the asian manager, march 2003 issue
DESCRIPTION
March 2003 IssueTRANSCRIPT
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Ate.eo de ManiLa {aufches rt5 tulr t'me MBM program. at€neo presrde.t F. FranclscoAraneta S.J appoints Tom John5on . lresh gradlare from uB5. as MBM progr.m drectorloFnso. adopts rhe HBs cunrculum for rhe MBM program. rl9 edlcated FrLrpinos erve.5 NrBi lacu(1y, rn<Ludrng Vrctor Lim tMassachusetis lnstriure ol Te<hnoloqyl^ r t l ro Tanco (Harvard Surnesr SchooL) . and Robe( Ongprn l l ra rvard Bu 'ne is 5choot ) .
De La salte aoLLege 5end5 5choLa6 to the USA. includi.g Francu.o Befna.do. Jr.rSranlord U.iverrity) and Eduardo Robe.to 1!nrverrry of Pefnsytvani. s wha(on 5ch@lo l Su lnessr to n rm !p De La SaLLes bos ine$ educaron and to 5 t rengthen i t s racu l i y hne !p
Don Elgenio Lopez, 5. pledges PhP t mr{hon rn the nane oi rh€Elqen io Lopez FoundatEn, Inc . fo r lhe co .s l ruc t ,on o i the b ! iLdrngrhat wtL t ho lse A lM. EventuaL ly , ihe dona lDn wo l ld to t .L Php 6 .5 mr lL ion .rarme Zobel de Ayala rorma{rz$ Ayala CorpoDtrof 5 pledge or ao.e nectare site In M:kair to. lhe new sch@L The nstiturer Board ofTrurrees ir.ons!rt!ted Washin3to. SyCip E eLect€d Chatrman.5 teehef N. F !L le r then the A55oc ia te Dean fo r tx re r .aLAi ia r i a lrhe 885 acceprs rhe pon as the trBt AIM Pre$d€nt The arrr\ ScrentrticRese.fch Foundation. Inc. it incorporated ar a pnvale, no. 5tock,.on proiil orqa.izaron to assure ben€tactors ot rax creditslof their do.ano.s
The U.rred stnte! Agency lor International Developmentand The Ford Foundation provlde additioMl funding ofUsS 100,00o and U5S 110,0@ resp€ctivety, for tacult,dev€looment, lib.ary lacllties and equipment.c(a$ee begln at ihe new campus in Makati, Enroumentin the MBM 9rogran rlrges to 215 nodents fron Korea,Japan [4aL.ysia, Ceylon, Thailand, Paki3tan, Indonesra,Vretnam, ralwan, Phitipp'nes, and the l.lntred Srar€s,
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.s3&lhe laculty respondl to the rcrldwide .ecersion by ofle.ingshort-tero ex*utive development pro8r.mi. Prol. €liton Salazar, Srp.oqotes a rhort.tern pro3ran for fir*-levelmanagers, whlchwould tater be.ome the Baic lanag€ment Prq..m- Tr'e BMP sets thetone lor oth€r rhort cours$ laufthed within rhe year, 3!ch asthe Arr Transpon CouE a.d the r&naSement oevelopmentProgram. The o€ year Mast.. in Ma.ag.ment Pro8ram 's launched,^n avefa8e of about 5t* ol the studentr are lrom ove.seas.
Alefeo de Ma.rla LJnrvedty,0e La 5aLle College, and rhePh ' l 'pp ine l . te f UnrveBr tyConsor!rum r€cerver a irve year,US51.2 mr lL ron Bfan t l rom theFord Foundation lof thedevelopment ot a lulL.time
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The Ford Fou.dation underwrtesan I'iBS ca5e witing ol As'an casestldie! tor the B.guio AdvancedManalemenr Pr4ram or9annedby the Execltive Tr.r.ingln(rrute ol th€ Ph,lrpprnes.
rg08An S6V Foundarro. ieasrbiLrty srodyor ihe propoed 5ch@L i5 pferente!!o Ateneo and De La SaLLeThe Ateneo Faculty Senate andBoard of Tru5lees !nanho!styapproved the me.ger, De La 5.lleaPproves the mefger AlMl chartermembeG convene fof rhe tirst time
The Fo.d Foundation provlde, USt ?24 000to tund operatio6. Class€s begin at lhe PadreFalra Campus r. Manila lihe premrset oiAteneos Busjness 9chool) ALI admltt94 tr3i year tiude.B r.to the Matter rng6ine!! ManaSement proqram.
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croundb.eakhq of rhe n€w AiMcampur rn Makat i . Corncrd jngwr th the 5 tan o f r rs io rmatoperaOonr, AIM recerve520 endowed protesso.aLchats lrom the Phrlrppraebutrneer conmunity The Sftialsecurity systeh approves a5tudent Loan F!nd of PnP I miLLion.
All s Internationrl Board ot GovernortrepreF.ting Hdg long, hdon€rla. Japan?Malayna, Phi(ippin.!, Sin3.pore, Replbiic of Chin!,and Thaiiand hol4 iB tirrt meeting. The Eoard ot
GovernoB would latcr expand to include.ep.esenrltiv.s sixro (, Roias ir€le.red P.lri(bnt ot th.irm Aurtralla, Brunel Darursilam, Canad., Indla, Initrtut€, cabino A. t.n.!oza ts ct€(t€d
south lo.ea, Unrt€d (ingdom, United statet ot Dean ot rhe Insrtture. 6a3ton Z. Odig.3, 5r.amer'ca and vretnam. G appointld As!o(1at.0.an for Facutty.
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Prerident Ferdinand Marcos iign5 Prend€nrial o€tree 619$hich tormaliz€e the inetrturei tnrcm tonal characier,grantiq Alfi pr.rogativet conducive to ltr Srowth as aninte.national gradlat! 3chool ol management.
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Fra.clro P 0ern6rdo b..oln!3 AliociataD€an for Stld.nt'.nd Alunni. itLt srl.IlrB appoinled &s61.t.0!!n for F.€!lty,
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0abino A. Mendoz.li elected Pretiddr.
AIM launche5 the Ru.al oeElopment l anagement Prolram wlth lunding from The fo.d FoiJndaUon,rhe Konrad Adenauer Found.tion joio fo.ces wlth Ford !o turther srrengthe. the inlritut?5 flrrt maloroevelopment l anagement program. The program would Senerate ove. 25 rcrkhopr and.du..ttonalprolrams, five bookr. hundredr of c.t€e and . wearrh 01 hdlrrry not6 add.e33inq d.vetoOmenr isiues.
1'he USAID lundr. ne rae.r.h inrti.riv. - fh. smalt .nd ^{.dlom Susinett tmprovemot Progrrm,
AIM condu€t3 rtt lntt Advanced Sank $rn!g.mcn! Pro8ram,
The thlrd floor of the hain building, the iccond ftoor ol lhacal€t€rla, and the Em6s do.mtory ar. @nstruct.d wirhar*tince lrom th€ Phillppine, Kore.n, Indd6i.n, r/|l.Wi.n,Talwan.s€, Thal, and Japanei. bur'ners comrnlnitt.r.
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fhc tur.l Dcva{opmtnt l{rnagam€m Prolrtn b*o.mr tJra
rhe itrlt ol r t.ri.3 ol thc To' D.y.ldplrdnt li|n.lrna6!l'm tlt€ Au*r.thn Int rnatlonat dirctoom?ot Asdt|rm6formul.tion rnd tnd.mrnt tlllr nd &,r.toprmDt
auil d.siqff .e* programr .nd o{fa6 rno.. of itr r€gut.r p.ogr.ms ov!rs€.. in8a.gtok, Pen.nt, Jal(.nr, Xq{r Lumpur, Xota Xinabalu and Xu<hin8.
The Rur{ Derelopmt A4.n!g.m!nt Prog.aft off€6 its fl6t publtc hot..mto. Dcveloprncnt ^4rn.t! rs,
Thc US lO 9rovires Z0 lchot!.lhtpr rM incr.a3$ lt to !O srhoqEnip! th€lolldinl ye.r fo. panicip.nts from ASEIN,
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AN A9IIN INSTITUII Of IIIMGEr{ENT PU8LIANON
The Asian Managerl,tARCH 2003
EDITORIAL TEAA4
AIARIA NIEVES R. CONFESOREditor-in-Chief
LUIS T. CRUZ JR.l'lanaging Editor
SHERBET (ATIGBAK- IVIANALILIContent Editor
A4ARCO H. RUBI-CRUZArt Director
CHARINA R.ONGA4ANCHIContent Coordinator
Rose O.bigo, Ca.mela Maravil las-Salim,Grace Sablaya, Joel Adriano,Maria Pherpetua Carandang,
MichaelBenedict Lopez, Maris Stella MortelPatrick Sianghio, Sheryl Sevil la,
Vivien Labasti l la, Sherbet Katigbak-Manali l iPia Adadi & Levi VeroraContributing Writers
WETTE BAUTISTA.EVANG€LISTAEDEN S. CARDENAS
Distribution & Circulation
ROBERTO F. DE OCAI'IPO. President
Asian Institute of lrlanagement
I,IARIA NIEVES R. CONFESORDean of the Institute
EDITORIAL BOARD
IIARIA NIEVES R. CONFESORChairman
IIARVEE P. CELIExecutive Managing Director
Institutionat and Investor Relations
MOHAN AA. PHADKEChairman
Federation of AIM Atumni Association, lnc.
FELIPE R. DIEGOChairman
Atumni Association of AIMPhitippine Chapter
My dear Atumni:
It 's t ime to greet each other a Happy Anniversary!
50 much change has taken ptace in 35 years, wjth so much more to be proudabout .
Where we weTe once noted for our business management savvy, the AIM nowexcets in fietds of devetopment and entrepreneurship with our very own nichesin the ar ts , in heat th , in educat ion , and in env j ronmenta l governance.
Where we were merety hosted on the friendty Ateneo University campus tnPadre Faura, Manila, we have since then been hai(ed among the pioneerretocators to Makati in the good company of prime movers and shakers of thePhitippjne and regionat economy. Physicaity, the AIM of the new mjtLennjum hasnow outgrown its facit it ies and majntains a regionaI and cyber presence.
ln our first academic schootyear in 1969-7O, under the presidency of HarvardUniversity's Dr. Stephen H. Futter, our roster consjsted of 20 facutty members(a t t mate , F i t ip ino and Amer jcan) compr ised o f 13 fu tL - t jme and 7 par t t imeprofessors who \aere responsibte for 143 MBM students.
Today, 62 tenure-track facutty reftect genujne demographjc djversjty: an agerange of 31 to 67 years, 30% femate, 31% with doctorat degrees, representinggraduates from unjversit ies in Asia, Europe and the United States. The facuttycomplement reftects the institution's own cuTrent academjc thrusts 607.wjth significant corporate and entrepreneuriat experience, 20% withmuttitaterat agency background, 26% wjth deep involvements in the NGO sector,and 44% with excetlent track records in qovernment at cabjnet and subcabjnettevets.
As we matured over time, our commjtment to the region has remained. ourJapanese, Ind ian , S ingaporean, lndones ia , and 5r i Lankan facu t ty 's p resencetend s ign j f i can t ty to the Ins t i tu te 's As ian charac ter bo th in conten t de t iveryand experientiat context, addressjng aptty the management education needs ofteaders and managers from the pubiic and private sectors of the regjon,seconomies .
And so these days , our academic journey takes us fu r ther a f ie ld to p rov idetradjtionat degree programs as we[( as innovatjve courses from Manj(a toMumbai , f rom Bagu io to Bat j , f rom Makat i to Shangha i , and f rom a top theHimalayas jn Bhutan down into the hjntertands of the Greater MekongSubreg ion . There we cont inuous ty de f jne and redef ine our ins t j tu t iona{ courseso tha t our 30 ,000 a tumnj fo rce may ye t g row in numbers , bu t espec ja t ty inquatity, to become the tru(y great Asian leaders and managers our reqion sorichLy deserves.
Keep in s t r ide w i th vour A IM and wa(k ta t t !
1^t*, rrNIEVES R. CONFESORDean of the Institute
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Leaders of ChangeAt 35, the Asian Institute of Management stands at the crossroads. The introduction of a multi '
schoot system and the offering of new management courses on information technotogy and the
humanistic fietds of education, the arts, and healthcare, promise a stronger direction and a more
responsive position for AIM as jt serves its diverse markets and stakehotders and keeps true to its
mission of devetoping the future leaders and managers of Asia.
COVER STORY:
Leaders of Change lEl
i;ll':?""f'!"iXil'J :,. g
CHINA'5 ENTRY INTO THE WTO:
lmptications to Asian Trade & Investment lE
Gtobat in Thinking,Asian in Presence
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- Doubte Act- In Retrospect- Futfitting a Father's Dream- Like Fathet Like Son- A Father's Pride
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Women & the Gtass Ceiting El Chip off the otd Btock El- Woman of Substance- The Advocate & the Activist- Life Begins Before 40- Breaking the Gtass Ceiting in Korea
women advocates ol the past decade argued that the ncluston ol women tn the executtvesuite would contribuie greatly to the success of the company.
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A Generairon ol Leaders
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The personaljourney ofthis socialentrepreneur began on a r icef ield.
The personaljourney ofthis sociaientrepreneur began on a r icef ield.
MBM Ctass '78
Principled leadership can have prolound rmpacton socrety and r l provides a true measure ofone'slove of counlry and fe iowmen
The Dean's Message: Globalin Thinking,Asian In Presence
"The Story of Us"
Ctass '83
Homecoming Vignettesthe Rush of Memories
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From the Editor 3 Ctass Notes
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the Glass {-,,
MBM Ctass '73
Romancing the Past
Btazin New Traits
Short Takes An Angel in the Ricefietd
The Asian ManagerS H O R T T A K E 5
Policy Center tr
JBF CenterProfessor Neri Comes HomeOn Board 747
Last January 30, 2003, the newly-mintedDirector GeneraI of the NationaI EconomicDevetopment Authority (NEDA) and AIMProfessor Romuto L. Neri showcased thePhitippine Government's economic agendathrough his presentation entitted 'The
Phitippine PotiticaI Economy and the Convergence of Advocacies forReforms" at the 4th Lecture of the JBF Center's 4th Lecture Seriei. ln histaLk, Prof. Neri mentioned the probtematic issues of the country's potiticateconomy (i.e., otigarchic structure), identified the areas of convergenceof advocacy and growth programs such as Ptan 747, MTPDZ etc., andproposed various action priorities using a national weatth creationformuta.
Dr. Ernesto Pernia, Lead Economist of the Asian Development Bank (ADB), andDean Eduardo A. Morato, Jr. of AIM'S Wsycip Graduate Schoot of Business,served as reactors to Prof. Neri's lecture.
)>More JBF activities at page12
and from the Phi(ippines. Heargued that the government is inthe weakest position to identifythose figures, and that it shoutd beteft to the market ptayers how tobest provide the services. Heargued further that this woutd atsobe a way to bring in more touristsand their doltars to the [oca[economy. Reactions to thepresentation were given by Dr.Narzalina Lim, DOT Usec. EvetynPantig, DLSU Prof. Tristan, acapanpan, and Atty. CarmetoArcitla of CAB (representative ofDOTC Sec. Mendoza), the last twobeing in favor of the status quo.The event was attended byrepresentatives of the diptomaticcorps (with several ambassadoB),the academe, PAL, civit society,travet agents' association, andothers from the private sector.
Launching of the WorldDevelopmentReport 2002/2003
In cooperation with the Wortd BankOffice Manita, DENR, and thePhi(ippine Economic Society, thePoticy Center hosted the taunchingof the Wortd Bank's ftagshippubtication - the annual WortdDeve(opment Report with this year'stherne of sustainabte devetopmentand special focus on institutions.The study concluded that for truedevetopment to transpire, it had towork within the watls of institutionsand therefore reform in theseinstitutions are a pre-requisite forchange. The event was keynotedby DENR Sec. Heherson Atvarez andwith reactions coming from Prof.Cietito Habito of Ateneo de ManitaUniversity, Mr. Detfin Ganapin of theCounciI for Sustainabte
Open Skies: ls it Time for the Philippines?
The PoLicy Center hosted the lSth instaltmentof the gtobatization lecture series featuringProf. Victor 5. Limtingan presenting his paper on"Open Skies: ls it Time for the Phitippines?"The presentation focused on opportunities forthe Phitippines in having an open skies policy,and proposed to let the market decide on thenumber and frequency of ftights and seats to
Devetopment, Mr. Peter wattace ofWaltace Business Forum, and Prof.Tess del Rosario of AlM. Mr.Wattace suggested that this studywoutd again be just another piece
of paper if it faits to reach thosethat are in the position to effectchange, and thus recommended topursue a more vrgorousdissemination campaign. Thetaunch was attended by 150representatives from civiI society,private sector, the academe, thedonor community, and thediplomatic corps.
Policy Center together with IMFDelivers Results of Key Study
In cooperation with theInternationat Monetary Fund (lMF)
Regionat Office for Asia and thePacific, the Poticy Center hosted aforum on the results of the studyentitted "Eva(uation of theProtonged Use of IMF Resources."Mr. David Gotdsbrough, DeputyDirector of the IMF IndependentEvatuation Office, presented theresutts of the study which pointed
out, among others, that certainconditions imposed by the IMF ted
to the protonged use of the IMF'Sresources. Former Prime MinisterCesar Virata and AIM Prof. VictorLimtingan were the maincommentators.
W. SyCip visits BangkokLast November 2002, Mr. Washington SyCip visited Bangkok. Wetcomed by topbusiness executives over dinner on November 29, 2002, Ms. Porntip lyimaPun,President of the AIM Atumni Ctub of Thaitand, and M. R. Pridiyathorn Devakuta,
Governor of the Bank of Thaitand and Governor of AlM, took the opportunity topersonatty hand over the AIM Ctub of Thaitand's donation to the Washingtonsycip Graduate Schoot of Business to Mr. Washington SyCip.
Building Bridges Between Peoples:National lnterfaith Conference
In partnership with the British Embassy and the British Councit, the PolicyCenter hosted the first nationat interfaith conference with guest lecturer Dr.Farhan l'lizami, Director of the Oxford Centre for lslamic Studies at the
University of Oxford. Dr. Nizami indicated that att retigions are inherentty
asked to understand the other retigions. The conference brought togethervarious sectors and retigions to increase understanding and diatogue amongpeoptes of diverse faiths to promote genuine understanding and unity. Muslimand Catholic leaders pointed to the fact that many smatL instances ofinterfaith diatogue had atready been occurring around Mindanao which ted tothe conctusion that research was a key etement to better understandingamong retigions, as wett as key poticy reforms that take into account thevarious retigions betiefs. Ambassador Paul Dimond wetcomed the participants
and Sec. Luis Lorenzo and Sec. Eduardo Ermita received kev reactions.
SyCip visits Bangkok
5 H O R T T A K E 5
Pushing theMindanao AgendaIn support of the Government's effort to promote tong lasting peace in thecountry and to step up Mindanao devetopment, the Asian Institute ofManagement Poticy Center, the pubtic poticy think-tank of the Institute thatseeks to promote the competitiveness of the Phitippines and the regionthrough research and advocacy, has established a major program that seeksto identify policy recommendations to improve the competitivenessDotentials of Mindanao.
The Mindanao Deve(opment Series which was formatty estabtished in 2001provides both research and advocacy to identify poticies and projects toaddress not onty the hostitities in the region but more importantty theincreasing poverty situation in Mindanao which has been considered as the
root cause of the probtem. lt serves as a bridge for government, businessand non-government organizations to engage into a diatogue and come
up with consensus on poticies that shape Mindanao's future.
Even before the Abu Sayyaf attack in 1999, the Policy Centerhas atready been activety invotved in hetping key cities in
the southern region through research and capabititybuitding seminars. Among the recent majoractivities of the program are: Research andSeminars on the Muslim PersDective on theMindanao Crisis, Research on the Revival of theBrunei, Indonesia, Mataysia, Phitippines, East AsiaGrowth Area (BIMP-EAGA), Annuat MindanaoBusiness Conference, Seminar on ConftiCtResolution in Mindanao, Certificate Course on
Peace Education in Mindanao, Research Studies on the DevetoDmentInitiatives of Key Cities in Mindanao, Research and Workshops onFederatism as an Atternative Long-term Sotution to theProbtems in Mindanao, and NationaI Interfaith Conference.The project has atso been conducting competitivenessstudies on the winner industries of Mindanao with the endggat of addressing their probLems and enhancing theircompetitive advantages. Among the industries that have beentooked into are: tuna, coconut, seaweed, rubber, corn, and rice. Among theupcoming events of the program are: Internat Confticts in Asia Seminar inMarch which is a joint project with East-West Center in Washington to beattended by teaders and peacemakers from Asia and the Pacific and UnitedStates Institute of Peace joint project Peace Education in May to beparticipated in by teaders from the academe, government, NGO andbusiness sectors in Indonesia.
The Poticy Center is currentty working on the estabtishment of an lstamicStudies Center to examine the rote of lslam in Asia, Southeast Asia inparticutar, and to devetop a futter understanding of the current and tiketyfuture rote of lstam in key countries in the region and to contribute to thebetter education of citizens on the lstamic wortd and communities.Research has shown that this witt be the first Center in Asia that witt tookinto cross country issues concerning Mustim-Christian retations.
World Bank lnstitute LaunchesFirst Water l{anagement Coursein the Philippines
The Wortd Bank lnstitute (WBl), thetearning arm of the World Bank,taunched the first certificateprogram on Integrated WaterResource Management (IWRM) viathe videoconferencing facitities ofthe Asian Institute of Management-Wortd Bank Globat DistanceLearning Center (AIM-WB GDLC)from January 14 to 17, 2003.
The four-day course was beamedtive from Washington, D.C. toparticipants in the Phitippines,Vietnam, Indonesia, and Sri Lankar.'"This is a very timety courseoffering given the headtines inManita a few weeks ago on the
probtems faced by one of themetropolitan area's suppliers,"
noted Prof. FedericoMacaranas, Executive
Director of the AIM-WBDevetopmentResource Center
(DRC), in his openingremarks. "lt atso catts
attention to the gtobatgap in water demand and suppty
which may be even threatened byterrorists. "
The IWRM course, the first in thePhitippines, examined opportunitiesand chattenges associated with theuse and maintenance of waterresources in the context of theeconomic, sociaI and environmentatconstraints of a nation.
In attendance were luminaries fromthe government and the privatesector.
AAAIM confers Honor and Prest igeRecogni t ion to Outstanding Alumni
They are the men and women whose lives are portraits ofunmistakable passion to their profession. Today, they areremarkably the characters that define what it takes tocross'the road less traveted' and make a difference in thelives of others. The Atumni Association of the AsianInstitute of Management (AAAIM) recentty paid tribute tothese so-catled men and women in its second batch of AIMoutstanding atumni for the year 2002.
These men continuousty strive tomake a difference: RupertoNicdao (top), 6ujt termo Parayno(middte, Left photo) andFrancisco Bernardo (middle,bottom photo).
The ceremonies dubbed the"Honor and Prestige Recognitionand Champagne CeLebration"sought to recognize atumnj of theAsian Institute of Managementwith outstanding achievements indifferent fietds of endeavors in thePhitippines. The accomptishmentsmay be in areas such asgovernment, private sectol non-government organizations, sportsand the tike. Created by the 2001atumni board of AlM,the recognition isattributed for thehonor and prestige forsuch exceptionatundertakings to AIMand to its atumni.
Held on '11 December2002 at the Asianlnstitute ofManagement (AlM),the Honor andPrestige Recognition awardingceremonies recognized its secondbatch of atumni achievers. Thistime, the recipients were:Guittermo Parayno Jr. (MBM '77),
commissioner of the Bureau ofInternal Revenue; Ruperto Nicdao
Jr. (MBM '77), president of theKapisanan ng mga Brodkasters saPitipinas; and Francisco EnriqueBernardo lll (MBM '93), chair ofJAD Group of Companies andrecipient of the Agora Award forEntrepreneurship.
