career award ex aequo with Rodrigo Uría

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LEGAL AREA

46

“people can be happier and more productive at the same time”FORMER HaRvaRD BUSINESS SCHOOL pROFESSOR aND pRESENTLY a CONSULTaNT aND INTERNaTIONaL SpEaKER, DavID MaISTER IS WITHOUT a DOUBT THE WORLD’S TOp aUTHORITY ON MaNaGING pROFESSIONaL SERvICES COMpaNIES aND HaS BEEN RECOGNIzED aS ONE OF THE “TOp BUSINESS THINKERS” IN THE WORLD BY THE FINaNCIaL TIMES.

Interview with David Maister

according to your latest

book, it often takes an

extremely negative event

for a law office to implement

new strategies. In your opinion,

what are key actions that can

help in such a change?

In my option, organizational

change moves from the bottom

up, not vice versa.

people only change if there is a

great desire to reach the target

situation and that desire is a

very personal one.

That’s why I think the important

thing is to ask people where

they want to be, say, in three

years’ time, to agree on what

should be the first steps for

getting to that goal, to provide

initial help and later to review

and make those people

responsible for executing those

first steps.

Can law office managers

successfully combine

professional practice with

managerial tasks?

Management is a frequently

misinterpreted concept. Many

law offices argue stubbornly

about the time spent on

administration because they

consider it to have little added

value. Moreover, since the

area or office managers or

administrators are usually high

level attorneys, firms do not

easily accept the loss of this

attorney/manager’s contribution

to the firm’s professional

practice. Finally, many firms

think that a manager is going to

rise up as “the boss”, which is

not accepted by the rest of the

non-manager partners. all this

greatly limits the effectiveness

of decisions made by managers


LEGAL AREA

in a law office. The key, in my

opinion, is to understand that

the main role of the manager is

coaching his or her colleagues,

helping them to achieve all that

they are able to. To implement

such a system would require:

(a) selecting general managers

fundamentally for their ability

to help others improve (not for

them to be demanding, but to

really get others to improve!)

(b) choosing a person who finds

fulfillment in seeing others

improve their visibility and get

the credit, and (c) judging and

evaluating the manager according

to the overall improvement of

the group, not only on his or her

personal achievements.

Must the manager-attorney be

a good psychologist?

Managing more than anything

is knowing how to interact with

people as individuals and as

teams. What is not management

is to simply carry out a case

logically and rationally and expect

“people can be happier and more productive at the same time”

Interview with David Maister

that everyone else is going to

act logically, due to the simple

fact that human beings are not

essentially logical. Management

seeks to influence people’s

emotions so that they perform

what is logically beneficial.

Should a well-managed

organization also be an

environment that at the same

time allows people to be happy,

without compromising on

competitiveness?

I am sure that people can be

happier and more productive

at the same time. If I feel really

committed and satisfied with

my work, enthusiastic and

proud of my achievements

and am genuinely interested

in the customers I serve,

I will simultaneously reach

professional and personal goals.

Undoubtedly, providing better

service through quality work

will result in greater personal

fulfillment and it will give me

better earnings today and in

the future due to the reputation

that I am building. The key is to

ensure that the professionals

are pursuing goals which they

feel proud of and that agree with

the values they believe in. This

is different from being merely

competitive. It’s not a matter

of just pursuing professional

vir tues, the secret is to make

yourself rich by pursuing

professional vir tues which have

personal meaning.

Should law offices be more

aware of the importance of

managing human resources?

Human resource professionals

can be very valuable if the firm’s

managers and partners change

their behavior according to

what these specialists advise

them. However, human resource

specialists are often hired to

make up for the lacks of the

firm’s partners, and to keep

them from having to change their

behavior and attitudes in these

areas. This is a disaster!

“Managing is knowing how to interact with people as individuals and as teams”

David Maister presented a very pragmatic approach to current reality in law offices

Maister’s presence was the crowning touch to the second

APTISSIMI awards from ESADE Alumni’s Law Club 47

With institutional sponsorship:

primary legal sponsorship:

Other legal sponsors:

Official ground transportation:

Other collaborators:


PROFESSIONAL DEVELOPMENT

48

Career Services in MadridESADE’S CArEEr SErviCES CEntEr in MADriD offErS AluMni A rAngE of SErviCES, inCluDing ongoing DEvElopMEnt, job bAnk, AnD profESSionAl ADviCE.

Career Services in Madrid

is oriented toward the

qualified professional,

with a few years of experience,

generally in positions considered

middle management or top

management. being unemployed

is not a prerequisite, since

Career Services is not just a

job search agency, it acts as a

professional assistance tool in

the broadest sense.

With flexible, personalized

methodology, they are able to

offer support to match the needs

of every alumnus. “Sometimes

alumni are looking for a career

change; other times they need

information on a certain sector;

there are also phases when you

need to widen your personal

networking circle, etc”, explains

Ana niño, head of the Career

Services office.

A SERVICE FOR EVERY NEEDSeminars organized by the center

are diverse: everything from

how to do well in a job interview

(through interview simulations),

to practical networking seminars,

to presentations from partners in

headhunting firms.

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PROFESSIONAL DEVELOPMENT

49

the mentoring program is quite

active, with participation from

a number of mentors (alumni

located in relevant positions or

companies) who have offered

to collaborate with those alumni

who wish to join the program

as mentorees interested in a

particular market, functional area,

sector, etc. the program lasts

three months; during this time

they can exchange impressions in

the areas of most interest to the

mentoree.

Similarly, any alumni with access

to the Career Services center

is entitled to two guidance

interviews, an initial one and

another feedback interview after

a certain time has passed. the

objective may be to help a person

make the most out of his or her

Cv, to work together on a sector

change or company change, a

salary negotiation, etc.

As for the job bank, this refers to

a system of job offers a la carte.

“We at Career Services contact

businesses and consulting

firms so that they look to us

and advertise their selection

processes at ESADE”, explains

Ana niño.

Any alumnus can check the job

openings and put their name

down for jobs which interest

them. “i proactively make visits

and telephone calls to Human

resources departments,

presenting ESADE and the Career

Services center, including its job

bank. i try to be in forums and

at lectures and, in summary,

wherever there are organizations

that might be relevant for ESADE

alumni. Moreover, the alumni

themselves are also a source of

information”, adds niño.

for the coming year, their

objectives are to improve

services offered to alumni,

to increase the quantity and

quality of job offers and seminars

of interest to this audience,

and, generally speaking, to

provide a service which is

friendly, professional

and reliable.

Elena Giménez Ana NiñoWith a degree in Pedagogy, Elena’s experience comes from temporary employment agencies, and includes processes of employee selection, hiring, posting job offers, and so on. She currently handles entry and follow-up of job offers, preparing and reserving classrooms for seminars, coordinating guidance interviews, mailings, etc.

Head of the Madrid Career Services center, Ana has a degree in Psychology and a specialization in Human Resources from the Autónoma University of Madrid. She worked initially for a temporary employment agency, later in the HR department of Alcatel and then eight years in the world of headhunting. Finally, the last four years were spent as senior consultant in the American multinational Heidrick&Struggles.

Career Services offers support to match the needs of every alumnus

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mintzberg at esade...rubén monjo tovar pmd 06 72 jorge moll de alba cabot dir. y ges. turística 02...

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