Atso present during the awardingwere AIM President Roberto deOcampo; AAAIM Chairman FetipeDiego (MBM '73); MAIM Secretary
Etsbeth Macdonatd (TMP'01); Directors ErnestoGuzman (llf\ '91
) andWitfredo Chato (AfC '771i
Executive Director ofAAAIM Dutce Casactang(MBM '73) as wetl asatumni guests and AIMfacutty.
Etsbeth Macdonatd, AAAIMSecretary noted that theawarding of the second
batch of outstanding atumni is AIM'Sway of 'cetebrating the success' ofthe AIM atumni as wett as anappropriate venue to appreciate anatumnus' contribution to businessand society. Hence, the event is initsel.f a "gtory rub-off" of the
awardees' extraordinaryachievements to the rest of theatumni corps.
Awardees were given Certificates ofRecognition and will beacknowledged once more during theAnnuaI Atumni Homecoming.
The Honor and Prestige Recognitionis conferred to an atumnus throughnominations from ctassmates andfriends. The atumnus must have hadrecognition for outstandingachjevement or service for the pastyear, had been etected to adistinguished office or had beenappointed to a significant positionin the government or the privatesector thus earning the opportunityto inf(uence the tives of theFitipinos.
Past recipients of the awardwere: Gina Lopez (MDM'93) forthe Bantay Kat ikasan Pro ject ;lgnacio Bunye (MM '76) , PressSecretary of the Arroyoadminis t rat ion; and Gen.Edi tber to Adan (MBM '79) ,
Super intendent of the Phi t ipp ineMititary Academy.
AIM Extends Hand to the Members of the Academe
The Asian Institute of Management ptayed host to more than seventy-five(75) educators, ted by their respective presidents or schoot heads,representing more than a dozen tertiary [eve[ educational institutions inMetro Manita upon the invitation of AIM President Roberto F. De Ocampo onJanuary 30, 2003. The program entitted "Expanding the Deve(opmentNetwork in Education" was hetd at the Asian Institute of Management-WortdBank Development Resource Center (AlM-WB DRC).
The visiting university/cottege heads were ted by San Beda Cotlege's Rector/President Fr. Anscar Chupongco, OSB; Cotegio De San Juan De Letran'sRector/President Fr. Edwin Lao, OP; St. Benedict Cottege's Rector / PresidentFr. Atoysius Maranan, OSB; Technotogicat University of the PhiLippines' (TUP)President Dr. Fedeserio C. Camarao; Pamantasan ng Lungsod ng Maynjta's(Puvt) Vice President for Academic Affairs Dr. Virginia Santos; and LaConsotacion CotLege-Manita Vice President for Academic Affairs Dr. RonatdPastrana. The rest were ted by the Cottege Deans of the Trinity Cottege;Pamantasan ng Lungsod ng Pasig (PLP); Perpetua[ HeLp Cottege; ManitaCentral University (MCU); Jose Rizat University (JRU); Potytechnic Universityof the Phitippines (PUP); University of the East (UE); Mapua Institute ofTechnotogy (MlT); san Sebastian Cottege (sSC); 5t. Paut Cottege-Manita(SPC); Emitio Aguinatdo Cottege (EAC);New Era University (NEU); Deta SaLteUniversity-Cottege of 5t. Benitde (DLSU-CSB); Arettano University; andPhitippine Women's University (PWU).
In his opening remarks, AIM President De Ocampo mentioned three reasonswhy they were invited to AlM. First, to be acquainted with the extent of theWortd Bank's Gtobal Distance Learning Network (GDLN); second, toexperience the tatest tearning modatities in the Phitippines through thefacilities of the AIM-WB DRC; and tastty, to invite them to be AIM'S partnersin its pursuit for furtherance of knowtedge.
AIM-WB DRC Executive Director Dr. Federico M. Macaranas then presentedthe components of the Center and its capabitities, with the assistance of theAIM-WB DRC Information Technotogy Speciatist.
The ceremonial signing of a Memorandum of Agreement (MOA) between AIMand San Beda and St. Benedict Cotteges, respectivety, soon fottowed. Prof.De Ocampo, signed in behatf of the AlM, white Fr. Chupongco, and Fr.Atoysius, signed in behatf of san Beda and 5t. Benedjct Cotleges,respectivety. Dr. Maracanas signed as witness.
AusAlD Sponsors BookLaunching at the AIM-WB GDLC
The Asian Institute of Management-Wortd Bank's Gtobat DistanceLearning Center (AIM-WB GDLC) was
recentty chosen as venue for thelaunching of the book entitled 'The
Phitippine Economy: Devetopment,Poticies and ChaLtenges, " viavideoconference with AustratianNationat University in Canberra,Austratia and via webcast onFebruary 13, 2003 sponsored by theAustratian Agency for InternationalDevetopment (AusAlD).
The book was edited by Universityof the PhiLippines (UP)-Ditiman
facutty, Department of AgricuttureUndersecretary Arsenio Batisacan,and Austratian National University(ANU) facutty Hat Hitt. lt examinesaLt the major facets of thePhitippine economy anddevelopment poticy, assesses trendssince the '1980s, identifies majorpoticy issues, and provides abatance sheet of achievements and
deficiencies over the past decadesand beyond. lt atso hightightsfuture chattenges that need to beaddressed if the Phitippines is toembark on a sustainabte, durabte,
and equitabte growth trajectory.
Invited to provide the keynoteaddress is Socioeconomic PtanningSecretary and Nationat Economicand Devetopment Authority (NEDA)
Director-General Romuto Neri. H. E.Ruth Pearce, Austratian Ambassadorto the Phitippines, detiYered thectosing remarks.
AIM Ptayed Host To WortdBank Study Presentation
The Asian Instjtute of Management-Poticy Centet incottaboration with the Wortd Bank and the Foundationfor Economic Freedom hosted a Dresentation of theWortd Bank Study entitled "lnnovatjve East Asia: TheFuture of Growth," on January 30, 2003 at the AsianInstitute of Management-Wortd Bank's GtobaI DistanceLearning Center (GDLC).
RVR CenterCorporate Governance Training for the Board of Directorsof Corporations, Banks and Quasi-Banks
The practice of corporategovernance is widely recognized asimportant not onl.y to the propermanagement of firms but aLso fromthe point of view of protecting theintegrity of the market system. Inresponse to the growing concern inAsja for good corporate governancepractices, the Bangko Sentral ngPitipinas (BSP) and the Securitiesand Exchange Commission (sECMemo. Circutar Series of 2002) havemandated companies to participatein Corporate Governance TrainingPrograms for their Board ofDirectors.
To futfitt the need for CorporateGovernance Training, the RVRCenter for Corporate Responsibitity
under its CV Starr Chair forCorporate Governance and the JBFCenter for Banking and Finance,devetoped the Managing CorporateGovernance jn Asia (MCGA)Corporate Governance Training andSeminars Program for Boards.
The Managing CorporateGovernance in Asia (MCGA)Corporate Governance TrainingProgram is an executivemanagement education programajmed at training executives at thehighest levets with the rudiments ofcorporate governance. This is AlMsresponse to the growing concern inAsia for developing corporategovernance infrastructure throughcomptiance of Phitippine
The study, presented by its author Mr. Shahid Yusuf, isthe main output of a three-year research project of theWortd Bank, initiated at the request of the Governmentof Japan, on the future directions of economjc changein East Asia, with emphasis on how the approaches todevetopment in the region might evotve in the earty21st century lt seeks to identify the choices avaitabteto East Asian economies as they attempt to resume andsustain rapid growth in a changing, more competitive,and more integrated wortd environment.
Mr. Ltoyd McKay, [ead economist of the Wortd BankOffice in Manila's (wBoM) introduced Mr. Yusuf. He alsoprovided the opening remarks white AIM-WBDevetopment Resource Center (DRC) and Poticy CenterExecutive Director and Center for DevetopmentManagement Dean Dr. Federico M. Macaranas provided
the ctosing remarks.
After the presentation, noted economists, Dean
Macaranas and Dr. Ponciano Intat, Dean of the De LaSatte University- Cottege of 5t. Benitde's Angeto Kinglnternationat Center were invited as Dresentation-reactors.
Corporations, Banks and Quasi-Banks with the sEC and BSPstandards of corporate governance.
The course wi[ run for 2 dayscovering setect areas designed to suitthe preferences of the ctient. Thismay however be customized to 1 dayor to any other arrangements. thatmay inctude changes in the sequenceof the topics, etimination/ additionof case discussions, change of venue,etc., provided the training providershave been duty notified of thechanges.
The lectures witt be handted by AIM'sjnternationaI faculty of distinctivecompetence and extensiveexperience on the fie(d of corporategovernance, corporate responsibil.ity,banking and finance, professionalmanagement and entrepreneurship,organizationa[ behavior anddevetopment. and other areas thatare of strategic importance to thecompany and in the corporate arena.
S H O R I T A K E S
JBF Center
4th Lecture Series"Financial Disclosures: Post Enron(The Philippine Case)"
On November 28, 2002, AIMProfessor Victor 5. Limtingan, DBApresented his paper entitted"Financial Disctosures: Post Enron(The Phitippine Experience)" at the3rd Lecture of the JBF Center's 4thLecture Series. He anatyzeddisctosure practices of fourteenrandomly setected Philippinecompanies duty tisted with theSecurities and Exchange Commission(sEC). Based from the data, heconctuded that the American Good
Governance Modet is not appticabte
to the Phitippine settjng. He hinted
that any proposed Phitippinegovernance model must deal morewith a Japan-tike situation, i.e.,Keiretsu Structure. Moreovet he
suggested that good governance
po(icies must be centered more onthe local banking sector.
Reactors to the lecture areprominent practitioners in the tocalfinanciat services industry. They
are: Atty. Cristina Calangan,Director of Corporate Finance
Department at the sEC; Mr. ArnotdOtiva, CFA, who is the First-VicePresident of the PCI CapitatCorporation, a subsidiary of PCI
Equitabte Bank; and Ms. Datisay
Duke, Partner of major accountingfirm, Punongbayan and Arautto.
4th Inter-Collegiate FinanceCompetition
The 4th Inter-CotLegiate FinanceCompetition (ICFC) jointty organizedby the Financiat Executives Instituteof the Phitippines (FINEX) and theJBF Center conctuded last october4, 2002 at the Grand BoutevardHotet, Manita, Phitippines. The lcFcis an annuat undertaking initiated byFINEX which gathered top
undergraduate students from tocaLuniversities and cotleges tocompete in the fietd of finance.The JBF Center was instrumentat inproviding most of the financequestions used in the 4th ICFC; thequestions were patterned after theglobat standard CFA Levet 'l course.De La Satte University Manilatopped the event white first-runnerup honors went to University of thePhitippines Ditiman.
TMP 2003 Now' ln Shanghai, China
AIM's 23'd Top Management Program (TMP 23)
witt be hetd in the city of Shanghai, site of the2010 Wortd Exposition. Shanghai is the new
business gateway to China. To do business jn
China, one must look at the way the city has
evotved over the tast ten years. According toFortune Magazine's 1999 Gtobat Forum: "Over
hatf of the wortd's 500 top enterDrises have
Imade] at teast 500 investments... in Shanghai.Among these investment items, four are at a votume of over U551 bittion.
In addition, in the first hatf this year, Shanghai's trade votume increased
by 23 percent over the corresponding period Last year, at a tevet 18.65percent higher than China's average votume."
When you join in TMP 23, we witl take you on tours of business in and
outside the city, as wett as hotd diatogues with businessmen in addition to
the regutar in-ctass lectures and discussions at the Portman Ritz-Cartton
with professors and business leaders. lf there is a model for managing in
votatite times in Asia, China may be the modeL country and Shanghai
woutd be its prototype city.
Ptease send your registration forms to Excett Marketing at 8923340.
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CHINA'S ENTRY INTO
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The awakening of China has substantiatty changed the competit iveoutlook and prospects as wetl as the trade and investment f lows in
the Asia Pacif ic region. By Roberto de Ocampo
-
Elements of China's Transformation
I have embarked on that little description of my Chinese
odyssey to give you a g.limpse of how I had seen the spectacular
transformation of China, as it were, from a pre-industrial and
rural economy to the post-modem, globalizing, economic and
political power that it looms to be.
China's phenomenal gro*th can be said to have started
ftom Deng Zhiao-Peng's economic liberalization policy and
the concomitant reform policies that the government
subsequbntly undenook. To change the incentive sfiuctures
of the pre-reform self-reliant system, China instituted market
reforms to gradually transform the economy's industrial and
trade commodity structures. These reforms provided China
with strong macroeconomic fundamentals as it slowly threw
open its doorc to the outside world. Suddenly, the world found
the sleeping giant awake.
In terms ofsheersize, China is the third largest continent,
after Canada and the United States, measuring 4,800 km ftom
east to west and 3,200 km from north to south, with a total
land area of 9.5 million square kilometer. It has almost one
and half billion people growing at the rate of 0.5% which
means that there are as many Chinese coming into the world
each year, roughly the entire population of Australia. Of these,
there are 900 mi.llion Chinese in rural areas still waiting for
consumer revolution - a huge domestic market that is now
becoming monetized. When you consider the impact of these
huge numbers - as a source low-cost labor and a burgeoning
market for new consumer products, the possibil i t ies are
unlimited.
Economic lndicators
These are some significant economic indicator ofChina.
' China's accession into the WTO in December 2001
was a significant development for the global community as it
bodes positively in terms of greater market access and
opportunities, directly through trade liberalization measures,
and indirectly thrcugh the enlargement of trade flows coupled
with significant income and welfare gains for both China and
the rest of the world.
, In fact, China's foreign nade is now growing at a
faster rute than that of Japan during the country's boom period
of the 1960s and 1970s. It has been the fastest growing
economy over the past two decades, with output expanding
at an average of 9Yo a year, hardly missing a step during the
frnancial and economic crisii of 1997-1998 and the global and
regional slowdown in 2001. Morgan Stanley of Hong Kong
believes that China's $1.2 trillion economy will surpass Japan's
$4 trillion economy in the not-too-distant furure.' On the financial fiont, it is evident that Shanghai is
now slowly replacing Hong Kong as the financial hub, and
even Hong Kongites themselyes began rethinking their role
under the new configuration starting with the handover in
t99'7.
Global Trade and lnvestment
Global nade and investment flows around the world have
been strengthened by increased financial integration,
china's accession into WTO presents direct
challenges and exciting opportunities for the
re5t of u5.
l i bera l i za t ion o f po l i c ies , open
economies and the magic of
information technology. China's
accession into WTO, I would venture to
say, presents direct challenges and
exciting opportunities for the rest of us.
How we respond to these would vary
from country to country, depending
partly on the country's strengths and
weaknesses and partly on the way
individual countries prepare for the
challenges and opportunities posed by
China.
The diff icult challenges are
manifestly the result of globalization,
which while rendedng consumer tastes
more uniformly across geographic
boundaries have also made these much
more demanding in terms of qualiry.
reliabil i ty, safety, and social
responsiveness. Similarly, the rapid
advances in information and
communication technology have
resulted in quantum jumps in economic
efficiency and flexibility for those who
have been able to utilize knowledge and
innovation for increased production and
productiviry
It is quite clear that the process of
globalization has served to inoease trade
and trade-related investment relat ionships
between China and the rest of the world.
On the relationships between China and
ASEAN, the pace and patterns of
individual country responses has not been
even, since these countries are at different
stages of economic and social
development. Add to this the recent view
thar China has become a manufacturing
powerhouse and the world's factory floor,
pushing down prices on a growing range
of industrial, consumer, and even
agdcultural products that it sells around
the world.
lmp l ica t ions fo r ASEAN
In the face of a China which is
bigger in every way than the combined
ASEAN countries - its gross domestic
product of US$1,180 bil l ion in 2001
was double that of the combined GDP's
of ASEAN which amounted to just
under US$574 billion, is there hope?
Are there any opportunities sti l l be
plumbed, despite that perception that
China's is "burying the competition?"
Will the tigers ever roar again?
A year ago, in a paper presented at
the Symposium on China-ASEAN
Entrepreneur Exchanges in Chengdu,
the following observations were noted:. There has been a steady rise ln
the relative share of ASEAN in China's
merchandise trade from 5.8% in 1991
to 8.3% in 2000.
ASEAN has thus
become the fifth
largest trading
partner of China
(after Japan, the
. directly and via third
pany Yenures
ffi otrr* The awakening ofmJ
China has substantiallyoti' {i,' changed the competitive
cf,outlook and prospects as
%.-- well as the trade and
investment flows in the
Asia Pacihc region lt
' Tourism between ASEAN and
China has also been on the dse, v/ith the
number of Chinese toudsts to ASEAN
trebling to 2.3 million visitors in 2000
since 1995.' Both ASEAN and China have
invested considerable resources overseas.
FDI f rom Ch ina in o ther count r ies
averaged US$2.2 billion a year over the
S-year period 1995-2000. Outward FDI
by the old ASEAN 5 members rose ftom
an average of US$3.7 bil l lon a year in
1989-1994 to US$7.0 billion in 2000.
While China has in fact been an FDI
destination fiom some ASEAN member
counries d ectly or via Hong Kong -
it has also been tlue that seyeral ASEAN
membel countries have played host to
impoftant FDI flows flom China, both
has attracted FDI inflows into the regton
and improved rhe bargaining standing
ofthe developing countries. A Salomon
Barney st[dy posits that capital flows
seem often motivated by a desire to be
closer to end customers and the
suppliers and FDI flows into China and
other regions tend to be complementary
rather than competit ive because as in
the case of ASEAN, the companies are
in the different stages of development
and thus tend to specialize in the
production of different types of goods.
Continued on poge 68, Chino
U , S . , the
European Union
and SAR ofHong
Kong).' At the same time, China has
also become an impotant trade partner
of ASEAN. occupying sjxth position
in 2000, the share of China in ASEAN
trade having expanded from 2.3olo in
1991 to 5.0% in 2000.' The composition of ASEAN
expors ro China has evolved from resource-
based commodities to manufactured
goods (especially electrical machinery
and computer equipment), the latter
rising from l2\o ro 38% during the
indicated period. Meanwhile, ASEAN
imports from China have also become
more diversified.
Principted Cit izenship f orThose in the Business WortdPr jnc ip ted teadersh ip can have p ro founda t rue measure o f one ' s l ove o f coun t r y
rmpac r on soc r e ryand fe t towmen . By
and i t p rov idesH i la r i o Dav ide
n her letter of invitation, Ms. Sonia Ner, Asia Society's.Executive Director, "ordered" me to speak aboutprhcipled citizenship for those in business or the private
sector It is a timely and relevant topic indeed, and one that Iam glad to speak about not because my Ramon MagsaysayAward for Government Service is for my "principled
citizenship in profound service to democrary and the rule oflaw in the Phil ippines," but because only a principled
citizenship can have a profound impact dn society. Principledcitizenship provides a true measure of one's love of countryand fellowmen especially in times of great challenge and ffisis,such as what we are experiencing today, in both domestic anddobal arenas.
There is much uncertainty across the country andthroughout the globe. While we may not be able to alter worldevents, we can certainly assert improvements in our owncountry These interesting times call for concerted action fromall of us. What is required is action aimed not at self-preseryation but at selflessness, wifh the goal of distributinggains to those who have less in life.
In recent years, governments across the globe have beenlooking to the business sector or the corporate world forguidance on how to better manage governmental affairs. Thuswe now have corporate governance, a way of conducting stateaffairs with greater efficiency and less cost, the way most
corporations are run.Now, we in goyemment once again look to the cor porale
world, this time not just for management pnnciples but tbrconcrete act1on.
The third Article of our Constitution is entitled rhe Bill
of Rights, an enumeration of the entitlements of the peoplcwith regard to their relationship with thc governmenr. Thethird chapter of Japan s Constitution, is cntit led Rights andDuties of the Pcoplc. Thc diticrence is obvious; and one ofthe effects is thc.rcrive rolc that pnvate business has taken inJapancse governancc . One example o l th is invo lvement ,spccitically in connection rvith the justice system of Japan, ist h e f r o v i s i o r - r b _ " " p r i v a t c c o m p a n i c s o f e m p l o y m e n topportunrtics k) lbrmcr convicis.
In rhc Phil ippines, we musl undersrand that the people's
duties are not specified in the present Constitution. However,
it may be recalled that the 1973 Constrtution had an Articlc V
on Duties and Obligations of Citizens. which was one of the
contributions of the Committee I chaired - the Committec
with the loRgest name: Committee on Duties and Obligations
of Citizens and Ethics of Public Offlcials. This Afticle is
substantially reproduced in Article Xl of the presenl
Consiitution, but the proyisions on Duties and Obligations
were not, although I submitted in the Constitutional
Commission of 1986 a resolution for their incorporation in
the present Constitution. The principal reason for their non'incorporation was that it is implied that the rights of an
.individual impose upon him the corelatiye duty to exercisethem responsibly and with due regard for the rights of others.Put in another way, one's freedom is not freedom from
responsibil i ty, but irccdom with rcsponsibil i ty. In short,
cit izcnship is not.iust c'njo),ment of rights but perlormance of
correlative cluties and obligations. Hercin l ics the concept ofp r inc ip led c i t i zensh ip .
Principled cit izenship should be understood to be nothing
less than sacrif ice for the greatest good. The cornerstone of
sacrif lce is love. As is usual with sacrif ice, greater sacrif ice is
expected l iom thosc who can give more. For them, there is
that temptalrorl to l l ive only what the_y do not need anymore.
No sacrit ice rs involved in that l irr it is just thr,lwing awa_v.� the
excess. The sacrif lce l ies in giving arvay what one sti l l needs to
touch the l ives of others, to help thosc in need. For the rich
this may be extremeiy difficult to do because they have much
excess to give or throw away. There is no rcason for them topart away that which they need. I think it is fair to takejudicial
notice that those in business, like all, if not most of you, here
can give more - meaning, a part of yourselves; hence much
more then is exDected fiom vou.
Such sacrifice begins with therealization that the vast majority ofFil ipinos are helplessly trapped inpoverty. The situation breedsalgravation for all. Surely, no businesswill survive witlout a market, and moreoften than not, the poorer masses haveno means of spending for more thantheir day-to-day subsistence.
Next . we must rea l i ze tha tgovernment does not have all the mcansnecessary to address the s i tua t ion .Meanwhile, many private businesseshave grea ter resoufces than mostgovernment agencies. They may evenhave morc than the annual budget of the
natlonal goyernment.
If you allow your conscience to actupon rhese two realizationA then you. :will doubtless conauci'yiurseiliei iiraccordance with principled citizenship.I am certain that no one here canstomach poverty in the midst of pl€nty,
especially when such plenty is enjoyed
only by a few.In truth, principled citizenship is
nothing more than Christian riving. Forthose ofa different persuasion, I am sureyour faith prescribes similarresponsibilities.
You will of course inquire aboutspecifics. How indeed can wc manifi'stp r in . ip lcd , - ' i l i z t .nsh ip l S imp iy pa l ing
taxes is one manifestation. Taxes are theIifeblood of government. One of ourguests here present, Atry Geronimo, anexpen in taxation, can tell you so. Allgovernment activit ies, includingin j t ia t i ves to up l i f t the poor . requ i retaxes. Your conscientious, t imely and
accumte payment of taxes will energizegovernment's activities.
Principled citizenship also requuesinvolvement in govemment affairs - noato meddle or exact favors, mind you, butto be vigilant against abuses and todemand faithfi.rl service to the people.You must despise corruption andcondemn ail acts that squander publicmoney and resources that are iatertdedto improve the masses and the state ofthe na t ion . A lso cons ider d i rec tinvolvement by way of partne$hips r./ithgovernment agencies. You m+y evenconsider being in politics; but I doubt ifyou would.
Let me ditress a little on your
$iniip,led citiz€nship insofar as rhejusticesystem is coaceraed. In this area,principled citizenship means avoidance ofcourt litigations through faithful
conrpliance with contracual obhgatlons;resort to alt€rnative 'modes of disputeresolutions; cooperation with the judicial
Processes to avoid delays in courtproceedings; and actiw coop€ration in thepursuit of thejudicial reforms of SupremeCourt. We have now in place an AclronProgram for Judicial Reform. or APIR.
The APJR has six components, namely,(1) Judicial Systems and Procedure; (2)
Institurions Development; (3) HumanRcsourcc Development, (4) lnstitutionalIntcgritv Development; (5) Access toJustice by the Poor; and (6) ReformSupport Systems.
Of course, you must not rule outacts of philanthropy. I am encouragedwith the creation of a vast number ofloundations supporting various causes.
That these foundations provide
opportunities for reducing tax liabilitiesmust be an incentive to the founde$; butthis only emphasizes society's need forsuch institutions.
I have be€n immersed rngovernment service for the most part ofmy life. As such, my comprehension ofthe capabilities of the corporate worldis somewhat limited. I call upon you
here to stretch your imagination andexplore your creativity to manifestprincipled citizenship. Corporate models
of management have served to guidegovernment. Now, you, the heads ofcorporations and leaders in business,must again be models of citizenship byyour acts of selflessness and, for lack ofa better term, corporate sacrifice. At the
Global Judges Symposium onSustainable Development held rnJohamesburg, South Africa, Iast l8-20August , I p roposed a nerv o rder :sus ta inab le jus t i ce in thc f ie ld o f
environmental law. Now I propose toyou not just corporate sacrif ice, butcorporate justice, which you can shareto all segments of sociery in service tothe people.
T look forward to the jnvigoration
of government with your acts ofprincipled citizenship. And I hope that wewill all see the fruits of your acts verysoon.
Speech delivered by Chief Justice HilarioG. Davide, lr as guest speaker at the lunchft,um hosted by rhe Asia Societl incooperatiotl with the Ramon MagsaysayA*ard Foundation, 30 August 2002,Tower Club, Philamlife Building, Mahati.
What is required is action aimed not atself-preservation but at selflessness,with the goat of distributing galns tothose who have less in life.
Cfl L a t h r l n s l l t u t ( ' r t s e L l \ J N l s l , - , r , l c r s , r r e J r r r r ' r : o 1
a l ) . t l r ! . a r n . l r t g ro r t r r ' n rb l r ng * r l h l hc r r : r o l e t r r nL r r r r t
! r ow t l r t l r t r . L t l l e ( i l r ( ) n l l l a ( . l n i l t h r l un rh lng ! l ( r \ \ n
t l on tes { ) r , on i h . ( ) t he f h i l n r l . i : t h r . l i r s t I i l r p r r t o r r t d i i r \ l ' \ s r J r t
\ ! ( ) l r , l n 1 ( ) bea ( )n )a f h i l f I | ' l s ( ) n o t t hc ' I n l c r t t . L l r o r r . r l l - . r ho r
Organ i za lon ( . i o re r n r r rg l l o r l \ l n 199 -1 -95 Shc s t r l l s c r r cs , r . r r r r c
o l scvcn . r pp ( )Ln l cL l e \pe r I , 1d \ l sa rs t o t he s . i r t l ( i r r vc r n rng I i r r l r .
t h l r s sha | i ng h t ' r ex l ens rV r c ' \ l ) c r ren !a k r r r ha J r \ c l ( ) pn r rn t n ( r l
rrnlr ol r \sia hut thc rvholc mrrl i l as rrr ' l l
F t r r [ ) e , r n l o n i t s o : . , \ l i U . r t ] 5 1 s . l n r . l r k r l l o ! L r s e ( l
i ns t i Lu t ron * hose n ru l l - s , . h r x r l \ \ \ 1cn1 r s l r r ( ) r c r c l c r . t n t . t n . l
J cspons rve t o t he aon . l l t r ( r ns . r nd n r ' c J r o l , \ c r . L I o r I ) r t s r Jcn t
dc Ocun rpo . n reen*h i l c , A l l \ 1 , r t l a r \ " c r r l e r r r t s l t l gh r r l a \a i :
o f d1 l . t l nmer r t . 1 d p rodua l l \ l t \ ' . Thc r : . r r l i i L ' hcg rns . r t J ( ) . '
no t cs i \ ' 1 r . de L )c , ! l ] r po . , \ lN l r s . r l r r os t t hde . '
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AT 35, the Asian Inst i tute ofManagement stands at the crossroads.
The introduct ion ot a mutt i schoolsystem and the of fer ing of new
Tranagenent ( ou'ses o'r rnfor matrontechnotogy and the humanist ic f relds
of educat ion. the arts, and\ea t t hca r e . p ron i se a s l ro lge '
direct ion and a more responsiveposi t jon for AIM as j t serves i ts diverse
markets and stakehotders and keepstrue to i ts mission of devetoplng thefuture teaders and managers of Asia.
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r ras l z rnc I n l 99S thc Repuh l r ( o t r h r I r h r i r I f r n r \ . { ) n1 . r . J oN
l l l r n t h r L fg l o r r 1 r l l { ( r r r r . t hc h rghc ' s t h { ) r r ( ) r l . r ' : l ( r \ \ 1 r l on , r
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and faculty have collectively embraced in defining its character,in identifuing its priorities and dispositions, and in staking outits path to the future.
In this mold we have developed and nurtured successivegenerations of alumni in the corporate, entrepreneurial, and
development fields of management. Close to 30,000 alumni
have graduated from AIM'S master degree and certificateprograms, comprising 50 percent Filipinos and 50 percent
overseas nationals, primarily fiom the Asian region. Currently,
about 400 students graduate ftom AIM's masteral programs
and about 1,000 life-long learne6 graduate from the certificateprogmms per school year.
During its 35 years of existence, AIM has transformed
itself into a broad spectrum management school, recognizingAsia's need for leaders and managers and change agents at
various levels of governments, small and medium enterprises,
multinational companies, and civil socieryAIM continues to accel€rate efforts at sftengthening its
mission. And after a through review in 1998, AIM adopted a
new mission. Now we are one in saying that "We are
committed to making a difference in sustaining the gowth of
Asian societies by developing professional, entrepreneurial, and
socially responsible leaders and managers."
Second, AIM has situated itself into the vortex of regional
transformation and development to be more relevant to Asia.
We all know that the Asia region is a region of dramatic
cont1ast. It is a region of great wealth and of dire poverry It is
the seat of ancient eastern cultures and of rapid westemization.
It is a region gappling with issues ofjustice and injustice. AIM
feels it is responsible to this region as a whole. It:is especially
responsible to the developing countries of Southeast Asia. Its
role has been to help provide the leadership and managerial
component in the process of social, political, technological,and economic development. To achieve this !ole, AIM is
becoming categorically Asian. Its faculty, student body,
teaching materials, and teaching methods are getting
predominantly Asian. Its programs are being designed for
Asian needs, the various approaches attuned to the Asian mind
and to Asian concerns. Its purpose is not merely to develop
managerial competence but competence in the practice of
management and change in Asia.
TAM: Where is AIM now?
NRC: We have become "why" and "how" we are. The "why"
is the very reason for our existence. The "how" represents the
various ways of manifesting that existence. This makes us different
and distinct from the rest. Let me cite a number ofexamples.
AIM as a market-focused, multi-school system. The
Institute re-evaluated itself in recent years with the intention
of responding in a prompt and relevant manner to
environmental changes. And after considering these
environmental changes-mounting competition, shiftingpreference of the market fiom traditional management skills
to practitioner-odented buildup and training, acceleratinginnovations in technology, changes rn resource
base-we opted to reorganize the Institute fiom aproduct-structured orgar.ization into a market-
focused, multi-school system.
AIM believes that the multi-school system
will provide the necessary reach and breadth to
satisry new demands of the market, allowing it to
be immersed, relevant and responsive to the diverse
interest in the region as they meet the challengesposed by globalization.
AIM is an Asian Institute. Over the years the
Institute has continuously and unremittingly striven
to become more and more Asian in its composition
and in its concems. There is a growing representation of various
Asian nationalities among the students. The present crop of
faculty has a broader regional outlook, greater experience, and
deeper knowledge of Asian management policy and practice.
Regula.r programs are not only offered in the Philippines but
also in other Asian countries such as Malaysia, Indonesia,
Singapore, and India. The curricula including the courses,
teachingmaterials, teaching methodologies-are more relevant
and responsiye to conditions and needs of Asia.
AIM is an Educational Institution. We have remain€d
steadfast in our foremost responsibility of nurturing leaders,
managers, and change agents for the future rather than for their
first jobs or for their present jobs. The Institute's concern is
more for the long range than for the short run. It has continue
to develop and disseminate fundamental intellectual and
behavioral skilts and habit! of thought and action, basic
managerial attitudes and values, and good managerialjudgment rather than familiarit'j' with principles of management
or facitity in the use of current best practices and techniques.
We have reached a point of not eschewing the lattex We merely
do not accept'them as ends in themselyes.AIM is a School of Management. We have remained as
a management school. And as a management school, oul main
thrust is to develop leaders and managers and change agents-
not economists, not business analysts, not industrial enginee$,
not accountants.
AIM is a Professional School. Again, as a professional
school, our primary concern is the development of leade$ and
managers and change agents-not the development of
management science, not the promotion of mere management
theory. The Institute has continued nurturing management
practitioners imbued with a high degree of professionalism
ra ther than management teachers and management
theoreticians. We continue to conduct management research
and consultrng, primarily to investigate important issues in
Asian management and improve our abiliry to prepare Asians
for careers in professional management.
AIM is a Market-Oriented Institution. We believe that
AIM can continue succeeding in its mission by getting the
managerial community-which constitutes its market,
particularly its alumni and its social investors to partlclpate
actively andbecome involved in all of its activities. The Institute
also believes that the marketbest determines whether a program
should be undertaken or not.
AIM is a Student-Centered Institution. We continue
believing in our mandate. We nurture and deYelop students to
become-. Asian managers whose skills, knowledge, and aftitudes
are relevantto Asian conditions and concerns, who are sensitive
to Asian values and sensibilities, and who are committed to
developing Asia and its peoples, particularly the disadvantaged,
the underprivileged, the poor;
Professionals who are tough-minded, responsible
decision-makers and implementers; doers not commentators;
men and women who are committed to striving for excellence
in their work and to using their God-given talents not only for
themselves but, more importantly, for othe$;' Generalists, not technical specialists;' En t repreneur ia l leaders who are in i t ia to rs ,
primemovers and trailblazers, not followers; innovative and
confident self-starters, whether they are into business for
themselves or as memben of an organization; move$ rather
than the moved; and job creators rather than job fillers;' Socially responsible Asian managers who possess
integrity, honesty and high ethical standards; who will try to
humanize business, government and societies; who wil l
understand the ethical implications of every management
decision and feel a penonal sense of responsibility for their
wolke$.
TAM: Thirty-five years from now, how do you see AIM
metamorphosing itself into the Management School for Asia?
NRC: Well. we will continue to believe in our mandate. We
will continue to be relevant. We will continue to be responsive.
We will continue to be sensitive. We will multiply oulselves.
Let me elaborate a bit on that.
AIM will be the Asian institution for management' education. In the next 30 years, Asia will need leaders at all
levels-leaders of decentralized governments, of small and
medium enterprises that can operate globally, of civil society
organizations. To this AIM must position itself as a graduate
managemenl education of choice.
We will continue to nurture and develop leaderc and
managers and change agents. But down the road we foresee
AIM as the training ground for a "democracy of leaders" in
Asia-pe$ons who can lead (not just manage) organizations
and create value and wealth (not just business profits or
surpluses) for Asian societtes.
AIM will continue to be an Asian institution to be relevant
It must be global in thinting and Asian in presence. Is programs
must reflect the continuing realities of Asian business and
governance as they meet with the challenges of globalization
and technological change. Its practice must not merely the
development of competence in the pmctice of management but
in the exercise of leadership as well. Of coune, this will require
a deep understanding of the Asian regton.
AIM must be market-odented to be responsive to its
stakeholden. Today's Asia is multi-stakeholder in composition.
There are many needs, demands, and expectations of the future
in a context never experienced before. AIM must be responsive
to many "markets", many "voices" of Asia while ensuring that
its core competency of graduate management education
provides a clear and concis€ framework for addressing such
markets and helping shape expectations into expertise The
multi-school system will allow the Institute to provide the kind
and quality of education needed by specific groups and"markets" in Asia.
AIM must continue to be known for quality and
professionalism to be sensitive. The Institute has been
recognized for the quality of its education. The standards for
quality are, however, forever being raised. The Institute must
always be working on continuous improvement of academic
standards, of faculty and staff, of educational facilities and
services. Every member of the community must be challenged
by a culture of qualiry and excellence. creativiry and innovation.
It does not stop there. We will continue to treasure and
multiply our greatest resource.
AIM believes that its faculty is its most critical resource.
For this reason, while the management of the Institute is
ultimately the responsibility of its governors, its trustees, and
its officials, the faculty actively sets the Institute's objectives,
strategies, policies and standards, and eYaluates the
performance of its individual members. The faculty leads and
manages the Institute on the assumptions that they are full-
time professionals, dedicated to achieving AIM's mtsston.
The faculty is responsible for student learning and
development, and not merely the teaching of subjects They
are dedicated to nurtudng students grow as competent,
responsible leaders and managers. The faculty members
assigned to a program are collectively responsible for leading
and managing that program, and notjust for the set of separate
courses that constitute it. The faculty are committed to
conducting research aimed at enhancing the relevance of the
Institute's teaching programs to the real l i fe concerns of
practicing leade$ change agents, and at improving the learning
that takes place in the classroom.
AIM believes that the alumni are another critical resource
They have continually influenced the transficrmation of Asian
societies. They have significandy extended the mission of AIM,
creating impact on the practice of managemelt in the region,
adding more value to our uniqueness ard "Asianness" as an
institution, and contributing to Asiab development as a whole.
ln fact. our g.raduates have assumed rnanagement positions in
Asia's top companies, governments, development agencies, small
and medium enterprises, and family corporations. A largepercentage of our alumni are found in the fields of fuance(21%),
manufacturing (24oh), government service (20%), havel and
tourism (13%), social services (6%), marketing (5%), afi
agriculture (4%).
About 44 percent of them hold top management
position; some l9 percent are in th€ middle management; and
around 37 percent are professionals.
Our alumni are involved in a continuous process of cross-
border relationship building. The AIM Alumni Office
coordinates with the Federation of Asian Institute of
Management Alumni Associations or FAIM, the intemational
aggrupation of national associations founded by AIM alumni.
FAIM has 13 affrliates including those of Bangladesh, Hong
Kong, India, Indonesia, Korea, Malaysia, Nepal, Pakistan,
the Philippines, Singapore, Taiwan, Thailand, and the United
States. Chapters in Vietnam, China, and Canada are being
organized.. FAIM has hosted quite a number of events to
further the cause of the Federation and Associations, and the
professional development and business networking among the
graduates are top in their agenda.
TAM: How do you intend to lead AIM through the whole
process of change and ftansformation to make it relevant and
responsive to Asia?
NRC: I have cited a number of points when I assumed the
deanship of AIM in June 2002. Let me just reit€rate them.
We will be global in thinting, Asian in presence, and
responsive to a multi-stakeholder Asia. Most of the things
I've shared with you are related to this.
We will be online. online. online. Brick and mortar is
dying. The gated community is now making way for the
connected community. We will pursue e-learning.
We will chronicle academic leadership, quality and
professionalism. We will invest heavily in the Institute's key
resource the Faculty. The faculty should be thought leaders
and research trailblazers rccognized by regional institutions,
multi-media network, journals, and intemational conferences.
We will internationalize our Faculty through vadous modes
and flexible arrangements.
We will promote entrepreneurial spirit across schools.
The enhepreneurial spirit must permeate across the vertical
silos of management education. We will challenge ourselves
to find and develop the right faculty, the "practitio-demics", a
crop of faculty who are academically qualified and seasoned
entrepreneurs. Or a special team with the depth and breadth
that is provided by bringing together the
academician and the seasoned practitioners.
We will grow the community. We are
str€ngthening our relationships with the alumni
and business community to ensure the relevance
and "right-fit" of our programs and offerings. Ard
in growing the community, we will respect diversity
and individual aspirations, anchoring ourselves
firmly on an Institute Code of Ethics. The next
five years will be marked by transparency and
inclusion. Aside from the challenge of quality, of
access, of relevance, our Schools must be the
laboratodes of leadership. and the yalue and
behavior we se€k in the corporate and public sectors lives of
this Region. A leademhip-centered culture is the ultimate act
of leadership.
So let us come together for the hansformation and let us
grow the commumty.
Roberto F. de ocanpoPresident, Asian Institute of Management
TAM: In the 35 years of AIM, what would you say is its biggest
achievement?RFO: I would say meeting its objective of being able to educate
leaders of the business community of Asia, and to that extent,
contributing therefore to the progress of the region as a whole.
That was what it was intended to be, and it has gone quite a
bit to be abl€ to achieYe that.'
TAM: Having accomplished all these, what improvements are
still needed?RFO: Certainly, any entity has to continue to improve, and
AIM is not an exemption, so it has to €mbrace the knowledge
economy more fully. It was only in recent yea$ that we began
to moye into that forthdghtly. AIM has to improve its
intemational composition-its faculty as well as its linkages
with othe6 schools and entities.
TAM: Are there plans to add another building, center, or
satellite campus?RIO: We're planning to build a knowledge library or resource
center. It is a physical faciliry I am hoping that we will be
able to get that accomplished this year Beyond that, now
that we have our AIM-World Bank Global Development
Learning Network (GDLN) faciliry what I am looking for
in the coming year is its full utilization in a manner that
would make the AIM the regional hub of global distance
leaming. That's notjust speaking off the top of my head. The
World Bank partnered up with us because, among theirpartneff for GDLN in this region, they look at AIM as one
of the few, if not the only one, that is at the same time a
content proyider If that is the way we are perceived and we
capture that role as adequately as we can, then we become
the hub. And that makes the AIM education further
enhanced. It makes us the authority, so to speak, for
disseminating and originating important subject matters in
the field of management, particularly in Asia. It allows AIM
to spread its educational capability regionwide at least cost.
I also expect this year that the programs we started in
health management and arts management will be able to
muster enough funds. I am not pessimistic that that would
not happen because I think both have been able to demonshate
their capabil ity. I have also been approached bypharmaceuticals interested in supporting our health
management centerOther centers have been proposed by various people who
have funds and who want to support yalious types of research.
But certainly I do not foresee a new building, aside from that
library, but that is much more an eflicient deployment of
el-earning technology and strengthening of centers that have
much mord to do with our humanistic side of management.
TAM: What is AIM's greatest strenglh and how do you plan
to use this strenglh for the school's advancement?
RFO: Its greatest strength is being the Asian Institute of
Management and having been the fust to establish that regional
reputation as an authoritative interpreter of how to do business
in Asia. During our recent Faculty Conference, our resoruce
person.reminded us: "Do not forget that you're the Asian
Institute of Management, not the Phitippine Institute of
Management." Many institutions are tying to chip away at
that and also saying that they are interpreters of Asian business,
etc. Many of them don't come flom Asia, but we do. So it is
incumbent upon us to ensure that we do not lose that position.
Now, how are we going to maintain that sftength? The
plans are to continue to develop a strong faculty that is
intemational but largely Asian. Second, to strengthen our
knowledge creation capabil ity, not just our knowledge
dissemination capabiliry That will be done tfuough much
larger research efforts so that we will be looked upon as
aurhoritative sources of Asian management practices.
New Ali4 Research Journal
In March, we plan to launch a research journal, the AIM
Journal for Business and Development. That will allow us to
have a regular publication thal disseminates output of AIM
as well as the output fiom the Policy Centet JBF Center, and
RVR Center. That joumal hopeftlly would help in promoting
what I said is my perception of AIM's greatest sftength. This
time we will be more than an interpreter, we will be a
knowledge creator We will try to come up with original
resealch about the peculiarities of Asian management. And
we will, through our classrooms, our executive training, our
GDLN, position ounelves as the hub of Asian businesspractice.
TAM: Wrere is AIM at 35 and what is its inage abroad!
RFO: We are still looked up to as one of the leading, world-
class graduate schools of management in Asia and still
regarded as one of the leading educational institutions for
leaming about Asian business management practice. This
reputation has been further enhanced by recent recognition
of AIM as not just a school that can disseminate the
technology of management but also as a school that makes
sure, in doing this dissemination, tlere is a proper balance
between teaching how to get a lot of money and teaching
managers how to be good citizens. That is why we got the
Beyond Grey Pinstripes award. The fact that the World Bank
made us their first partrier worldwide indicates that ne have agood image. And we do get feedback from alumni.
That is not to say that we can rest on our laurels. That isjust to say that we do hav€ a good reputation and we should
do everything we can to maintain and even enhance it,
especially in light of the competition.
Challenges to All{
That leads to the next question: What is the biggest
challenge in the Asian region? Definitely, it's the other business
schools. The challenge is particularly felt in our MBM, the
flagship program. It's not so much felt in our Development
Management or Entrepreneurship programs. Most of the
schools coming to Asia are really MBA schools. So we are in
the process of making sure that our curriculum, faculty, and
MBM will be regarded as second to none in this part of the
world, and the potential students in the region will be thinking
of getting their graduate degree here.There are many ways to respond to it. AIM is undergoing
an accleditation, and in the process we are reviewing various
elements of AIM that could not have been reviewed closely
before, such as the need to have a much larger number of Ph.
D. holders in the faculry We're aiming to haye both the U.S.
accreditation and the European one. We've reviewed and we're
strengthening elements of AIM'S structure: the Ph. D.
program; a stronger research progam; intemationalization
of faculty; looking at our curriculum and comparing them
with the top schools around the world and making sure that
we're not behind the timesj reviewing our intellectual capital,
case studies, etc. so we can make sure to upgrade these and
increase the number of Asian-based case studies. So these are
the things we will be doing this year. But I do believe the
utilization of our Global Distance Learning Center (GDLC)
will also be part of things that would allow us to stay abreast
of competition.
The lmDortant Role of Alumni
TAM: How do we plan to tap AIM'S 30,000 alumni?
RFO: When I fust came here, I noticed that we did not have
very strong alumni relations capabiliry There are all sorts of
reasons why tlat happened, but since then, I think everyone
has been a lot more conscious about the need for AIM to keeo
in touch with alumni.
For example, while we give our students as they enter
AIM an email address, for some reason, when they leave we
take it away from them. As a result, we were unable to track
our alumni. And that s€nse of belonging that one would wantto encourage in the alumni, which hopefully would encouragethem to support AIM-a phenomenon you see in U.S. schools
in particular. We need to give them a sense that we have not
forgotten them. So we're doing this and we have dedicated
alumni offices, which we will continue to enhance as we
finalize our database.Aside liom that, we have more activities with the alumni.
Every month, we have a meeting with them where they come
up with recognition awards. Also, they have, for tlre fi$t time
last year, raised funds for the naming of two rooms in ACCM.
In a.matter of weeks you will see another of the physical
contributions by way of a permanent and more classy looking
signage-holder on the lawn. So we do not end up sticking pieces
of wood and streamers there on an ad hoc basis. And I've
been talking to the alumni associations, who are searching for
meaningful contributions. I said that everybody tends toprovide for facilities. And while I am not averse of course togetting more funds for facilities, I told them that it would beparticularly appropriate for the alumd to raise funds towards
faculty development because the faculty are their closest
relations while going through AIM and the people that gave
them their skills. A stronger, more developed, and better-
compensated faculty also allows the AIM to maintain its
world-class capabiliry its cutting edge, v/hich, on the other
hand, will leave the alumni with continuous bragging rights
about having graduated fiom the AIM. If our faculry for lack
of support, begins to weaken, then AIM would be weakened
and the capability of the alumni to have their bragging rights
is diminished.
How do you see All 35 years from now?
I hope I'm still around. It's very hard to predict exacdy
how it will be because technological changes are occuring so
rapidly. But I still look at AIM 35 years from now as a leading
institution in Asia for Asian management practices. By that
time, of course, I expect AIM to have expanded its reach
throughout the region so that AIM programs would be the
future of education in China, in Indochina, in all sorts of
other countries thrcughout the region, so that the fullness of
AIM's being the Asian Institute of Management would be
even more apparent 35 years from now. Of cou$e, the sort of
educational tools that would be utilized are
beyond my imagination to make predictions
about... The important thing for AIM is not to
be left behind as the years go by and to maximize
its capability to reach out.
AIM and Asia 35 Years Hence
Asian countries 35 yean from now will be
hopefi.rlly more developed. One reason why we
are paytng particular attention to the Mekong
Delta countries is we feel that we can play a role
for theri, similar to the role we played in the
Philippines during the formative years of AIM
and the stirrings of the Philippine economic development.
That way we would have become a strategic entity in the
development process of countries within the region that as of
today are still in the first stages of development.
I mntinue to say in many of my speeches that this century
is still going to be looked upon as an Asian century, that the
main region of the world that will be the leader in driving the
worldwide economy this century is Asia. And if the AIM is
an integral part of that move, then 35 years from now AIM
will be a venerable institution of higher learning... Seventyyeals in the life of a school may not be that old, but if we
evolve in those years as a strategic parmer in the rise of Asian
economies, in what I see to be an Asian century then we will
be a yenerable institution and a dynamic part of the world
economy.
Levi Verora, AIM Dircctor for Knowledge Cfeqtiort,
coflducted the inteleiew with the Dean. The President wcs
interviewed by Rose Cheryl Orbigo.
In The Name of Excellence
The Atumni Achievement Award (Tripte A)For over three decades, the Asian Institute of Management (AlM) is proud to have produced men and womenwho have disptayed professionaI success, inspirationa[ leadership and a commitment to sociat devetopment'lmbued with a passion such fietds as corporate management for excettence, AIM atumni have stamped theirmark in both the pubtic and private sectors in, entrepreneurship, government service, the academe, anddevetopment management, among others. These individuals are responsibte for building corporations,strengthening institutions, and devetoping communities. By Michael Benedict Lopez
n a fitting tribute, the AIM, in coordination with the
Federation of Asian Institute of Management Alumru
Association (FAIM), will again confer the alumni
achievement award (Triple A) to a select group of exemplary
alumni. Amongst the nominees are three distinguished
graduates from the Master in Business Management
Prognm (MBM), Business Management Progam (BMP)
and the Master in Development Management Program
(MDP). They are Ahmad Mohammed Magad (BMP 1983),
Suchada Ithijarukul (MDP 1982), Hadenan Abdul Jalil
(MBM 1975), and Manuel Murphy Cojuangco (MBM
r973).Over the years, Ahmad, Suchada, Hadenan, and
Cojuangco have earned the respect of peers, set unparalleled
standards of quality, and enriched the lives of others.
A i{atter of QualityIndei:d, for Ahmad Bin Mohammed Magad, quality
continues to be the driving force of his life- After graduating
with an opticai engineering degree at the prestigious
Fachhochschule Aalen in Germany in l9?4, Ahmad started
his illustrious career with the Economic Development Board
(EDB) of Singapore where he worked at the Precision
Engin€€ring Institute. He left the EDB in 1980 to join FfW
industries, a firm in the optics indusfty. While working for
FJW industries, he was chosen by management to undergo
the BMP at AIM in 1983.
Eventually, the knowledge and tools Ahmad acquired
during his stint with the AIM enabted him to position FIw
industries llom a mere component manufacturer to a full-
f ledged optical instruments maker, including high
tecbnology military night vision devices and systems for a
wide range of global clientele. A brilliant managel, he
developed a sftong strategic and forward-looking structure
for the company and implemented an effective human
resource program for the organlzation.
After working for FIW for eight years, Ahmad decided
to seize another opportuniry In 1989, Ahmad invested in a
start-up in Singapore; a joint venture with a U.S. based
industrial optics company called II-VI Incorporated. He
became its managing director, a tide he holds to this date.
Over the next 10 years, he was able to grow tlle firm into a
SGD 42 million company, which represents 25 percent of
the total worldwide group turnover of the II-VI group. More
importandy, he has been able to report profits in eYery year
since 1989 and has established a subsidiary operation based
in Suzhou City in China in 1996. Aside fiom expanding
the company, Ahmad was able to obtain lSO 9000
certification for the firm in 2000 and was instrumental in
letting the company win the Singapore Ministry of
Manpower's Safety Performance Awards in 2000 and 200 I .
Furthermore, the company was also admitted to the
Singapore Quality Class, a benchmark of performance
excellence in that country.
In developing his managerial competence, Ahmad
turned to the academe for enrichment. He garnered his
MBA degree at the Singapore Institute of Management/
Brunei University Program in 1990. Not content, he thel
pursued a part-time toctorate in Business Administation
with Henley - the management college/Brunei UniYersity
located in the United Kingdom. He expects to complete
his doctomte by 2003.
Aside &om exhibiting a keen interest in managerial
excellence, Ahmad is also an avid supporter of
entrepreneurship, community development, and helping the
poor During the first part of his DBA program, he engaged
in a consultancy project on entrepreneurship in the Malay
community in Singapore. He eventually became an advisor
to several small and medium enterprises (SMEs) and a
member of the Singapore government's Economic Review
Sub-committee for Domestic Enterprises. An active member
of the communiry Ahmad has served as member of the
board of directors of several govemment statutory boards
and has been a member ofthe Singapore parliament. He
has also implemehted programs to aid the lives of the poor
Malay Muslim people and raised significant amount of
funds to support community upliftment projects.
Strategic ExpansionExuding dynamism, Suchada Ithijarukul knows what
Continued on pdEe 70, Triple A
Woffi€;the Glaszu
oday, €ven
when
m a n y
women find their place
in the halls of busirress, the
glass ceil ing issue shifts to
discrimination. Perhaps because statistics have
not changed much since the past decade. Statistics
would show that the higher you go, the less women
tlere are.
Does it follow that discimination still existsl"Discrimination is a dangerous word. I've learned to beveryprecise about this. lfyou mean outright discriminationlike "Ah, you're a woman, I won't hire or promote you"jthat does not exist anymore or very little of that exists,"explains Prof. Victoria Licuanan.
The glass ceiling and discrimination is a very complexissue. Prof. Licuanan explicates, "Speaking as an employer.
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. l l i , 1 . : L r i r r i r l r r ' t ' ( . r 1 f r . l r . r r t ' o l n i t r o l n . r n . t { t n g t l r t i r
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, r t L r ' r ' l l ' l \ ' ' : l ' c l t I g . . l h t $ r r n t , t n r l o r ' s l t S r r O l S O D t r r C h
l l r . l l L l r ( ' l ] l i s i , . L ] r . l J ( ' . \ n o r \ \ . l l r l t o . r t t e n , l I ) T ' \ r ' r ' r c t t i l ] ] g s .
L t : I h t ' u r , D r , r r ' , r l r , , . , r . r n l : t ( ) . l t l c D ( 1 t h c P I r \ D t c c t r n g s
S h L t h r f l . t h , r t r l s l r e J r r c : D t s h e s n o l i l g o o d n t o T h c f . '' | l t L ' r r ' . L r t r , L r r i l r : r e . 1 \ r t l s r r l t t t l t c l e d l t l t ( ) l s o n t a n v
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\\ '()r1r( r1 tfe tlre pt'oblen. But ntorc and morc wor'ltL'n i l | r,
[ ' re . i l i i ng th r u lass ce i l ing , take l )can N ievcs Con l tsor i r r
i r , rn rp lc . Shes the dean and a fb rmcr cabrnc t mcnrber . '
I r r o l . I - rcLran ln e nc ls
Thc gl,lss ceil ing tl 'rat is a barrier to the advar'rccmcnt
{ ) l \ \omen in thc 'workp lace 's t i l l ex is ts bu t man_v \ ronrcn
arc h r cak ing th r rugh i t . Whether there is s t i l l d isc r i rn ina t ion
or rvhc thu *omen w i l l ing ly d rop ou t , t l ' te fac t ren ' r l tns
l h i r l t o d a \ ' s w o n r e n a r e e v o l v i n g , t a k i n g o n . r n , 1
accompl ishrng molc . And many o f A IM's a lunrnae c . rn
a l tcs t t ( ) tha t .
l - o l t h i s s p e c i a l i s s u e , r v e a r e f t a t u r i n g l o L l
ou ts tand ing AIM a lu rnnae who have c racked thc l l . r : .
ce i l ing and renrarkab l_v s t r i cken a LT: i lancc iTc tu tc r . . l r r ' t '
, u r d t i r m r l l ' T a e S o o k H , r I ] ( \ J I l N l S l r . l ) r , , r , , ' , ,
C o n r m u n j c ; r t i o t r s o f t h c C ; f , r r , l J i t t r l , , i t r i i r . . \ r , i L r .
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pu rsues theh ighcs l \ l an r l . t r Js r r l l . t ' t l o t t r r . t t t t _c . l l r ( r l a \ \ r ( ) i ) , t L I s r l ) .
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i s t o unbund le e l ec t r i c r t r r , L t t . r n r r r a | . l r . l t 1 ( r r l r r r r c \ l r L r r l L r l r r r . !
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t he so \ c rnmen t and o l t hc P rcs i . l cn t r vho a l so happened
r , l , . l . r . \ m d t ( . r r i \ t t A . . . r ' r l ' t t " n C , ' l l c g c I r c r l ' r7 !
l . r l r c r . rn thc s incenty o l lhe Pres idenr and I a lso have
th.rt si imc sincere dcsir( ',to help the governmcnt. It is t irne
for n re l , r :e r r e oLr r count rv . Commiss ioner Co l . rvco s : , id .
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nrarkct development. and to clevclop c()nl lralr lr()r l
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a pass ion fo r work and ye t neve r f o rse ts the w isdom andva iue o f t he se t f . Bv V iv ien Lee V . Labas t i l l a
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t he h igh -vo l t age l r 1 r r \ r I l \ \ r ( | r L r r c ! . , l l \ l t t i . L l ( i ( r n . l t r l n l l ha
d i s t r i bu t i on u t r l r t r cs sueh . r : \ l t ' r , r l i o t hcn t hc ' u I l ' l r . LnJ
rne te r i ng . These a rc t hc ! l r l J r r r n t l L r ra ( r ( ) r ) s 1 ( ) \ \ h l ah i ha l . t t r s
w i l l be unbund l cd . ThL ts t h , . n \ ( ) L r r r ' L r r \ r r ou r c l c i t r r t h r l l .
you wil l know lo wl) lch lhasc lLnatr()n5 \(rt l r rrrtrrrc\ gt)! ' : l lal
k i l owa t t - hou r ' . '
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c o n s u m e r c a n c h o o s t ' $ h r ' r , l ( ) r . r r \ L l a r l r l ( 1 1 \ l h t : t : s t n t i l . t r
t o wba t happcn t ' t l r n l hL ' l c l e to r t t r nJu : \ F r ( ) r n I l . l l T , r . , r
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t l r c! ( ) \ | ' f n m h e ir i thc ciectricitv nrarket. con t inued on poge 72 , woman
the Activist" l t shoutd not f igure prominently that because of orin spite of being a woman. In the f inat anatysis, youare a good manager. That 's what shoutd matter."- Mrs. Victoria P. Garchitorena. Avala Foundation.
By Patricia Artadi
"ln most of the ASEAN nations, women are seen to be more
active than in the past, especially in national development efforts.
As the countries inthe ASEAN region continue to develop, further
progress is to be anticipated in the education, employment, public
life, social policies and society's aftitude towards women."
- Beyond ProJit: ASEAN Wt)melt Managers tn Government
dnd No t -for- ProJi t Orgdn iza t i on s
Prof. Victoria Licuanan, AIM
A IM is commined to empowenng women lo be leader
,[\ managers for Asia. The Asran rcgion hds seen an
I \rpru.g. in women assumrng high-level posrtrons in
business and government. Impressively, AIM's women
graduates have been chosen to take on these positions. They
are renaissance women who have an unwave ng commitment
to their country, to economic and social development, and
thet family.
Mrs. Victoria P Garchitorena is one of these awe-
inspiring renaissance women. lt's a wonder how she manages
to find time to relax when she holds a myriad of positions in
the corporate world and in civil society, aside from being a
wife and mother.
Currently, she is Managing Director for Stakeholder
Relations for the Ayala Corporation; President of Ayala
Foundation, Inc. and Ayala Foundation USA; Director of the
Philippine Charity Sweepstakes Offtce; Senior Consultant on
Poverty Alleviation and Good Governance for the Office of the
President of the Philippines; and Member of the Asia Pacific
Advisory Council Against Corruption of the World Bank.
Upon remin isc ing about her days in A IM, Mrs .
Garch i to rena (MDP'74) has fond memor ies o f A IM'S
management simulation games for it was an enriching
experience for her. She relished in the camaraderie and
friendship, and enjoyed the diversity of AIM. It meant
discussing pertinent management issues of their time with
people from different industdes and cultures. And because her
class;was composed of individuals from different Asian
countries, it enabled her "to broaden her worldview, and her
compass."
But success does not come without its sacrif ices and
obstacles. Like many young mothers, Mrs. Garchitorena
remembers that a lot of sacrifices had to be made because she
was fiIst and foremost a mother and a wife. Family life made
studying in AIM difficult. "l would only see my kids on the
weekends, and even then we would have to be in meetings in
order to study the voluminous cases that were given to us...I
remember my kids visiting me in AIM." Fortunately, Mrs.
Garchitorena is blessed with a supportive husband and
understanding children.
Society's worldview on discrimination is changing. Men
are more sensitive and are more careful of what to say and how
to act. Mrs. Garchitorena sees women evolving atthe same time."Women arca lot stronger and don't react to it as much anymorc.
But by and large, discrimination is not as rampant in the
corporate world. They are more sensitive to it now"
Mrs. Garchitorena is very passionate and emphatic about
the advocacy of women's rights, the eradication of graft and
corruption and various other causes. She is a fine example
that the role of women in society has evolved in the Philippines,
for they have played not only important and numerous, but
also visible roles in the growth of the country. When asked
who she is first and foremost: Manager, Homemaker or Civil
Society Advocate? She believes that she is more of the
Advocate and Activist. As far as she can remembet she has
always been pushing for reforms.
As early as her college days, Mrs. Garchitorena would
be found in Plaza Miranda. She was active in the toppling
down of a dictatorship and the impeachment of former
President Joseph Estrada. "I have always had the natural
inclination to do adyocacy and development work." Mrs.
Garchitorena explains that to do advocacy work is significant
to one's social responsibility. She has had many years of
experience and countless networks of people who share the
belief that advocacy is important to nation-building.
There are many reasons for the sudden surge of
empowerment and advocacy in society. One of these is
education. Relevant training programs enable women to move
out of the mold and empower themselves to be better
individuals. Mrs. Garchitorena is an advocate of these training
programs. She distinctly remembered one training program
that she felt addressed one of the most critical issues for
women. It was called Give Women Credit in the Netherlands.
It addresses "how critical the role of women is in micro finance,
and it's an established fact that when you lend money to
women especially in the poorer families, there's a high
probability of it getting paid and whatever money that the
business makes goes to the family lather than to
vices..lWomen's Credit Programs are very good tools for
pov,erty alleviation. "
Aside from micro finance for wonien, another pressrng
issue that affects women is the lack of education for girls."It's a social fact. The education of girls, who will one day
become motherc, is very critical for social development and
poverty alleviation. Because on one hand, in many cultures,
the preference for men is still very straong...When there's a
family that has very limited resources, it is usually the boys
that are given an education. Not realizing that one of the
most cdtical roles of women is their role as mothers.
Therefore, the role of educating children falls much more
heavily on women, rather than men...In social development
(educating girls), is the most important social int€rvention
which is uniquely suited to women."
Home management and child rearing are skills that are
not biased towards women though. In fact, when the interview
shifted towards business management, Mrs. Garchitorena
explained that there are no certain characteristics which enable
women to be better managers than men, and vice-versa. She
believes that v'/hether it is business or in the home, men and
women complement each other
Men and women have their own strengths and
weaknesses that enable them to both haYe great management
skills and run a good management pool. Women bring in a
different penpective to the situation. Sorne qualities which
are more innate in women though are "intuition and
sensitivity," as well as a ,"suonger bent for consensus building
rather than confrontation." She clarifies though that these
qualities are not exclusive to women. These just come more
naturally to women.
The best for management though would b€ to have a
good mix of men and women of different characters and
personalities, and of course expertise. "More and more
corporations are looking into creating a good gender
balance, not just to be politically correct, but in order that
there maybe a good mix of characteristics. It is certainly a
good thing, in that it opens doors to more women."
Her advice to aspiring manage$, both men and women
is to "...recognize your own strengths and weaknesses. Build
on your strengths, especially your sensitivity to other people.
After all, the world is not made of machines, it is made of
people, and that is very important in management. We are
seeing that people-related skills are becoming increasingly
important in large companies." Further to this, Mrs.
Garchitorena thinks that gender should not "make too much
of a difference. Because the less you call attention to it' the
smoother the process arld tlle interpersonal relations are. One
should not have to be pushy about being a woman, and yet on
the other hand, one should not deny the unique characteristics
that you bring in as a woman...and this rings true for everyone,
you should not limit yourself. Women have a tendency to hold
back their potential. They should just look at all their
colleagues as people who are equals. They all have their unique
capabilities and so do you. Be comfortable with your Woman-
ness, and bring that in."
T) A Advenising Clhailand) Co.. Ltd. was established
h|l in 1992. It is Thailand's first and leading recnritmenr
I \advenising agency which offers one-stop recruiffnent
services to clients. The company serves over 2,000 leading
orgaaizations in Thailand. PacRim Consultancy Services waslater established in 1994. It offe$ HRD and competency
consulting services. A year after, PacRirn Solutions Co. , Ltd. ,which offers IT solutions, was put up. Then lastly in 2000,
PacRim Leadership Center Co., Ltd. was founded. The
company is the exclusive representative of Frantlin Covey in
Thailand and the leading provider in leadership and
organizational effectiveness solutions.
Pomtip has the arduous task of setting a clear vision
and direction for these four companies. She formulates
strategies, sets up effective processes and structure for the
businesses' gowh, and look for new challenging business
oppoltunities. Pomtip also commissions the right people into
the company, whom she develops and motivates to achieve
not only company's goals and objectives, but also individual
wellbeing and fulfillment.
Road to Success
All her successes date back to 190 when she entered the
Asian Institute of Management (AIlvI) to take her Masters in
Business Management MBM). She relates why she opted to
study at AIM, "I had a chance to work with some AIM alumni
in Thailand, and I admired their capabilities and the quality
of their product. Most of them were holding top positions in
various organizations. They had intemational standard. They
were competitive and marketable. Seeing all these, I wanted
to be a part of AIM."Porntip dared to take the ADB scholarship for an AIM
education Che aspired for. "The exam was tough and difficult
for me but it did not dampen my spirit," she says.
And nothing seems to dishearten or curl Porntip up, not
homesickness, adjusfinents to a new environment, being the
only studerrt ftom Thailand, or even being surounded mosdy
by men in class. "The men in our batch were about 85% and
we (women) were very few. But we did not feel inferior or the
rninority of the class. In fact, we were as strong and tough as
our male counterparts. We were just as competitiye and
independent." Porntip furthers, "To survive and succeed in
AIM, students had to fight for airtime and defend theirposition. And the women in our class were very aggressive."
Her Biggest Chal lengePomtip's greatest quest came after graduation in 1992.
After retuming to Thailand, she braved to establish hel fifft
company RA Advertising (Thailand) Co. Ltd. the product
of her Management Research Report (MRR). "RA
Advertising is the output of my thesis. When I did the
feasibility study, I found that there was no existing recruitment
advertising agency in Thailand. There was big opportunity
for such business so I went ahead."
Porntip started the business with l imited business
experience, network and financial resources; howwer, "I had
a lot of courage, determination, enthusiasm and optimism.
These led me to greater distance," she says.
Since RA Advertising was the fi$t of its kind in Thailand,
Pomtip encountered some difficulties along the way. "The
market had very little knowledge about our service. During
the first two years, we had to educate prospective clients.
Newspapers have been serving HR clients direcdy for a long
time and some of them have already built strong relationshipsi
therefore, some of them preferred to contact newspapers
directly instead of going through the advertising agency."
But Pomtip did not give up that easily. "We did not stop
clients to talk dir€ctly with the media. Our intention was not
to stop their relationship. We clearly communicate to both
client and the media that our job is to add yalue into the
process. We also built parmership with all the media and
helped them see the value of our services."
Today, Porntip is proud to have become the premier
recruitment advertising agency in Thailand and to have grown
the business fiom one company to a group of four companies.
Moreover, Pomtip is most thankful for having weathered a
horrible storm. "I am proud that we were able to keep all
companies survive through the economic crisis from 1997 to
2000. We are growing and expanding."
Beh ind Her Success
Behind every man's success is a woman. In Pomtip's
case, a man is behind her through her triumphs. "My husbandgives me tremendous support. In whatever I do, he is always
beside me He encowages me to set higher goals in life. He is
my coach and my mirror"
Although Porntip and her husband may haye different
management styles as partners in the business, they have
become the best of teammates. "Wg are very different. He is
very dieql, open, tough and action-oriented. My style is more
balanced and detailed, and as much as possible, I prefer to
compromise."She furthels, "We may have different opinions in doing
the business but we value the difference and we see it as strength
rather than weakness. Our difierences give us more ideas and
options in finding alternative solutions."
Pomtip has been maried for ten years and the secret of
their marriage's success - "Proper planning and time
management. We make sure that we have time for different
roles in professional and personal lives. We enjoy common
interests like travelling, golf and just talking to one another"
Break the Glass Ce i l ing
Porntip believes tlat women can be as good leaders as
men. In fact, she says, "Women can be better leaders because
we have higher interpersonal skills. We are more sensitive to
human needs."Her advice to women - "Have higher education and
become more independent. Have higher self-confidence and
learn to be more aggressive. But do not focus too much on
career and forget the important roles of wife and mother"
Polntip llimapufl is also the President of the AIM
Almuni Club Thailand.
)-) rr r= rrr-rrr!:=sgr-r-ElJt ;.Jli-',,.-{^e5Jl
SUGAR HAN
Breaking the GlassCeiling in I(cleaBreak ing the g tass ce i t i ng i s symbo t i c o f women a lumn i whohave made a d i f f e rence and who have b roken genderba r r i e rs i n t he i r coun t r y . 5 ince i t s i ncep t i on i n 1968 , A IMhas p roud [y shaped success fu I women managers .By Patr ic ia Artadi
". . .(A) malor par-t of the Asian economic rniracle is m;rcle possible bccause rvontcn
are doing their sharc. Morcovcr, womcn arc holding up their half of thc economrc
sk), along with upholdrng thc tradit()ns of tamilv values so essenridl ro Asii l As wc
go lnto thc ncxt ccntur-_y, there is no stopping the energv and capacrt_v fitr growth that
we see in today's women of Southeast Asia. Thc ncxr centurv rvil l be an exciring
one. "
'Breaking Banicrs: Businessrvolnen ,t l Southeast Asia
l)rof. Victola Lrcuanan. AII\1
-fl egardless of the m-,-nad ot roles at home', rn thcrl cnrerprisc, in thcrra ,
l{ Aouern'rent A l l\ l r $ornen alunrnj havc hcld their orvn. Their service arrri
- l- \.r:ommitment to their count|v. the ir entcrpriscs. and their larnily e\ernPli l ies
A IM's best. I 'he lact lhal these nrilestones rvere madc bv rvomen is cvcn nrrrre causc
for celebrafion.
AIM is a firm believer and stakeholder in the commitmcnr to crrpow.r womrn
and eradicate discrjmination. In its 35 lears of cxistence. rt has connibuled ro honing
womcn lcadcr-managers, preciscll fbr-thc reason that the larv of supply anrl derranrl
applies firr women. Asia has seen an upsurge ol_ rvonren rvho hatc choscn fo bc
active in big business. in smail and mcdium enterprises. ancl in nattonal or rcgronal
deveiopmcnts as a wholc. AIN{ saw rhat as the Asian regron continuecl lo cmctge
and grow, socral policics and socrct_v's attrtudc to\,",afds wor'nen contrnucd to changc
as they became even mor-e ol a drlving lbrce in lhe econom!'
One of these driving forccs rs Ms. Tac'Sook Han, better knorvn ;rs Sugar Han
Ms. HaD is irn MUM 84 alumnr and is currentlv the Direcror l i lr Conlnrunic.rl irrrs
of the Grand Inter Continental Se'oul ancl CC)EX I ntcr -Contr nental Seoul in Kore.r
She is also concrrrrentlv the I 'resident ol lhe AIM Ko|ean Alurnnr Associatron and
Representative ro the Federation of n lNl Alumni Assocralrons (FAlN,I). In 2()02,
Sugar Han rvas electeci as Vice Chairman of FAIM. In K(n'ca, Ms. Han rs currentlv
thc Presidenl ol thc Hangaram Busrncss and Prolessional Wonren s Club. ancl hds
servcd in vanous capacitics in the Korcan an,.l thc International Fe.leration of Busincss
and Profe'ssional Women s CLub, as rvcll as rn thc Career Wrnren ir Korca Ilusrness
Club .
In an on l ine in te rv ieu , . I v ls Han renr in isccd about A INI in the 8( l san . lhorv
her MllM deliree has contributed to her success as a $,oman in the chan{rng economr
of Korca.
Ms. Han cnl oye d thc cxpcr icncc of cultural ancl gencler d rver sit_,- S h e r e m ern be'rs
the obs tac les and l i c to r ies o f s tud_vrng jn A IN{ . The A lN l exper ience cer ta in lv
(
broadened her mind and taught her the
value of being resilient and strong rn the
face of intense competition. In her two
years in AIM, Ms. Han garned a great
deal of confidence in spite ol language
barriers and such. ln fact, she was even
elected as Vice-Chairperson of the AIM
Ovcrscas Student Association.
Her AIM education taught her
confidencc and how to value herself as
.r p.r\on lt w,r' blind tu dif lerences in
culrure and gender. What mattered first
and fbremost in the AIM of the 80's was
academic excellence. Hence, Ms. Han
had to app iy her func t iona l A IM
educat ion to rea l - l i fe gender
discrimjnating issucs or situations.
Although the glass ceil ing has been
broken in most Southeast Asian nations,
in East Asia there is sti l l a great deal of
inequality that Korean women have to
face. According to Ms. Han. although
most o f the Korean labor fo rce are
composed of women, very few are tn a
manager ia l pos i t ion . She be l ieves ,''Promotion in the company should not
b( l im i reJ r , ' men. bu t equ, r l oppor run i ty
should be oflered to women."
Ms. Han shares tha t she was
unable to undertake tralnrng programs
that cater for women since shejoined the
rvorkforce afier hcr AIM degree. But she
felt that there was a pressing need tor
this. She shares that, "Korea in the
lq80 s had ,1hoJr 3 -q fcmale co l lege
graduates only. out of 1000 employees."
Upon learning of this, Sugar Han
lo ined t *o Women 's C lubs - Career
Women in Korea Business Club and the
Business & Professional Women's Club.
Its members became her iole models, for
rh(\ srro\e hdrd ru be rLrc, e'stul in spile
o f the d i f f i cu l t s i tua t ions faced by
u'omen. It has also become a venue fot
fellow successful women managers to
n v r $ . r r k l n J { h , i r e l h e i r L n o w l e d g e ."Cons ider ing mar r ied women have
re la t i ve ly less t ime due to fami ly
ob l iga t ions , meet ing many women
pro le" iona ls a l unc t ime ( , in sdre l ime
and broaden networking... "
Cont inued on poge 68 , Sugar
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Double AciNorman & Peter Samonte
t nOnthe face of it,many
the father andways. By Joel
son are dif ferentAdriano
he father, retired Police Chief Superintendent
Norman Samonte is military-bred, a dedicated farnily
man who spent his entire career in government
service. His son, Peter Jason, eldest among his four boys,
preferred the unassuming world of engineering and the more
fiaancially rewarding private sector
ttre dtder Samonte was an MBM '73 graduate while
Jason completed his MBM in 2000. Prior to AIM, General
Samonte is a grad'oate of the Philippine Military Academy
(PMA) while Jason took up industrial engineering at De La
Salle Universiry Now retired, General Samonte is making
firll use of what he learned from AIM only at this late stage
whereas Jason's education ftom AIM immediately came in
handy.in his work as a line manager of First Gas Power Co.
based in Batangas.
; 1 , r . : : : : : : : l t
Becoming a PMAer for General Samont€ is by no means
an accident or surprising. His family has a long history of
military service. (His brother Fran*lin was a brigadier general
while their father was a sotdier during World War II.) However,
he did not enter the PMA outright. After two years of pre-med
at the Univenity of the Pbilippines and getting discoumging
results, he took it as a sign that he was m€ant for another
vocation, and a military career came natually
During his time, it is alrnost unleard of in the military to
get a Masters degee. "They wor.rld talue more if you go to the
United States for a short military taining," the older Samonte
said. In a way what he did was rather unconventional.
Jason needed no convincing that an AIM education
matter. General Samonte merely shared with Jason lots of
warm memories about AIM during the halryon days of the
70s, an4 at one time brought Jason to one of his AIM class
reunions. Seeing a lot of his father's batchmates now successful
and occupying top positions, it was then that the young
Samonte realized that an AIM degree could give him the
leverage to get ahead especially in a tlght job market. More
importandy, an AIM degree can open up opportunities to a
hdst of better jobs with higher salaries.
Although life at AIM is hard and difficult both intimat€d
that they had a great time. General Samonte said that the
military training prepared him to handle the pressure at AIM,
which he described as a "mental tower to conquer" Although
Jason did not have that kind of training, what he does
possess, General Samonte said, are the patience and
determination, qualities which he acquired from his mom
and which helped him get through the tough MBM program.
During Jason's days at AIM, father and son would often
compare notes. To his delight, General Samonte's professors
had been Jason'i professors too, including Bobby Lim, Gabby
Mendoza and Jess Gallegos.
In the futue, when I have children of my own, I would
probably encourage them to study at AlM," related Jason"As my father had said, AIM prepares you for the
competitiveness of our ever-changing world."
:./..'J) 9F l,tS,r ZL&tlJg, e15g!..:ft;\tt :}J r/l'n!'.azt!,
Father & Son:Ramoncito & Joseph AbadAIM no t on ty enhanced ou r t h ink ing andana ty t i ca I sk i t t s bu t a l so gave us theoppor tun i t y t o make [ i f e l ong f r i ends andbus iness Da r tne rs .
By Mary Grace Sablaya
"Ri*H.ffiTffiTif,;:*rxibonding with classmates in AIM, Mr Abad makes it a pornt
to host mini-reunions in his cozy veranda overlooking Makati
skyline.
Abad was the lo rmer Cha i rman o f the Board o f
Development Bank of the Phil ippines and currently holds
chairmanship to several companies. A very active cntrepreneur,
he is also actively co-organizing their batch s 30'h anniversary
and grand reunion this year.
Aside from having a fulf i1led profession, Mr. Abad is
also a very proud father to his one and only son, Mr. Joseph
Platon "Jon" Abad, MBM95.
Being away from home, Jon eagerly shared his views and
experiences with AIM and his father via cmail.
Jon owes a lot to AIM as it played a vital role in his
decision to migrate to the US. AIM has been instrumental in
his finding a career with Chemoil in San Francisco. ln 1999.
Jon migrated to the US and soon afterward, started a family.
Du ng the 70s, the Masters in Business Management
Program was the only program. Mr Abad boasted that his
batch owned and ruled the campus then. Their batch only
had two classes with almost 50 to 60 students in each class.
Mr. Abad further shared that norms wcrc very strict
during his times, there was a feeling of instabil ity and the
\ /
nrade him a l itt lc bit upsct but lookinll
back , he apprcc ia tcd thosc ex t ra"
struggles that he had. These made him
rea|ze that he has ro work harder than
h i s c l a s s m a t e s 1 o e v o l v e o u t o f h i s
tather's image ancl to earn their respect.
S ince bo th fa ther and son pa id
ther r wa_v to schoo l . bo th rvantcd to' 'rrake the most" of their stav at AIN'[.
Both cannot afford to fiunk and so both
reallv l ircused on their-studies.
Mr. Abad was a second vear Larv. r u L I e n t a n d , 1 t r h e . , r n t e r i m e u a s d , ' i n g
some academic researches w i th the
Universitv of the Phil ippines befbre he
c a m e t o k n o w a b o u t A I N l . H e
considcred an MBM in AIM to bc thc
best education rhat he needed at that
t i m e B e l r e v i r g r h a t . u c h e d u ( d r . o n
r rou ld shor t r 'u t h rs wav ro undcrs tand ing
what h sincss rs, Mr Ahad de.ided to
eilroll id the MBM Prog.afi.
First semester in AIM $as reaily
a s t rugg le academica l l y bccause Mr .
Aar,ld h,id rro 0usirrcs: 6.1c(grtl(rrL/. /
learned through thc bnll iartct' r:rf mv
c lassmates . A lso . c lass 1972 gurded
us th rough, shcpherdrng us o l l sor1 l . '
diff icult classes. One of the stLrdcr]ts
then q ,as Ed Mora to , he u ,as onc o f
t h o s e u ' i t h b r r l l r a n t a n d c r e a t t v c
m r n d s . "
Compctit ion was then ver)' stjff
and his l irst ycar stay in AIM really had
a strong impact on Mr. Abad. But the
blcnding of both the young and senror
students made'theil class more mafurc.
As one of the younger ones in class. Mr.
A b a d c o n f e s s e d t h a t h e g a i n e d
suhsrant ia l learnrng f rom c lassmafes
who t \ ( rL l5 l0 vca t : . r lder than h im."Un l ike me, my son was ver_Y
conf ldent in schoo l . He rs a ver l '
indcpcndcnt guy. I probably went to a
more difl lcult strugglc than hiin."
Aside fiom studying hard, Jon was
verv active rn AIM. He took part rn a
lot of cxtra-curricular activit ies. He was
the class presidenr for both lst and 2nd
years and was in l)ean's t, ist during his
l ' ' year. He was also the Vicc-Chairman
o f A A M I . a n d a r e p r - e s e n t a t i v c t o
ULCA in 2nd year lbr the International
I x i h a r g ( I ' r o g r ' . r m m . r i , , r I J i
F inance.' 'M!' mLrst nrenrorable experience
w ' , r r l d p r l b . r b l r h L t d k r r s f d r t i n
organizlng a movic pfcmiere on my 2nd
_"-ear-. Despite our heclic schcdule, MBNJ
95 t(x)k thc time to organize this event
becausc we q'antcd to raise t 'uncls f, lr the
Laura Vicunia Foundation as wellas our
batch projects. Thrs endeavor gave our
h a t . h . r n O t h e . , ) p l r r t l u n \ ' 1 n p r a c t . . r
the busir'ress cor'rcepts which rve learned
during our first year. The project worked
out rcall) wcll as Lt ended up nettrng
about PHP 150,000. Jon recalled.
Jon adminecl that he went to AIM
in J993 s imp ly to fo l lo rv h is fa ther 's
foorstcps. "ln rhe carl1 90's, I rcallv
lookcd up to h im as a person and a
proflssional so at that f ime, IJust wantccl
cu bc a bctrcr vcr:srorr ,;1' i irrr. "
Despite different expericnces rn
AlM, both father and son have agreed
that throughout the -vcars, AIM did not
o n l y e n h a n c e t h c i r t h i n k i n g a n d
a n a l y t i c a l c a p a b r l l t i e s a n d
cntrepreneuflal skil ls but also gavc them
the opportunit,v to make lifelong fi iends
and busrncss patlners.
"There werc so man,v th i l tgs I
le'arned ar AIM but I guess the most
impor tan t one was communlcar lon .
When dcaling with people whether rn a
professronal or personal f irrum, AIM
has taught me to L ISTEN and l i s ren
wcll, orl lanrze my thoughts, express mv
vielvs eloquently, and constantl-y sollcrt
feedback,'Jon pointed out. He has not
seen a lot of his father since his AINI
days but Jon further shared that rt is from
Continued on page 43, Retrospeat
i 'aculty (Gabino Mendoza, Francisco Bernardo, Buenaventula
Canto, Meliton Salazar, Quintin Tan, Felipe Alfonso, Gaston
Z. Ortigas, Peter Garrucho. and Oscar Lagman) werc really
good in threatening.
Thc students of the 70s had to rely only on the l jbrary.
case studies, class discussions, lectures, and on inputs given
b)' both faculty and classmates. There were even no computers
and calculators. "We were technically deprived," Mr. Abad
smilingiy recalled. "And it was really hard work to flnish;rn
MRR. ' '
"Look ing a t t he b rg yT i c tu re , I
d o n t t h i n k a l o t h a s c h a n g e d t h e
campus , t each ing mc thodo log ies an r l
tcchnology may hare (hanl ied blr l lhc
essence of thc rnst i tut ion has not," Jon
ex p l a i ned
Aside from dai ly class struggles.
Jon st i l l has to deal lvrth his lalher's peers
such as I ' rot.s. Sonny Ciolonra, Tiros
Ortigas. and Ed Morato. At f i rst, rhrs
/L
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, . l e g r c c p r o ! , r , r n r l { i s t l r ' , r l l r t h J l l l ( ) u : t i l h r . . h t J r t r * , r .
t h , r t t h , r L o L r i J J o n h a t c v c r t h r ' r r r . t n t l . r t , r r r . L l t r ' , t l t t r l t . r , . t
t l n i . h c L l t h c r r n r a s t t r ' s ' l _ h c s i t u . t t r r r r r r r r t l r i r , , r L r n t r r i . i r r r r r t l t c r
You ! , r r l e l . r * . r r r v r t h a co l l t g t r l r f l on r i l l r L l l , l f r , l \ t c r : Jag raa
u r l l g i r c r oL r , r h r ! t ho ah , rn i c L ) l s ( ra r ' aa \ i l n !
l : r ( ! i ( l i e e \p i . l i n s t h . l t r h ( ' r f r n . l I n t he r : i , i r n r i \ , l l . ( , , r . 7
t l r r h r s k i d : . r r , r : t o g r v e t h e o r t h c o p p o r t L r r i t r l o l l f L l , , u t l r r \
a r ) r J j L r L \ l l ( l . r s h r r n r i r r l h r r . o n v n r ' e i l t h c n t t h . r t . t n t a s t c t s
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r L I r l l t t l . L r s r r t c : r . r i l l t c . . r r t r ' l r r t t r '
l r i l ) . r . l : . L j l . \ l , r . r l r , r , r t l ( ' J r T l r ' , 1 , \ l \ i . h ( ( h o s c t o
t , r L c r i r L \ l X l l . r L r g r , r n : h r ' , , r L r ' e h r n . r n l e . l 1 t ) { f t j t ( r \ c l . r n ! 1
, i , r n c r r I r l l ( ' i l r , r r r ! l r t t h e \ l l l N j t . r ' l , i o l o r ) ! . t l i r t t t t L r l n c
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r h L p r r r , , r , f . r \ l f ' r n r , ) L l t r | \ \ a \ f r e g f r t l l ) 1 1 ( ) | l \ l i ) u r l l o u t s
i . , l L r . L r . . r , \ . r r ' r r " :
r . \ n . \ | r i l f \ i ( , r . l a i i l r : l t . r ( ) l ) r , 11 ( , r . I e , r l L rp ( i oL ru l t h r l s I
L r i t i l r , r l l ( \ ' r l h , r t l , ' , r r L . , \ 1 h . . [ , r . i h r ' r r r L r n g c s t r n h j s t l . r s s
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l 1
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l h t ' l . t r : r n r ' s s r s r r r n l n J t h r ' n t o p r r r r r L L ' t h r ' n r , . . r r r ' l r ) r t h f r ) r l r l
t . l k c t hc r r N I I I . \ "The r * t r uLJ l r . r r t h , ' t n r ' . l L rppc . l r , , . i r ' . r . l L '
r r h t t hc r t hc r s l r oL r l r l s t . t r . r r r l r r , ' r k : n I . r r l r ' L ) t ) l s r , n r r ' r r h r r t '
c i s t ' . I l i r . r : r t . r l l r L r l . t , r t hcn r . l . u l . l l l r ' . r s t . l l l f l ( , r k l l r g l h r
n r , l s l ( r ' s . t h ( \ ' \ \ 1 ) l r l ( l hu r c h r r , l , r * c l l - r oL r r r r l c , j \ \ r ' r I c r f L r r r ' l l i r r
. r n t l e t l uc , r l i on '
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\ cc r r r ( ! l J r l l r r r n l . H .N Lng l c . r r nc t l t ( r . l r ' ! i f he r a \ an t s . f n t t c rns .
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: \ l h \ r s ! r . r ( a l u l l r r r t l r t t r p l - r r r r t L r r r t r h r ! ( ) ( l { ' \ \ ( ) r l ( r r ) h l s
l \ l l l l l r r l r r i l r \ \ , r : ( ) r ) . r \ l r . l i a S \ J ( ) r J r \ r ' l ( ) | n g l h r l c r : L r r t l . r r r n :
t h r ' l l r r t h r r l ' l ' r l . l | r r l r ! a ( rn rn rL rn r t \ . r n ! l , l r . t l ( r l ( ) l r i i sn r s r l r l n
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\ \ , r \ l t ) r r h f , l t ' v r ' l opn rL ' n t o l I r ' r : L r r c F ; r rn r s l
l r , h r r r n t h r ' r r l h . r h , r r J . f ( ) L n t \ ( ( r t h c i o r c \ i l :
l r . r n t c [ , r r k . l r ] J l l t . i r l a i s f r t : r l r \ 1 1 \ . t \ l l t c l \ \ ( J n t . l t ( ) r l f . u n f l r g s
l r i s ( , 1 l r r ) 0 r , \ l N l
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L r r g J J l r l a n r \ l l t ( r u g h l s . r n ! 1 a ( J n t n t L l l l l a ( l t f t h l s l ( ) I n \
r j r g . | l r l . r l i ( | r L i r ! i l r l r n { \ \ h . l t ncc . l s t r r bc p r i o I r t i z cd i n r r L r r '
i . . l ' . : ' t L , . l . l l . t . ' r , t t . r r ( . ' . i . . r ' r , 1 1 . ' r . r r t i r
. r I ) d i l c l c r n r i f t h ( r N L I l r l \ l l r t o t h e c o r e l r u s r n e s s o l r L r u r
a ( )n l l i . l n \
t l r r . r r r ' r . r L r ' , , 1 t l : r , l r l . r . . l j
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l , r L rS l rL r ! l r a , l t l ' I . l r , l r i \ \ . l n t 1 ( ) l r .
I t L ,o l t l r c N l l : . . l t r h r
nl. lss. lL faLi '
Con t i nued on poge 43 , Fo the r
\
(
:d
.:.l
Fulfilling a Father's Dream"S tudy ha rd " . Th i s was the on l y adv i ce A l f redo Xerez -Burgos , J r . (MBM'71 ) gave to h i stwo sons A tby (MM '99 ) and Joby (ME 2001 ) upon en te r i ng A lM. No c tues on how to so l vece r ta in cases . No t i ps on how to ge t h igh CP. The younger Xe rez -Burgoses p re t t y muchhad to do i t on the i r own . By Ma . Carme la Marav i l l as -Sa l im
1 J . , . , i , . \ \ , . ' r r 1 . . ' ' . . . . . . . r ,
I - , . . 1 . , . , r . . , ' . r r ' r r l ' L a , \ \ r ' , t , r : t . \ "T
. L t , . r - . ' r l ' . : . . . r . ' r . l l t l I r : l r "
C r t r p , r r a t r , , n L , t n J L o r r ( r n a L ) l l l l . l L r J L r l l l r L ' . r l r \ l , l l .
, : l c r e l L r p e t s r r r l h e l ' l t t l r f p t n r . \ \ i l l l l l ( r \ \ r r l ( \ l l l \ l r r . l l i i r l
l i r ( ) t ea f s sL lah , t s ( ha I ) r n l nsL r l . l L I r : l ' u r r t . l I L rego , rn . l t h t ) t L ' L l l t
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I e SonRecatt ing an aphorism from Morris ' Seventy-Five lmmutable Laws of Lifeand Business, "Great Leaders are born, not made" and i ts corottary"Great Managers are made, not born", i t is no wonder that the Masters inBusiness Management (MBM) degree from the Asian Inst i tute ofManagement (AlM) is one of the most sought after programs in Asia. l t isan inst i tut ion committed to motding the great managers of tomorrow.By Roland Patr ick Sianghio
mong those that have joined the ranks of the alumni
are Jaime Briones and his son Ramon or Monto as
he is fondly called by his fiiends. Jaime, a member
of MBM Batch 1975, has an engineering degrce while Monto,
a member of MBM Batch 2002. has a management degree
With differing backgrounds, one still cannot help but notice
the similarities between them.
Both admit that the first few months, if not the entire
fi6t year was tough. They had a hard time with the Wdtten
Analysis of Cases (WACS) in the beginning, but couldn't get
enough in the end. Monto was surprised that the number of
WACs had dwindled from one a week during his father's tlme
to eight a year during his time. Just like his father, Monto
enjoyed his number crunching computational classes. In some
classes, they even had the same mentors l ike Professors
Limlingan, Mendoza, and Salazar.
When asked about interactions with classmates or other
students, the younger Briones mentioned that "CAN Groups
were OKAY" Jaime on the other hand was amazed that these
were still being used. He added that the CAN Group sessions
give you a different perspective on a case in that each member
probably has a different background or thinks in a different
way. Perhaps this is in line with AIM'S tradition of face-to-
face interaction among its faculty and stud€nts.
wllen asked about their most memorable experience, the
elder Briones remembered when he and a fiiend had a beer at
tlre cafeteria on their 10:15 break. Around 10:30, the entireclass had joined them. By 2:00 in the aftemoon, the entire
batch was there! They then proceeded to the swimming pool
where they would dunt anyone that happened to pass by.
For Monto, it was when they got one of their Indian
classmates really drunk. Later that evening, another one of
their classmates got really drunt as well. Capitalizing on the
opportuniry they tried to make one kiss the other and take apicture. The catch here is that both of them were male. "I
guess they had too much lambanog," he added.
From poge 39, Retrospect
his father that he leamed to live life with no regrets as
life is too shon."AIM has given me a new perspective," Mr. Abad
admitted. His two-year experience in AIM gave him
conf idence and go t h imse l f equ ipped on how to
analyze things and how to look at problems. AIM
turned him around as far as his career is concerned.
From poge 11 , Fother's Dreom
The other skil l I learned was how to be mark€t-
sensitive. Going through the cases as samples, I learned
how to listen to the market - something I'm applying in
my projects now"
More than the business plan however, AIM'S impact
on Joby may best be seen in hoq he now uses mentonng ln
leading and developing his unit. He explains, "I train my
people by mentoring them. I mentor my officers because I
would like everybody under me to grow and eventually
surpass me. I have nothing to lose. In Landco, most of the
SBU heads started out as product development assistants.
We realized that it's better to train people from ground up."
According to Freddre, AIM's biggest contribution was
formalizing one's drscipline. While people have basic
business instincts such as finance and marketing, he says,
Value wasn't much of a concern to Jaime's batch. The
Social Security Service had helped him in his fust year. In
fact, the SSS could have funded his entire education. Sadly,this is no longer possible today. Upon asking Monto how his
education was funded, he instantly chimed in with "thank God
for the JBB Foundation".
In reuospect, the elder Briones mentioned that the he
found the program a bit too long. He said that if he had to do
it all over again, he would have enrolled in the Masters in
Management (MM) Program instead. Monto on the other
hand, saw his fathel as role model. "He must be doing
som€thing right to have what he has now," he added.
Just like the changing of the guard, Jaime will at somepoint in time retire from the mining indushy just as Monto
begins his career in the banking and finance industries.
Both fa ther and son have the i r own share o f
struggles and triumphs in their own chosen fields.
Both.have something to say on how they evolved aspersons bu t Mr . Abad, a typ ica l fa ther tha t he is ,
confessed, "My son is always better than me and I
am very p roud o f h im. I be l ieve tha t ' s the ro le every
fa ther has to p lay fo r humani ty . '
managers need to make sure that the organization is
running in one direction with everyone working as a team.
Freddie repeatedly emphasizes however that in the
end, it 's really what one makes out of the AIM MBA
experience that counts. "It's.as simple as that. You work
hard. You put seriousness and focus on the curriculum and
you will get the rewards.
My work ethics are the same. No short cuts. You've
got to work hard and move up based on your own merits.
So I told my sons that ifthey want to take the responsibil i ty
of behg CEO, they would have to work for it and if they
think that there are people who can run it better than they
can, they should let them take it."
Freddie sees himself retrring in a few years, a goal his
sons wish to term as 'slowing down.' "That's why he's built
up this SBU concept. He wants to start letting go so he can
spend more time serving the church. I don't think anyone
wants him to leave though," says Alby.
The AIM Experience:Dr. Jesus &Jennifer Christine Gallegos
AFatherts Pride
r Gallegos is the San Miguel Corporation Professor
in Intemational Enterprise Development and the
former Dean and Chief Operating OfEcer of the
Institute ( I 995-2000), where he teaches shategic management,
leadership and management ethics. Jemps, on the other hand,
is iri her 2nd year of Masters in Business Management. At
present, she's attending the Copenhagen Business School in
Denmark as an exchange student and will be away from home
for quite some time.
I've witnessed on several occasions JGG aS a doting
father Their rapport - more of the 'barkada' style - speaks of
an overwhelming sense of pride, the en\,T of not a few and
definitely, worth emulating. This pride took on another height
when Jemps decided to fo1low her dad's footsteps into the
Asian Institute of Management as she finishes her last semester
in the Masters in Business Management program.
Was she coerced into walking the same path? Is JGG as'cool' as we think he is? I delved into that and more, that
perhaps, if you read between the lines finally we would not
end up being so clueless about his age anymore...
Personally, one of the most detightfulinterviews is that of a parent and chitd, afather-daughter tandem in this case. Toadd gtaze to that, I was assigned tointerview my former superior, Dr. JesusGatlegos, Jr. (a.k.a. JGG), and herdaughter, Jennifer Christine (a.k.a.Jemps), whom I first met during my firstyear, here in AlM. JGG was the Dean then,and Jemps was working for a reputabtecompany here in Makati.By Sheryl Sevilla
I t i . , 1 i < ! r , r r . . r ,
' At the outs€t, holding an MBM degree was not really part
of Jemps' agenda. It was not even the clovn of her long trail of
interests. She avels to be an artist by heart. To datq she still
fancies being a rockstar. Ever since there is almost always so
much going for her. Even before, aside from work at her former
company, she had been contending with three other things on
the side. But in the real world, wishful thoughts, even the best
laidout plans do not really work out most of the time. According
to her, work was a 'dead-end job', and she felt like it was a good
time to inyest in her future. Realizing that she has nothing to
lose except the independence of having her own regular money,
she ventured into what she regarded as the promising possibilities
that AIM has to offer. And for one reason or another, she ended
up realizing a chance, an oppodunity, that she knew from the
beg:inring, is the worthwhile path to tread - that is the AIM
MBM progam experience.
When ask€d if the decision to enter AIM was fully hers,
she corroborated it with a 'Yes,'but rationalized that it had in
more ways than sh€ can outwardly claimed, had been inspired
by her parents. Her dad has a DBA, while her mom has an
MBA. Credit was also in order for the firancial suppon theygave her in shouldering the rest of the school expenses not
covered in her tuition scholanhip.
Her stay here in AIM even qossed path with her dad'sformer professor and mentor, Captain Bobby Lim. The
friendships she has formed and the high tolerance for
ambiguity are the most treasured memories she has of AIM.
Looking back (far way back), JGG has the samesentiments. During his studies in AIM, he also had formed
terrific relationships rMith his batchmates, as well as the AIM
staff
Sending Jemps to AIM was not really a tough decision
to reach. For him, it was like giving her a taste of the gmnd
experience of AIM's legacy to all its graduates. JGG liked
what he learned and the difference an AIM education makes
on the students as they become executives all the way to
becoming CEOs. In his twenty-five years in AIM, he has
witn€ssed the changes in these people, and that same
oppofunity is what he would like to pass on to Jemps.
The enduring quality of AIM education has attractedpeople who saw the qualitatiye distinction it equips itsgaduates with, after completing the rigo$ of the madagement
courses. The impact is constant if not progressive,
notwithstanding the changes in the tides. The ambience within
has drastically changed. Citing the general atmosphere then,
JGG described it as simple. He explained how they all ate atthe cafeteria because part of the dorm fee was board, and there
was no eatery anywhere: "We were surrounded by grass.
Unlike now, you just closs the sfteet and it's heaven - the movie
houses, shopping, food. For over a year now, I have had
Wednesday dinners with rny daughter and we hardly ate in
the same place more than once or twice."
Enlightening me further on how his time was compared
to Jemps', he stressed some vital points on the aspects ofteaching. "Teaching now has improved because of various
teaching methodologies, because of so many other things. Butlet us keep in mind that the MBA was relatively new at that
time, so the professors then did not haye the pool of experience
we have now. Both eras had pretty good professors. The
method of teaching now is more student-{iiendly. Professo$
are friendlier and the learning environment has improved
tremendously. Although some believe that the "sink or swim"
environment before was more effective."
Commenting on the social lift, it would maybe astonish
us to discover that out of JGG'S entering class of 163, they
only had ten females. That clearly exhibits disparity
compared to the MBM class he is now teaching, one-third of
which is female. "Also, the AIM dorm then was an all-male
dorm, unlike now. As a classmate puts it, students now aremore normal," JGG added. Amidst all the assigned cases,MRRs, walkabouts, male-female ratio discrepancy, teaching
modalities, the Martial Law declaration stood out as JGG'S
most memorable experience. He related how his batch
struggled with a weekslong boycott of classes while Marcos
was declaring martial law
At present, wayes after waves of succeeding generations
come in, bringing in fresh know- ow. From the JGG then until
the Jemps' now, the characteru in the shuggle had changed,
but the essence of achieving the MBM status is still the
paramount appeal for most. And for the alumni who wete
able to send their children to AIM, that in itself is the second
bout of rush for them (being an AIM alumnus the firstperhap$. To JGG, it's that and more: "I felt great when I taught
Management Ethics, no grades given, on her first week of
classes at AIM, especially when she raised her hand and I
called on her. We both felt uneasy momentarily, but then we
knew this was going to be good."
REACHING OUT TO THE AIM ALUMNI
The Dean's Message:Gtobat in Thinking, Asian in Presence" In the midst of gtobal changes, we must strengthen links as Alumni. To meet together inforum is myopic. We share common things, we need to strengthen links as a regionalnetwork and help each other grow together. " By Dean i{a. Nieves R. Confesor
ast October 16, 2002, the newly elected Dean of
the Institute, Prof. Ma. Nieves R. Confesor
addressed the Federa t ion o f A IM A lumni
Associations (FAIM) Heads and Representatives to share
with the AIM Alumni her vision for the next hve yea$
(2002-2007) not olly for the Institute, but also for the AIM
Alumni.
The next f ive.years wil l be exciting for both the
Institute and its stakeholders. AIM will grow even further
to tealize its potential as a full-spectrum management
institute, serving different market segments through highly
differentiated offerings and services. The Dean leads the
AIM to be "global in thinking and Asian in presence." The
Institute addresses "challenges raised by emerging
economies , the pressure o f g loba l i za t ion on As ian
-- tr lt is lmDerative for Allil to resoond and be
..j relevant to a multi-stakeholder Asia.
societies and the deep 'divides' of the opening of Asian
economies to the new economy." As a full-spectrum
graduate school of management education and research
institution of choice by Asia's leaders, AIM has hastened
its "immersion into th€ chaqging landscape of Asia and
its communities of interest."
In the beginning, AIM trained managers of large
multinational companies, "today's Institute. . . also trains
leaders and managers for Asia's 'backbone' of small and
medium scale enterprises and for Asia's emerging
orgadzations of civil society and bureaucracies." AIM
has looked back and is paying forward by bringing itself
closer to the communitiis of Asia through leader-managers
of decentralized governments, of civil soci€ty
organizations, of small and medium enterprises that
lt*itI!
operate globally. AIM is the "training ground for a
democracy of leaders in Asia, persons who can lead (not
just manage) organizations and create value and wealth(not just profits) in and for society at large." It will be an
AIM of "recognized competencies and resources for the
diverse groups in Asia."
Dean Confesor also engaged the alumni by updating
them on the developments in the Institute's programs and
research in i t ia t i ves . "A t rans i t ion team led by Dean
Eduardo A. Morato, Jr. crafted a fiye-year strategy to
rea\ze the vision of the AIM Eight Winds - the AIM for
Big Business, for the SMEs of Asia, for the New Economy,
for the Arts, for Education management, for Healthcare
managerfient, and for environmental governance...We
envision that the multi-school system will allow each
school to focus on its respective market segments and serve
them well. We shall be equally driven in our pursuit of
academic leadersh ip in the wor ld o f management
education by building up intellectual and social capital;
deepening existing partn€rships and forging new alliances
within and beyond Asia; and strengthening the mulri-
schobl system to enhance our capabilities while at the sametime exercising flexibility in implementation. "
The Dean believes that it is ifuperative for AIM torespond and be relevant to a multi-stakeholder Asia. In
order to achieve this, Dean Confesor has committed to
focusing on Alumni Relations and to "bringing the Alumni
into the loop."
The Dean intends to redefine the Alumni's role inAIM and the Institute's role in the lives of the Alumni. Itis her firm belief that AIM students need not stop learning
when they leave the hallowed halls of the Institute. It is aquid pro quo relationship that the Institute and Alumni
must have.
She encourages AIM Alumni to be in a continuous
learning mode so as to overcome the challenges posed by
the changing landscape of the global economy. Most
importantly, AIM has to be in a continuous teaching mode
for both its students and alumni.
Dean Confesor expressed the vital need to stand on
the cutting edge of management education and "creative
tension, to keep raising the bar of excellence, and to enable
the community to innovate and manage the dsks that come
with it."
She assured the alumni that AIM faculty continue to
be the Institute's key resource. "To achieve ptogram
excellence in the teaching and learning of management,
we sh4ll continuously enhance AIM's contribution to thegrowth of knowledge in the fields of management and
managenent education...we shall thus expand the faculty,
attract exceptional professors from Asian nations other
than the Philippines, and increase support for faculty
development, research, and publications. We shall keep
developing new programs in order to remain relevant and
responsive to our markets in Asia..."
Dean Confesor believes that AIM alumni can takepart in this vision. The Dean hopes to expand this byengaging AIM Alumni to become faculty members. Sheencourages alumni from India, Malaysia and Indonesia
in particular. The Indian Aldmni Association for example
has established a Professorial Chair so as to send an Indian
faculty to AIM.
Furthermore, Dean Confesor expounds that she iscommitted to a student-centered communiry She would lite
students to strengthen their network v/ith the AIM alumniinitially while they study in AIM and eventually, when they
retum to theil home country. In so doing, the Alumni-Student
network is reinforced and strengthened. This she believes
answers the need for mentorship, student placement andeventually, career placement. It will be an ongoing cycle,wherein students and future alumli emulate the past in orderto create a better for Asia as its foremost leader managers.
J,-/ :tz ttZtZtlztrl'- -:., ' i{t;-Jj'J ,l-}ri5:j.J
hen the m!'s of re'collections .rnd memolies pass
across us, it brings to nrind not lust people and
fee l ings b t r t as we l l as the seconc l l i l t tha t
breathes into each and everl ' momenf \\re have lived rn the
past. Gcrman poet Rainer Maria Rilke calls it 'clescrjptions
of some kind of beauty portra_vcd with hcartfclt, si lcnt and
humble sinceritv.
Such holds tr-ue fbr a member oi the Master-in Business
Managernenl Class'71'l, this ycar's Homecoming honorcc class
of the Asian Institute of Managcment (AIM). Trvcntl-i ivc
years back, she tries todal' fo patch togcthcr memor-ies, both
candid and swcct, of her AIM past, her cl.rssnr.rtes .rnd how it
was l ike taking up business in rhe 70s.
D c s p i t e t h e t u r b u l e n t t i m e s r e s u i t i n g f r o m l h e
declaration of Nlartial Larv and sfudents braving the l ine o1'
flre to express cliscontent rvith the government, Lala Foj.rs
(MBM '78) dcscribed her batch as unlazed b,v polit ics but ralher
brazen morc cvcn in many different rvays.' 'We rverc a bit detachcd fiom the real world as we rve|c
caught up in a world of our olvn," says I 'ojas. nou, Ceneral
Manager of Shangri-la Plaza Mall, a popular shopping center
in the Ortigas district. She notes as u,ell of her batch's unbridled
optimism fbr man]' things. 'We are hopetil ... l iom the mole
mundanc conccrns of gettrng thlough the rexl day's case 1o
thc hopes of a brightef f 'ulure in the cor-por-ate rvorld,' Foja-s
muses.
lvloreover. drfferent n.rtionalit ies were rcprescnted in hcr
batch. u,ith c1ifl-erent backgr-ounds and agcs, hcnce Fojas aVcts."Our class be'nefited most t l,om the cross fer-ti l ization of iclcas
and culturc."
Yet, beyoncl the cultural diflcrcnccs and the alie gaps, Fol,ls
r.emarkably puts that it is hard to ibrgct thc 'sense of belonging '
spr-inging tiorn amomg thcm dcspitc these diflerences.'StLld\ i |g
bus incss in A IM in the '70s is a l i f -e t i r re exper ience. Thc
lrlendships and canaraderic remain unbcaten. with inchvicluals
fronr differe'nt backgrounds, nationalit ies and lleld of cxpcrtlsc.
and g'ith prolessors cleclicaled to fte learning process, she notcs
rvrth a dcep sense of sentimer]lJl ity and fegard
Interestingl_"'too, despire the elusivcness ol nrost ol her
batch mites today as thcy arc caught up rn theil corporate
concerns, a qulck flashback to Class '78 rcmrnds one of a
ccrtain rush of home ness ancl Iamiliarjtv I ikc some Chccrs
tclcvision show.' 'Wc arc a class of 'characters with a goocl mix ol
d iff ir ent personalrties. inclinations and talcnts. . . scnous gu 1s.l inny gu1,s, halclworking, relaxcd and cas_y tenrperaments,
loucl nrouths and reflned individuals. All thcsc madc our class
more interesting and enjoy.rble," descr.ibed Fojas.
H e n c e , i n l h e m i d s t o l
C a r p e ' n t e r s s i n g i n g a n d S a l u r c l . r v
N igh t L i ve days . t he l \ 1 l lM C i l . r ss 78
a p p e i l r s t o b e t h e ' 7 0 s ! e r s r o n o i '
Doug las Coup lanc l ' s gene ' r a t ron r v i l h
a n l c c e l e r a t e d c u l f u f c , c x c a p t t h a t
t h e . , - a r e u n r c l u e l , v a c h i e v c r s a n d
innova to rs i n t he i r ou ,n r va t ' s .
Fo jas ap t l y ca l l s hc r ha t ch t hc
experrrrental batch' in a sensc that no
CAN g roop r , vas i n rposcd on f hcn r' ' I ns t cad , r vc l i r unc l ou r own t : : r oups .
people that rvc natulal lv sravrtatcd to
:rnrl wfl-kcd q' i th l i r l most i) f our cdscs
a n d p r o l c c t s . H e n c e , r v e ( l r e r r o r e
inc iepcnc len t m indec l . she l u r l he r sa )s .' 'Wc r vc rc l oung and con f r c l c ' n l
and hacl evcryrhrng to look l i rrrva|d to,
as rvel l as the strength oi spir- i t to rcach
ou l t o t he r vo i l c l , l - ' o j as savs
nreanrngtir l l1.
Although shc mccts lcss oftcn rvith
her classmatcs now: Fojas rccal ls that she
has u,orkecl closelv rvith her batch rnatcs
duling AIM's I lomeconring Reunion in
199E r vhc rc hc r c l ass u ' as l cad hos t .
Dcan Hc rm in io 'Sonu \ , " Co loma o l
A I I \ 1 s Exccu t r vc Educa t r rn and
Lifckrng Lealning Center is MBh{ Class' 7E
as r ve l l .' ' T \ " en l " - vca f s l a i l e f , wc a r e s l i l l
r emarkab l y t he samc . c l csp i t c t he f : l c t
lhat \re h. lvr ' .r l l gone ! l i l rcnl faths ind
careers, sa!s I :oj iS
Her nostalgic fccol lcct ions speaks
intercst ingl! as rvel l ol horv things wcre
in A I I \ 1 r vhen t hev l ook u1T bus iness
rnanagenlelrt . We rrere l i rn loving t(x).
Thcrc lcre clals rvhen lve worrld go to
A_va l a Con rn rc l c i a l Ccn te r ( no rv
Glorictta) fbr lunch or alter class .. and
sometin'res cir ive al l the nav lo C.rvrte
i . r . t r o r r n u r J r . r J r t l . h t \ c , ' r . r < . .
A n ! l o n i l t f r V r a l n o t e l o o , s h e
l i r nc l l v r en rcn rbe rs t he ch i ch . r ron
b u l a k l a k ( f r i e d l T o r k i n t e s t i n e s ) a t
t h c c i l e t e l i . l r v h i c h n e e c l e c l t o b e
o r d e r e d s p e c i a l .
As in thi l t l inc lrom one poern si_ys,
becausc the storv of our l i f i /beconres our-
l i fc/bccausc ei lch ol- Lrs tel ls the sarnc
storv/but tcl ls i t c1if t-erentlv the stor_v of
MBNI C lass 78 i s l r u l r - a wond rous
journel ol berng and becorning in AINl.' 'Thc AIM expeiience is onc of thc most
ntenrorable, not onlv because i t rvas most
cha l l eng ing and t Ln - l i l l ed , b t r t a l sc r
because rt expancls onc s horizons to neu
lcarning,rnd opporrunit ics f irr a highl l
tr-uit ful carccr," Foias discloses.
A IM r r . r . n rus l i ' r \ l JmL n r , , l i n
. h , r r r i . : I l : l m \ l r ( r nJ . r l l , ' \ \ ( r l . r 1c l o hp i r r
l i rr gr-eatcI goals I t helped me real ize that
one hls rnore pLrtential than original lv
t h o u g h t , a n d o n c c a n J c h i e v c t h r s
l r o ten l i i l r h rough ha rd r vo rk and
continuous learnrng. Thc training at A lM
plepares one lbr the rcal l lor id, .rncl gives
one th t ' con l i dcncc t ha t one can s tand
shoulder to shouldcl rvrth othets in thc
corpor-atc lvorld." Fojas sals wrth pufc
con\ 'rcl lon
C l a s s ' 8 3
Homecoming Vignettesand the Mush of MemoriesConversat ions wi th members of the 2003 Atumnt Homecomjng lead hostManagement (AlM) can be t ikened to an Oscar WiLde ptay. l ts essence isstor ies of AIM in the '80s, somet imes whimsicat . somet imes reverent .
Ictass of the Asian lnst i tu te ofp r i r n a r i t y b u j L t b y e a c h j n d i v i d u a t ' sB y M a r i a P h e r p e t u a C a r a n d a n g
L r r I h c r l o s l l r . t j ( . l t ( ) \ \ c \ a r
r t t t r t t l r t r s o l l h r ' Hon r r ' i on rL fg
I t ac l l t r r r t t l . r s s \ \ ' ! r t ' ( . l r r L ' s l n
I l t f r r l a a l ) l l f a t r ( J n \ r r n . l : t r ' . t L l r r r t i r ' r
r c r o l r e 1 o r r . r l r ' ( h r ' I l o n t c ' i r r n t r n - . .
n ( ) l r l ( ' h r \ r \ c t
Look ing back . . .
' \ lN l s ( ' l , r s s S . l n r rgh t h . r r t I ' t t l
l r . r r l ( ) l t i r c l L r b L r l r ' n l f ( r l i l r 5 t h c r r n t h t
l ' � h r l i I f r l r . s t hc r t r r , . ba :n r t l l t r \ f . l
* l r t r poL : t r c .L l l i g r r r e \ i no ' , , \ qL r rnL r r , . , . .
. . r r . r " , r . l ' . . r . ' l
l . t c a k . t u , t r t r ( ) n r t h a . u J . g r ' L \ o i , , ,
. t u t l t o r r l . t r r . t r t r c , t : n r r ' I h r : r Lgh l a i t t ' t t h t '
\ ! r r t i . l r ' c t r r t r r r t t r \ \ . 1 : f f , l r ( t ) l l . l l i \ f i r r t \ \ : l l l
r l , . l . L ' . | , a \ l ' l . . l . r . l r .
r e a a s s i ( ) n . . \ n d \ r 1 , ( h a \ h . l t . r a f t , ) l ' r '
r ' 1 . . 1 . : , r . t l
. r p l o r r i . , r nL I n t . t r e r r i L sp r r t t :
T , . . . , , . l , | . . , . l
. l s l h r ' ] l i l t . l l . l a t a r . l r ) L l t e I r l . L . r . l : na r t \ hL l l
\ h , t t s t ' t ' t l r : t r r [ r L r r r l . t l ] ( j l ( h f r r r : 1 l l ( ' \
h , l v c rh r . l u !1 . r ( r l \ i ( j [ . r l . l r ) a . l ] 1 . . L . r . (
o J t h r n g : l r r t h s c I L r U < l . t i ] ' , r i t r i t l r , l l
h L r r l L r r
\ \ r ' . r c t hc ( : o r : r r ) , 1 ! l \ l . . r ( i l . L l t '
l r . r ns r t i ' r r r l . , r l , : h \ r n (a I \ \ ( l \ J t r r . | 11 r ' L ; t
1 l r t t a \ ! l ) f r t J \ \ l r r r l { ) \ \ ( ) J r h . l n l t ( : l r . l :
b c r n ( ) f a r a ( l : l g l l l . L l t a r t h . \ l , r r t L , r I , r r r
\ \ i ' h r r r r . r J r l l c r c n t l : n L l { ) l n r , l r u r l \ . l r J
t h ( ' l ) a r l ( ) J ! r \ r L l \ t ) j r | ( ) r 1 L | | r I r c \ t ( i
l ) l t s f l ) I l l l \ \ 1 1 ( , 1 \
{ X l l l \ J f . r ) , . r L l
r r ( i i . r i l L , t , r i , L r , i ( . 1 r " ! i l r ( l . i
. l
r a r l l , L r r l r ' r l t r r r , r ( r L r . l l , l r l l r , r i ( r r , i r ,
i l r i l i ! l \ ! ' . l l l ! r . , l l \ L r , 1 , . r l L r i .
, l o ' L i r l r r I n ( r r I ' ( ' r , 1 , , . . l r r t r
\ q r r L r , r L ! 1 1 1 r ! i r i t l l f r i l L r r l . l r . l r '
r 1 | 1 l t ( . t \ r ( . t \ \ r , ( , I l . t ] , | ( , \ \ , r l r l r t i I t l l r , .
. l r r ! 1 l . l r r l \ t f
L ' \ \ ' L . l l � : t \
, l : : . .
\ l \ l j ' r r , l I l L ) \ ( ) t i j . r \ t \ l l l \ l r :
\ 1 . , , . \ l \ l l ' r , r t I , , r : r r r r l , ,' ' ' I : j l
l l I
\ " I . . . i
l , r $ , r r r . l r r , l r , r . l : r , l l r , t , r : . . 1 . r . rL !
l. 1 .
. . \ ' l
L r I L i r l i l . t | \ ! , \ L i i t L i
N I . r r , r l r L \ . 1 . r .
( ( r n r r r ! t i r l r n f i o \ l \ l r , t t r r ' l , L
r l l \ r l ( ' : r r r ( j s l ( r l l l t a r l ) i r ) r r ' l t ) r i t i r ! ! L L r
I n \ t r t t i t f ( ) l r c . l ! r r r ' . L r . . r r J l r o r r n r L r . l r , . .
. h . r n g e J s l | r a a t h ( r ' l r . ( \ ' i I r t , r r n L ' t l r , r t
r a l r r l r l r l r ! 1 r ( ' 5 t t r t h \ l \ l r r , l l r L f : s l l r ! ( r n
1 \ t ) \ \ n \ . i J ( i l L ! . \ l l t r ) r , l { \ l l l \ l l r )
t r L r : 1 . t i g r . L h r r r l r r r r r t g o \ a r , r . r f h . l \ i r t r l
r t t c n d f . l . L r L r S l , : I l r r r r r c r o n r : r g L . t ' l r r r c
. l n ! i I h . l ( ) l l l r r ( ) n r | r S N r i l . i ' i r . l i r ' t l h : .
l r t ' l g h l l r t . r r t t . 1 L r r ( ) i c L l : r r ! i l r r ' , r l ' L r n r c t
i r r ' r r r l . ' . i \ 1 t L : t ( r r l r h r ' i , l r i r L r .
\ l o r r : r . r n t h . \ J I i R .
( \ l , l n . l , t f n r e r r l i e . t . L r , l r l l t l , o r t ' t . . L r . r l
l r , l \ \ r ' \ l o r l l l L ' r l l l ) r S r . . ! l t r l l I r r i g i r i i L ( ) r ] . .
. l r r r i i L r r g l . o L r t : r . r L r t r t ! r ( ) r l J L i l r r i l i r r L L l
l ' . r l r L r l r { ) n l l l r a r ! r l l r j } r . l n ! l L ) l l t f I r l t \
r i l f . t \ \ , 1 . f . l t t l ( ) r t ! l t l r ' l J j . \ ( ) t t l a ( i l i l r !
r x f n r l ) ! r \ L ) l ( 1 , r " \ . 1 . l . t . n ( ) \ \ r ' ! l 1 t r ' J i l r r '
i : r t r r r l r l ] l l . : ( ' i r . r r r , I I r r r ! : I o n r l h f r . . r . '
, l \ D \ l . l l \ \ l , l l \ \ . 1 \ n L r r l I I r ' r ' r ) L L r I I r r I I ,
' \ \ t . r : c . r . t r r r r r 1 . 1 r r ' \ . | , l r l r r f r \ n ! r : l r r '
I .
L r l r l l : l ) ( l ( ) S L l l l r ' r , L l ! L ) L l r ! ( r l r : r r : l
' :
r L ' L , r l l t ' J \ t r r ' r , , . r
I t : . t ' . L l : , i l t l l , l l , . \ \ l t ! . ( ) , 1 . L i l
t
J r l l c r c r r t t l r , r f l l r r h . l l ( l r ! . j r : h ! . : L l ' l r l
' , t L . l l o L r L c l r r n r . r r t t r l l l \ l S l t r r .
l t l ( l r ) r r r l t l f r i ( t l i . r r , r ' . 1 1 . , , l l t L r ' L t , ,
, : l
t i . : i t l t l t r ' t j r , ) ! | . L i t t l t j t l l t . I t ! . l ! L i : l
! , l i ! r r . . 1 I r i i n \ . . r J i r , h L ' l l r L 1 , , . 1 . t i r , '
. ' : r r r , . l . l . t r , r . l ' \ \ ! t : \ r l L ) ! i . l \ t ) | t l r . , t . l r
l l r f . r r r f r l r . r l L f f \ i r i r c L i l ) , r l l , r | r
$
\ T l i i i r r i
I
i
I
l -opez, a drstrnct ion graduate hrrnselt, as thci l fav{)nte nrentor '
lbr his intense passiorr in lei ir :hiI tg, pr-oot indeed th.1I the Class
o f ' 83 i s a g roup ro reckon w i t h .
. . . Paying forward
Class '83
as thc Homccomrns s leacl host class took to
h e ; r r t t h e i r r o l e a s o r g a n r z c r s o l r h c A n n u a l A l L i r r n r
Homccon ing . Thus , desp i t e l he f i ene f i ( s chedu l cs i n t he r r
executive l ivcs, thev have ch.imlcd lheir ua)-s lnto .r l tendrng
to thc nlt tv-.qf j t t ]- dftairs th. i t go with lh! 'Holnecomrng"Organrzrng the Honrecorning is crur cl i tss labor ol- lorc,
'
sa rd Dannv Sa rac in . t he even l s o \e r . 1 l l cha l fman
It is brn f i t t iug that thc I lonrecorning s theme be: / .{)() lr(
but'k. Rt.t it.g /irnr,,rrrl in lecognitron of AINI s evohrng rolc as .r
premier nranagenrenr school rn Asia. ' fhrs t inrc. CIlss' l l3 lcl t i r
an opporlunc t inre to take lhe leJd ln integratlng corp(n ate socl i l
f espons ib i l i l ) - t b l l ow ing t hc . , \ lN l Rena i ssancc . l l cncc . an
.r l t luist ic [{on']ecoming tht 'nre * ' : is boln
Rer rembe l t he He len l i un t Kev in Sp r . r cc r ' . l l a l c l . Joc l
Osment t i lm Piv i t F()r\ \ ' i l rd l t hat esse nt ial l l uas wh,r l
t he o rgan i ze rs sough t t o aap f l l l c I n t he l l on rcc r t n r i ng , i r ' ha rn
re . r c t i on o l g r x rdncss . I n r he f i l r l and rn t he book as uc l l
r v r i t t en by Ca thc r i nc i l ya r r I l l de . a h i gh schoo l bo r c i i d a
social studies assignnlent rrherc he ,: l rres s()nrethlng good lo
rhree pcoplc an.i instcad of dskrnl l lhem to p.1\ l l b.1ck. the
thr-ee people help out thlcc molc prtrplt rnsteaci. Srnrgrl l put,
the organrzer s thought to tJkc thc lca!1 ln crcating sonrc sort
o f ou tpou r i ng o l k i n r l ncss . '"We thought of t lansl i)rnrng the Honrccoming bevoncl
i ts old conccpt of raising profl l t i )r lhe .r lumni 1o one that
a l so rnc ludcs peop le o l r t s i c l e A I l t , l Ou r c l ass r van ts t o go
beyond thr narro* contlnes oi being paid b.rck but insleacl
t hough t o l pav ing l o l ua r ' 11 cspec ia l l r l o \ \ . i r ds . l f e , l s no t
covc ' r ed 1 . ! l T l o l i ' s s i one l r nJnagun rcn r . c rp l a rne . l Sa rac in .
Th rs t i r ) r e . I ' ! i r l o l t he I l on recoming r s i t s benc i i c ra r r cs rang ing
t l o r t l s cho l . l r sh i f l o cha f rab l c i ns t r r uuons These rnc lude
scho la I sh rp r i o r l l ) e A I \ ' l s . r r t s n l . r n . rgc l r cn t p fog ran r , a
l c u k e r l i a f o r r n J a t r o n , a d o p t a s , h o o l p l o g l a n r o t t h c
Dcp , r r r e n r o i E r i uca t i on , t hc ( i as ton Z . O r t r gas Ch . r i I l i r r -
[ ) eve ]opn r rn l I \ l a I ] . i gen ren t an . l t hc l - r . Donc lan Lau ra
V icun r FounJa t i on f b r S t rec t Ch i l d ru r r .' 'We \ \ i r n l l o bc I . l i l h l i r l r o , \ l \ 1 : r r s i oD and rn i ss i on
antl $c $anl lhe Honrecodring to lr t orrr vcrsioD ot nrakjng a
cl i l ' i l rence in the societr in rr.rclrvc war' arl i lcr. l Cireg Atienza
(\ l l lNl 33) I)rol l imlrr) I-opcz 1N1\1 l l .1) lrkc\r ' ise said. "We
rvan t t ogo bcvond the t r l e l j l r o r r , t l r v i t r o l r a i s t r t g l un t l s . I ns t cad
ol lu5t tafgel lng in anrounr, \ \ 'c \ \ ' i lnl to par rt l i rrr .r 'arr-1. Likc
or)c t() ()nc nralkct ing, ours is one to onc gir i rrg.
S rnce AugL rs t 2 { l [ ) 2 . n re r rbe rs o t ( ] l ass 83 havc spcn t
brainstorrning and harr ' scheclulcd We.lnesdar nrcct lngs k)r
the set ufr ot thc I l()rrcconrn1]. i )e' t i l r ls such . ls thc comlnrttccs,
f l nances . t bo . l . i r f . l d . q . ' n r t l n t s , cn t c I t l i nn ren t . p r rb l i c r t i es ,
sou ren i r s anJ \ c r )L res \ \ r r e cove r ' t J . I hc . t ss i gnmcn ts we re
g i l cn t o t hc i r c l assm. r t t ' s r vh r , se e rpc r ' t i s c .n . i l n l c r cs t s qua l r l )
t hc rn l i ) r t hc s l i e . i l i . s o l r he Hon rcco rnng t . r sks And res , t he i -
heve e clear cut pi. tufr ol a [Jomcconrint: r l i th perlect I t i ts
and r,tre nrisses' 'We ' , t sp i r e l i ) f l l l i i \ i n run r a t t endance ( ) l d l u r t t n r i n t he
PhiLippines an91 rve have alu mni package ol frcrks ancl benefl ls
tol t i rose abro.r. l who are aolnrr lg olcr ' . Sar'acin sard lror
Inslancc, . t fr , l lLr lnnLrs l i1)nl .rbroa.1 lornrng th! LI()meconrir,)g,
m . r \ s l a \ a t t l l r A IN l ho t c l t o r t h |ee .1 , i \ ' s r r nd ge I one d .u f | c c
ot ct l i l fge.
Continued on poge 69, Class 83
:).--/,r/ .,ti tt= t:'-:,,tlu 1., =.aaat:ar!t |.i).-!J !t!,-tj..aa;;t
MBM Class '73
t a k e i t t o h e a r t .s i n g e r
Romancing thePastl f you f ind something you tove,D o n ' t l e t i t s t r a y . - B o b D y l a n ,
By Mar ia Pherpetua Carandang
heir f irray ro the Asian lnstitute ol Man,igement(AIM) was certainly one fbr thc books. The counrrv s
historv u,as being shapccl bv vast polit icai changcs
and turnarounds during thcir f irst yeat-rn business school Yer,
their generation, mostly f ircbrand ideaiists and inrcllccruals.
were identif ied k) be the counffv's movers and shakers of theperiod. And \a'ith malorlty of them fiom rhe First QuarrcrStorm cra, it would be an undcrstatement to dub them merclv
as achicvers in business and management. This is bectuse thcvwere t ru l l ' a powerhouse o f men and women who havc'climbed mountains and'conqucred paths' in pursurt ol-theirpasstons and drcams.
This is Class '73. Thc class that defied the poirtical oddsof their era, MBM Class '73 had gone a long wav fiom thedays of martral law and John Wa1'ne movies The sjnk orswim' atmosphcre of their period gavc thcm indepcndent sprrirand grace in hurdling difi lcult tasks that went wilh busincssmanagement classcs such as hundreds of cases, ch,rl lcngingprofessors and unfirrgiving deadlincs.
L ikewrse , they werc the c lass tha t exper iencec l thedeclaration of martial law lvhile tltev were in the midst of as tnkc on canrpus (no onc a t tended c lasses) . I t was a lsointeresting to note that righr bctbre famous pollt icrl l igurcNinoy Aquino was arrested. hc spoke before'thc IvIBM 73c lass a t A IM. As we know k)day , rhe count ry 's lTo l i t i ca lhistorv has taken a tumultuous turn sincc then. Also, thcchaot ic ear ly '70s must have prompted MBM Class '73 loorganize the first f iaternity at AIM that is now the Associarion
of Asian Managers. thc Alpha Mu, u,ith nen anci wontcnmembers.
Furthcrmor.e, right belbrc the high end malls in Makari
rose to thcir present location, AIM srudents during lhe'70s
onlv h.rve cogon llrasses as surroundings to their campus
Thele rvas no C ree'nbelt 3 vet as an invit ing option when lakrng
a resp i le l lom in tcnsc casc room d iscuss ions 1he on ly venue
lor d r inks then rvas thc P laza Restauran l o r a t t lmcs thc
cior nrrlorl whcrc thev rvould least o\.er ' luvo (dried fish) and
|rcc This was fo become thc'ir tratch s 'bonding avcnue ol
sorrc sorts aside frorn thc customarv dunking sesston at
AIM's srvirrnring pooi 'Ar lhat t ime if you arc not dunked,
voLr a re no l in , " sharcs . lesus Ca l legos (MBM 73) , A I I \ lprolessor
Gai legos a lso remcmbcr -s amiab ly thc tcchno log ic . r l
shortcorrings of the'ir t irnc. The IRR contpulations *erc done
longh.rnd. thc'trial and en-or' way sans the calculators and
computcr notebooks. l{e also rccails the painslakin{ task oi'rc tvplng. using the ;rncient typcwliter, t l le entirc pagcs of'proiected tlnancial statements firr a single numerical blunclerduc lo the low-tcch wavs in thc 70s.
Horvcvcr, the challenge's of thcir pcriod have not rn anvrva_v dampened the spirit of Class T3 bul have strengthened
insterd the flber of thcir beings. Their cnLJuring fi iendships.
fesolule \r 'avs and outst.rnding achicvemcnts in the flelcl ofbusrness, entrepreneurship and governmcnt scrvtce onlv sho\r'
thar AIM s MIll\4 Class T3 had mettle ancl rarin as a batch.Thcir abii itv to overcomc thc l imitations rlf thcir t irne ancl
their f i)fmidible attitudc to rise above rhem miidc rhcir birch
a cl.rss o1-thetr own and cerrainlv thc batch to watch.
i\ l l lM Class T3 is in everv word $,har has been said ofrvhat thev t ru lv a rc : a c l l ss o f 'b r i l l i an t ind iv ic lua ls . 'Sonte o fthc achrevers fronr Class T3 at-e: Gen. Angelo Rcircs, National
lJcicnse Secretar-v: Jesli [-apus. Congressman and firrmcr Land
Bank Prcsrdent; Alberto Vil larosa, Presidenl of Securitv Bank
and Trust Co.; I iuh \bon Dae, Presidenr of Korca Universitv.
f'{f-r ( - r
E
H{:-:l
6 : t t r f lh h a,d5q-
1''', tTprl rtn Frfr1'n?' I
flf;,[1
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the top university in Korea; Bibiano
Gavino. Executive Vice I 'resident of
Bacnotan Consolidated Corporationi
N a p o l e o n N a z a r e n o , P r e s i d e n t o f
Smart Communications Inc.; Phil ip Ella
Juico, Dean of the Graduate School ol
Business of De La Salle University and
former Department of Agrarian Refbrm
Secretary; Francis Estrada, Chairman of
Equity Managers Asia; Antonio David,
Chief of Mission with the International
F inance Corpora t ron , Robcr to Car . ia .
Pres ident o f Or icn ta l and Moto l i te
Corpora t ion ; Ashok Soota , Cha i r o f
M i n d T r e e C o n s u l t i n g ( l n d i a ) a n d
Pres ident o f the Confedera t ion o f
Indian Industries and Gallegos himself,
f irrmer Dean of the Institute at AIM. It
is likewise remarkable to note that MtsM
Class'73 had 19 recipients ofthe AIM
Alumni Achicvement Award, the most
ol any batch.
D u l . e C a s a t l a n g . c \ r ' ( u l r ! (
d i r e c r o r o f A A A I M ( A l u m n i
Association of the Asian Institute of
Management ) and an MBM '73
graduate herself reiterates that the MBM
Class of'73 is more cohesive whereas
the batches afterwards are inclined to be
r n d r r r d u a l r s t r c . T h r . , s h e n o t e . o f t h e
ideal closeness her classmates share
despite coming from different sectors
aaside from business, namely the religious
llroups, non government orSanlzatrons,
soc ia l dcve lopment o rgan iza t ions as
well as the military. In fact, MBM 73
holds reunions every other month.
I ;e l ipe ' D ie go (MBM '73) ,
chairman of Bcrkley Lile adds on what
d i s t i n g u i s h e s C l a s s ' 7 3 f r o m o t h e r
batches , "Our c lass is no t jus t
cntrepreneurs nor corporate executives.
I gu ts r e ro lu t innr happen ar a cer ta rn
po in t , and we were ab le to s t radd le
both." Diego is also chairman of the
Federar ion u l thc A lumni Assocrar ion
of thc Asian Institute of Management.
Of AIM, Diego notes as well the
dramat ic t rans i t ions and growth the
Institute has cvolved into during all of
A I M . 1 c y e a r . a . A s i a s p r e m i e r
management school, "Now, thc Institute
has broader op t ions and I 'd l i ke to
be l ieve tha t the compet i t i vc sp i r i t
contlnues to be with AIM as a market
base ofideas and where the bcst and the
bnghtest convcnc."
Th is year . 2003, i s spec i f i ca l l y
eventful fbr Class'73 as they celebrate
their pcarl anniversary, also since they
are AIM's 2003 Homecoming's honoree
c lass together w i th C lass '78 . Both
Casaclang and Diego agree that the
homccoming wil l be just as meaningtul
with greater attendance of local and
international alumni of AIM. "We look
for war d to get thc 'upport o[ ou r alu mni
i n m a k i n g A A A I M l h c b t { t d l u m n i
association in Asia," says Casaclang.
H e n c e , t h e A T M a l u m n i a s s o c i a t i o n
r ecognizer the pora er of the A lM aiumni
to sustain the significance ofthe Institute
in quality leaderchip management in the
Ph i l ipp ines and in As ia . Such were
interesting insights from the batch that
gave birth to a number of prominent
leadcrs in business and sociery
After eYerything, the MBM Class'73 and their stories ofan i l iustrious past
embody rhetruth in Sylvia Plath's poetry
that what wreaks havoc to the limb, then
strengthens the orchard. Their class
admirably defied the challenges strewn
on their paths and they consequently
emerged as achievers in every inch of the
word.
I t i s t r u e , t h e C l a s s o f ' 7 3 h a d
l o u r n e r e d [ a r a n J q i d e f r o m t h e i r
h e l d a l s i n A I M . T h e r h . 1 v c p r o v e n .
through time, that looking back to ther
AIM exper ience can a lso mean
reverence and gratitude to yesterday and
moreover, f'alling in love with a great
past. Their tales prove that once AIM
grows in you, you are drawn to it, as if
by awe and mystery and magic.
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transformed the townscape. The two
projects together account for 150 modern
employment opportunities in the
poblacion or town center, and have
positively affected the lives of the town's
130,000 comtituents. The concept rcsts on
the principle that the old town cente$ must
continue to function as attractive and
dynamic centefi of activiry The PUSO ng
Hagonoy has also breathed life into Cruz's
other community projects including
assistance to local education, health,
agriculture and aquacultur€
redevelopment. More importantly, the
PUSO funcrions as main capital provider
for the modenization of Bukid Ni San
Juan where the real story of Cruz's life
journey begins.
Continuous Learning
Born to an amuent and prominent
family, his lawyer father formed the ACC
(Angel C. Cruz) Farmerc Development
Corporation in the 60s. His mother, who
is a banker, founded the Paluwagan ng
Bayan Savings Bank. Cruz combines an
enftepreneurial family backgrcund with a
wealth of personal experience and
learning. He finished college wirh a degrce
in Political Science in Pennsylvania, USA
itr 19'17. kr 1983, he graduated with an
Arch i tec tu ra l and C iv r l Eng ineer ing
degee from the Hogere Technische School
in Amsterdam, the Netherlands. In 1986
after completing Caf€ and Restauralt
Management and Chef 's Diploma
Courses in the Netherlands, he put up
Philippine Specialties RestaurantADOBO
on the Utrechtsestraat in Amsterdam.
Yearning for his roots, he returned
to the Philippines after spending a total
of 25 years in the USA and Europe To
fil the gap in his knowledge system and
facilitate re-entry into Philippine life in the
late 90s, he enrolled at the Asian Institute
of Management. He completed the Master
in Development Managementit 1997 arrd
the Master in Entrepreneurship in 2001.
On his experiences at AIM, Cruz says, "I
have been exposed to the international
academic top. Great are the advantages of
foreign study. This multiplies when
applied in the home country. However my
experiences at
AIM also prove
that our country
is itself endowed
with excellent
a c a d e m i c
resources. The
p r i n c i p a l
advantage of the latter being that leamng
approach and content have direct
relevance to local interests and issues. We
must recognize, respect and tap into our
owr systems. My two cou6es at AIM are
precisely the combination which I need in
my work now and in the area where I am
based."
The Realization
Cruz narrates, "My father's dream
was to go to Manila after the war, study,
eam and then retum to help his family
and improve the s i tua t ion in h is
hometown. He put up the ACC Farmers
Development Corporation to help farmers
and make a difference in their lives.,My
fa ther 's fa ther was h imse l f a tenant
farmer. As I mature, I begin to reaiize what
my father's dream tru)y meant. To put it
simply, he wanted to become prosperous
for himself - and for others."
Following in his father's footsteps,"I studied and lived abroad. It was
ftustating to compare a country like ou$
struggling through the primary stages of
development, with prosperous and well-
ordered Eurcpean societies. Hovr'ever, that
rcalization at the same time presented a
challenge. Many who share a similar
experience would be rurned-off by the idea
of being bitten by mosquitoes, watching
dirty rivers and living a rufal life. They opt
instead for the more modern urban setting.
Many even remain and live abrcad. I tookup the challenge."
with that challenge,
Cruz opted to seftle and
work in his hometown,
develop the family
properties and turn the
family farm into majestic
rice fields. He was also
able to disp€l orhers opinions thal rice is
no longer viable given peculiar coastal area
conditions of soil and groundwater
salinity and area flooding during the rainy
season. "The condition of the land
requires many special inputs: protective
dil(es, proper irrigation infrastructure.
proper land preparation, climatology,
timing and programmed planting, modern
seed vadeties, updated soil and water
management technologies, systematic
mafketing and hnancial supports. Of
cou$e farmers themselves must be capable
and deserving. In other words, they must
possess a minimum of professional
qualif ications, motivated and have
initiative. Fresh initiative above a11," Cruz
emphasizes.
Bayanihan or village Teamwork
The special day was also to celebrate
successful teamwork at Bukid Ni San
Juan. Cruz says. - Bukid Ni San Juan is a
testimony to the right combination,
Continued on page 69, Farmer
Alumni Class Update
CLASS NOTES
News from AIM alumnifrom around the w;rrld
BANGLADESHEhsan Ul Aziz Chisti, M[{ '95, is the Managing Directorfor Lark Bangtadesh with business address at 5'r Ftr.
House. ,5. Mohakhatr C/A Dhaka Bangtadesh.
Henry Yin, MDP 60th 2002, is a Ptant Manager at Rohm& Haas Songjiang Ptant with business address at No. 21Jin Xj Road, Songj iang Industr ia l Zone,201600,shanghaiChina. Henry writes, "lt was a wonderfuI time when Ijoined the MDP 60th session jn AlM. I found moreanswers about my career and benefited so much fromthe Leadership Devetoping by Prof. Sonny Cotoma, theStrategy Devetoping by Prof. Ed Morato and theMarketing Strategy/Devetoping Management by Prof.Ned Roberto. "
Yang Liqiong, PPDrtt 2002, is an Admjnistrative Officerof the Yunnan Environmentat Devetopment Programmewith business ajdress at 27 Xi Yuan Nan Lu, Kunming650032, Yurrnan Prov ince, China.
Wenzhong (Jack) Niu, tvvvl '98, is a Customer ServiceManager of Rockwetl Automation with business addressat 4/F, office Tower 1, Henderson Center, 18Jianguomennei Ave., Dongcheng District, 100005,Beijing, China. Jack writes, "After graduating from AlM,my position in Otis Etevator rose from managing daityoperations to strategic ptannjng and imptementatjon.From 1998 to 1999, I was in charge of service sates andoperation. Since 2000, I worked jn Otis China group's
marketing. My marketing know{edge comes from AlM. Ido thank my MRR advisor Prof.Titong Gavino and Prof.Frank Roman who realty gave me a lot of insights andtaught me how to anatyze an industry and how to makea strategjc ptan for a company. Case method studyhetped me to understand the business of manymuttinational companies in different industries, whichare now becoming our customeTs and competjtors. Attin att, one year's Living and studying in Manr.ta gave medifferent angtes (gtobat view) to see the wortd."
Wang Kee-Harn, AVvt'89, is the Director for Ptanningand Environment Section, Programme ManagementCenter, Constructjon Management Division for the
Paaragon
TC H I N A
Taiwan High Speed Rait Corporation.His business address is at the 5th Flr.No. '100, Hsin Road Sec. 5, Taipei,Taiwan 1 10, R.O.C.
Gang Wang, ,vlM '99, is the HRDirector of Caterpittar-ShanxjInternationaI Casting Co. withbusiness address at P.O. Box 2,Jiangxian County, Shanxi Province,China 043605.
CZECH REPUBLICJan Kloucek, M1 2001, writes:'After graduating from AIM in 2001 ,ljoined the biggest financiat groupin Centrat Europe as a projectmanager in the managementconsutting department. So far, Ihave worked on four projects.Currentty I am the Director ofMerger Office, the merger of twoinsurance companiesProf. " Hisbusiness address is CSOB, Prikopy 15,Prague, '110 00 Czech Repub(ic,emait: [email protected],
I IFRANCEMr. RajeshSharma, MBM'98, is nowSenior Manager-StrategicAttiances, EMEA(Europe, Middte
East and Africa) for Nortet Networkswith business address at ParcD'activite de Magny Chateaufort,Les Jeune Bois, 78928, Chateaufort,France. Raj writes: "Dear MBM 98batchmates: Miss fortnightty WAC'sand subsequent hangover on theweekends. Drop me a notewhenever you are in Paris and wouLdbe great to catch up with you andjoin you for some joie de vivre inParisian cafe. Keep in touch and by
soon.
E
the way Satamat Po for the greattime during MBM. Hoping to see you
HONG KONGManoj Thakur, lrl S'98, is aDirector for CDP Capitat withbusiness address at 5408 CentralPtaza, Wanchai, Hong Kong. "l amtooking after the private equityinvestments for CDP Capitat,Canada's largest pension fund," hewrites. "l invest in the media andcommunications sectors in Japan,Korea, Taiwan and India". You canemait Manoj [email protected].
I N D I ASatya Prakash Arora, MM '77, sent aletter to inform us that he is nowwith Saitor.com Pvt.Ltd. withbusiness/home address at D-105,Anand Niketan, New Dethi_-110 021.You may e-mail Satya [email protected] [email protected].
Ashok Muthalaly is now VicePresident (Group Assurance) of TataSons Limited with business addressat Bombay House, 24 Homi ModyStreet, Mumbai- 400 001, emait:amuthala([email protected]. He attendedTMP in Bati for a month in 1994.
Sanjeet Nandi, lvlM 2001, writes:"ln a time of rapid change, the AsianInstitute of Management gave me anopportunity to set the tone for ashift in my core competency fromthe bubbting effervescence andheady mix of cocktaits to a moreptacid, stoic but fast expandinghorizons of the Banking Industry lthas definitety been educative withregards to best practices and worldctass aspirations and yes it has been
the perfect taunch pad that hashetped me manage my expectancy.More Power!!!"Sanjeet is with the UTI Bank Ltd.(www. utibank.com) with businessaddress at Ptot No. 75l2/2-8,Buitding No. Y Sacred Heart Town,Wanwadi, Pune 411040, emait:sanjeet. nandi@uti bank. co. i n.
IINDONESIADr, A. Kiagoes, 22"d MDP'83, is aManaging Director of HonorisHospitat with address at Jt. HonorisRaya Kav. 6, Perum. Kotamodern,Tangerang 151 17, Indonesia. Beforeworking with Honoris Hospital in'1999, he was Executive Director ofRS Pondok Indah-Jakarta from 1986to 1999.
Dennis O' Brien, MDM'99, is theCountry Director of CARE Canada,and is currentty posted in Kenya. Youcan email Dennis [email protected]. ke.
Peter Mueller, TMP'86, in Baguio,is now the Senior Vice President forOperations for Swiss GardenInternationaI Hotets, Resorts andInns. His business address is l8th Ftr.,Ptaza OsK, Jatan Ampang, 50450Kuata Lumpur.
Dato Syed Ahmad ldid, ABfitP '83,
visited the AIM campus last October2002 to speak on Ethics beforeSenior Potice Officers in Manita. Hecurrently hotds fettowships in theMataysian Institute of Bankers (andwas Examiner in Law); MalaysianInstitute of Human ResourceManagement (atso a Founder andPast President); Institute of
EETKENYA
€
MALAYS IA
News from AIM alumnifrom around the w*rld
Management Consuttants (by virtueof which one can use "Certified
Management Consuttant"); and theMataysian lnstitute of Arbitrators.Atso FetLow of London (Goodenough)House. He is atso ManagementConsuttant Director (on Board) ofsubsidiary of New York StockExchange tisted company andArbitrator/ Presjding Arbitrator(Domestic and Internationat). On therespective panets inctude those ofthe Kuata Lumpur Regionat Centrefor Arbitration, the MataysianInternationaI Chamber of Commerceand lndustry (MlCCl), PertubuhanAkitek Mataysia (Mataysian Instituteof Architects) and others.
Ahmad Zaki Bin Hj: lsmail, Ph.D,A{M '85, is now with theInternationaI lstamic University ofMataysia (llUM), with businessaddress at Department of BusinessAdministration, KutLiyah ofEconomics and Management Sciences(KENMS), Jatan Gombak, 53100Kuata Lumpur. He writes, "When Ientered AIM in June '1984, I hadbeen rn HRM for more than 15 years.After compLeting my A M in May,1985, I was posted as GroupManager, Corporate Planning (5years), and as Executive Director ofa subsidiary company (2 years). Iwas atso appointed as Director ofseverat subsidiary/associatecompanies. | left my emptoyer intate '1992 to pursue my Ph.D.(Business Management) at the Schootfor Poticy Studies, University ofBr is tot , U.K. Since August 1999, Ijoined llUM as assistant professor,Department of BusinessAdministration, KENMs, and havebeen teachjng (undergrads/postgrads) in management retatedsubjects: management, HRM, smatt
busjness management,entrepreneurship, internationaIbusiness, internationaI marketingand strategic management.
Haji Zulkifly Baharom, [{lvt '89, is aSenior Managei ManagementDevetopment of Mataysia Airlineswi th business address at No.2 Jatan55 7/13 Ketana Jaya, 47301 PetatingJaya, Setangor, Mataysia.
Ng Chong Chin, SMW '93, is a SeniorManager, Sales and Marketing ofRevertex (MaLaysia) SDN BHD withbusiness address at 1 % Mites, JatanBatu Pahat, K.B. No. 508, 86009Ktuang, Johor, Malaysia.
Peter Thien Sin Min, Aldrt P '94 &SMP '95, is with the Ministry ofFinance, sabah, with address atWisma Kewangan, 88593 KotaKinabalu.
Raymond Yap YM, MM '97, is a VicePresident for Corporate Ptanning andBusiness Devetopment of GentingBerhad with business address at '19th
Ftr., Wisma Genting, Jatan Sultanlsmait, 50250, KuaLa Lumpur.
Azaman Bin Abu Bakar, lv$vt '78, isthe Executive Director of MudaHoLdings Berhad with busjnessaddress at Lot 7, Ja lan 514/241,46'100, Petating Jaya, Setangor DarutEhsan, Mataysia.
Zainol Che Tak, ,r{DP'79, writes, "l
attended AIM MDP in '1979 and it wasa good experience. I have retiredafter 34 years of working jn the fjetdof human resource management.go to the PhiLippines every yearusuatty in December to vjsit my in-taws. I witt be in the Phitippjnesfrom the 1oth of December to the 3d
of January 2003. lf I have theopportunity, I witt drop by at AIM "
Mervin Yee Teck Choy, EMBA 2002,is a Manager, Human Resource &
QuaLity of Nippon Express (Mataysia)SDN BHD. His business address is atthe 1oth Ftr., West Wing, WismaConsplant 2. 47500.subang JayaSetangor DaruI Ehsa, Mataysia.
Kasmuri Sukardi, l{M'94, is nowthe Group Director' Agribusiness forGotden Hope Ptantations Berhad.His business address is at 13th FtrMenara PNB, 120-A, Jatan TunRazak. 50400 Kuata Lumpur. Xasmurisends his greetings to AIM:"Congratutations AlM, Faculty andatI atumni members. We surety havecome a long way but we stitl have aLong way to go!! The searchcontinues. Happy 35th Anniversaryto AIM and aLt ! ! "
Dr. Grita Thain, PPDM 2002, is aProject Manager for HIV/AIDSProject for Wortd VisionInternationaI with business addressat '16, Shin Saw Pu Road, Sanchaung,Yangon Myanmar. You can emaitGrita at wvm@mptmait. net. mm.
CSINGAPORERochna Misra Kaut, MBM '97, is theGtobat Product Manager, ProductStrategy and Ptanning, BCT Mry ofPhitips Consumer Etectronics withbusiness address at 6204, TP1, Levet3, Toa Payoh, Singapore 319762.Rochna writes: "Good tearning; AIMneeds more theory added to thecase study methodotogy. Thefoundation of subjects has to bestrong to create a difference in the
IMYANMAR
ta
l;I
reat wortd. AIM must have moredirect interaction with corporations/industry beyond Phitippines. Musthave active industry teaders fromIndia, China, etc . "
I
iffi*oSumeth Amornjaruchit, Ll t '85, isnow Senior Department Director ofUnited Communication IndustryPubtic Company Limited withbusiness address at 499Benchachinda Btdg., 16th Ftr. TowerA, Vibhavadee Rangsjt Road, Ladyao,Chatuchak, Bangkok 10900,Thai tand.
Kachad Ketchoo, A{BA'95, is nowan aircraft speciatist with ThaiAirways Internationat Co., Ltd., withbusiness address at 89Vibhavadeerungsit Road, Bangkok,Thaitand, 10900. Kachad writes, ,,1
am very gtad to hear news from AlM.I wondei why we tost contact fromthe place we tove. After I graduatedfrom AIM and returned to Bangkok, Ijoined AIM atumni activities inBangkok two times. I am verypleased to receive emaits from AlM.Ptease keep in contact since I wantto be updated with thedeve{opments of our schoot. I atsowant to read about news from m,ctassmates. I hope your programswitt be successfut, I shatl writeagain. "
Porntip lyimapun, MBM '92, is theGroup CEo of RA & PacRim croupwith business address at 59l387.389, Ramkhamhaeng Road,Sapansoong, Bangkok, 10240,Thaitand.
Somyos Nimmanahaeminda, MBA'76, is a Director of Siam Royat
Orchid Co., Ltd with businessaddress at 94-'120 Charoen MuangRd., A. Muang, Chiangmai 50000.Thai tand.
Ma. Victoria Ferriols-Nimmanahaeminda, MBA ,78, is theMarketing Manager of Siam RoyalOrchid Co., Ltd.
Virach Lervoravinyu, MM '94, is rneStrategjc Ptannjng Director of J.Watter Thompson Co., Ltd withbusiness address at zolF, UBC llBtdg., 591 Sukhumvit 33 Road,Bangkok '10110, Thai tand.
Patcharaporn Chinanuvathana,MDM 2001, is a Fund RaisingManager for the S05 Foundation ofThaitand with address at 163Rajapark Btdg., 4'h Ftr., Sukhumvjt21 Rd., Wattana District, Bangkok10110, Thai tand. Thei r goat is tobuitd more 5OS Chitdren's Vitlages inThaitand to hetp orphaned thitdrenby pursuing one mittion donors todonate 365 Baht or One Baht a Dayfor one year. This they witt presentas a gift to H.M. Queen Sirikjt on theoccasion of her 72M bjrthday onAugust 12, 2004. You can emaitPatcharaporn atsosdonation@yahoo. com.
UNITED STATEs OF AMERICAVijay Singh, MBM '82, vicepresident of Risk Management, hasrecentty been appointed as chiefrisk officer of Pennsytvania Powerand Light (PPL) Corporation. Hisbusiness address is Two North NinthStreet , A l tentown, PA 18101, USA.
Astrophil Tejada, [{BM '73, ispresentty a Senior Accountant at theCity of Chesapeake, VA, UsA. He and
hjs wife, Rafatyn Peratta Tejadahave two sons: Benedict, who is asenior in Government & Potitics atthe George Mason University inFairfax, VA and Victor, who is in 4,hgrade at the 5t. Matthew's School inVirgjnia Beach. Topi sends hisregards to all his ctassmates andtheir famities.
Guy Tororici, MM '90, is a partnerof Omega Investment and Loans,with business address at 100'15 AttaSierra Dr., Suite 5, Grass Vattey CA95949.
Robert "Bob" Yangas, I'tM '77, hasretired from his work with the U.5.Covernment. "My major activity atthe present tjme is my work as avotunteer docent (guide) at theAsian Art Museums of theSmithsonian lnstitution inWashington, D.C. , i .e . , the Freerand Sackter Gatleries. My home is inBethesda, which is a suburb of ournat ion s capi to t . l f any AIM atumnifind themsetves in the area, Bobwoutd "be pteased to show youaround ".
Yakub Mathew, ,\ BM '91, is a VicePresident for HSBC with businessaddress at 452 Fifth Avenue, NewYork, NY 100'18.\\llzzrlrz/1!\\
UNITED KINGDOMVikram Razdan, iAll '99, writes:"Best wishes for new year 2003. Iam currentty working as the Head ofOit and Gas Services Division withLaser Recruitment in UK (20 mitesfrom London).lf any of the atumni or students(with background in lT or Oit andGas) woutd tike hetp in job search in
Continued on page 61
=
PPL Strengthens Risk Management Function,Names Vice President of Risk Management
o further strengthen its existing dsk management
process , PPL Corpora t ion (NYSE: PPL) has
named a chief risk officer.
Singh chairs the company's existing Risk Management
Committee, which comprises senior offrcers of key business
functions. He oversees the fuIl spectrum of corporate sks
throughout PPL, including business risks associated with
energy, interest rates, foreign currency exchange rctes, credit,
insurance and project development."Our chief risk officer frlls a key role in the system we
established to identify and manage the various risks
associated with our business," said Hecht. "He rntegrates
the dsk management functions that already exist in key areas
of our company and assesses ovemll corporate exposures."
Singh, who have started December 16, works closely
with PPL'S treasury and insurance departments, its energy
marketing and trading operation, and other business units,
Hecht said. He is an of.licer and employee of PPL's services
subsidiary.
Singh worked as vice president and risk contrcl officer
at ConAgra Foods, Inc., in Omaha, Neb., where he was
responsible for monitoring commodity, interest rate and
curency fisk.
Prev ious ly , S ingh was d i rec to r o f p r ic ing and
quantitative analysis and a senior financial economist at
Cinergy Power Markets and Trading, Florence, Ky.
Singh holds a Ph.D. in finance from Ohio State
University, a master's degree in finance and intemational
business llom the Asian Institute of Management in Manila,
the Philippines, and a bachelor's degree in economrcs and
mathematics ftom University of Delhi in New Delhi, India.
Before jo in ing C inergy , S ingh was an ass is tan t
professor of ftnance at the University of Pittsburgh, Georgia
Tech and George Mason Universiry Prior to that, he was a
senior hnancial analyst at The Hong Kong and Shanghai
Bank in Hong Kong, was a consultant for Phil-Fuji Xerox
Corp. in the Philippines, and held various positions at the
State Bank of India in Delhi, India.
PPL Corporation, headquartered in Allentown, Pa.,
controls about I 1,500 megawatts of generating capaclty ln
the United States, sells energy in key U.S. markets and
delivers electricity to customers in Pennsylvania, the United
Kingdom and Latin Amertca.
Letters fromthe Alumni
Letter fiom New York:
Maria Jocelyn R. Betnal, MM 2001, is currently an Associate Managerfor Financial Reporting (Budget Department) at Fairchild Publications, Inc. Sheis responsible for preparing reports needed company wide and performing hnancialanalyses. The bulk of her function centers around the annual budget and monthlyforecast fbr all the magazines and other related product lines of the Company.
After graduating from AIM, she had returned to Fairchild as an independentconsultant workrng on developing reports for the company using Hyperion Essbase- a multjdimensional database seryer used for planning, anaiysis, and managementreportlng applications which can be accessed on demand from a desktop orworkstation. She re joined the Company full time in March 2002. She nas oeenwith Fairchild for over five years, having worked also in the AccounringDepartment and the Books Division prior to coming to AIM.
When her workday is done. she devotes her time to her community actrvrnes.She is most well known for her af}jliation with the Philippine New York Jayceeswhere she has been a member for rhe past l0 years. In October 2002, Jocelynchaired the New York State Jaycees convention here in New York Cit1, a lornrcollaboration with our Korean affrliate. This highly successful convention f'earureda revamped management training fbcus, personal development training focus andhighlighted community issues that are of national interest. The event also featuredthe turnover of $40,000 to two foundations care ng to post-Sepr l1 needs in thecommunity. Thc convention was attended b], representatives from across the state,the national and inrernational organization. She was recognized with a specialcitation for her efforts.
ln the Filipino American Communiry she was involved as Co-Chair of thefirst ever Consul General Lacanlale's Reception fbr Young Fil-Am Professionals(March 2002). This event was attended by over 200 voung professionals andgenera ted $5 ,000 ne t revenue wh ich was ru rned over to the Ph i l ipp ineIndependence Day Celebration (PIDC) Committee.
As Assistant Treasurer of the PIDC 2002. she served under Dr. Jean Lobellin putting together the "Asian Pathmakers, Global Bridgebuilders" Forum ar theAsia Society (May 2002). The highlight of this evenr was the presentation of fourRamon Magsaysay Awardees from China, India, Thailand and the Philippineswho shared their lif'c's work in their respective fields and communities. It wasalso an opportunity to meet with representatives of the Rockefeller Foundation(which contributes to the Magsaysay Award), the Ramon Magsaysay AwardFoundation (represented by Carmencita Abella and Jaime Zobel de Ayala) andof course, Paco Magsaysav, grandson of President Magsaysay for whom this awardwas named after.
EVIETNA/r,i
From AUt ordrnd the world, poge 59
UK, Europe or Middte East, kindtytet me know. Those interested mayregister online(www. taserrec.co. uk) or send CVsto emait address:v. [email protected]. We atsoptace IndustriaI Consu(tants inshort-term assignments in UK andEurope.
,rlr. Tran Dinh Dan, MDM '98,
former Governor of Ha TinhProvince is now a member ofVietnam's National Assembty.
Mr. Bui 5y Loi, PPD^{'96, hastikewise been etected to a seat inthe National Assembty.
OTHER ALUMNI NEWS:Ctass l'llvi '91 (Danny Verastique,Atten Dones, Edwin Lacierda andErnie A. Guzman as ClassRepresentatives) is one in extendingtheir best appreciation to Fetipe"Pipes" Buena, for theunconditiona[ assistance heextended to Hong Sik Moon, lvlM '91
,during his ftight back home to Koreatast October 2002. Moon came backto Manita to finish his DBA at uP andsubsequently stayed to invest here.He has atso become a Cathotic tayminister.
Go t o Bemal, next poge
Berndl, from previous poge
"Given the education that I
Iearned while at AIM, the core functions
has allowed me to focus on my
professional career with a greater
realization of the impact that I have as
a crucial component of the Company's
success . By unders tand ing the
importance of benchmarks within the
indusrry. f inancial analysis. scenario
projections, I am able to contribute to
the overall budget/forecast process of
the company. The leadenhip skills have
really been tested through my
c o m m u n i t y a c r i v i t i e s . V i s i o n i n g ,
Planning, Execution and Team Building
concepts have become my guide in any
community service project that I embark
on. "
Fairchild is a pubtishing company
that prides itself on being the authority
of retail and style. It publishes such titles
as W Women's Wear Daily, Jane, and
Details (consumer tit les) and DNR,
Supermarket News, Home Furnishings
News, Executive Technology,
Infurniture, Footwear News (trade
titles).
from APEC , poge 65
To go th rough each and every
significant experience we had during our
stay in Mexico would take up too much
space, but maybe a few key experiences
will put things into a clea4 if not over-
broad context. We met a 16-year-old kid
who sold over a million dollars worth
of chocolate on the intemet. We padied
with a guy who rai3ed a billion dollars
from nothing to bid for a nationwide
telecommunications deal and had to
give it ALL back when the deal fell
through. We heard of a guy in China
who made bil l ions just by gold plating
trimmings on EVERY government
office. We saw how Asians, despite
differing backgrounds, are automatically
drawn to each other when faced with an
east-west issue. We also saw, how
Filipinos played an interesting social link
between Western and Asian delegates.
W h e n t h e P e r u v i a n a n d F i l i p i n o
delegates "adopted" one another, we felt
how Fil ipinos, Latin Americans and
Mexicans still share a bond started by a
trade roure hundreds of years ago. And.
we found that most, if not all
entrepreneurs, seem to carry with them
a desire to better themselves and in the
process, improve the l ives of those
around them.
In the end, the trip's signiflcance
lay in rhe people rhar pdrticipated jn it
The other participants' openness in the
sharing of ideas and the acceptance of
opinions, despite divergent upbringings,
cultural references, and personal
experience was something to aspire for
in our own lives. The promise to do well
in business, not only for the benefit of
the individual but for the benefit of each
other 's communi ty and economy
insti l led in all of us a new sense of
purpose as enffepreneurs.
Ambani on AIM's Unique Strengtht was only last month thar I was invited by Founding
Cha i rman Wash ing ton Syc ip to jo in rhe Board o f
Grxernor s of thc Asian lnstitute of Management. Itollered me a unrque opportunity to be part of an institutionthal is onc ot rhc best in the world. I gladly acccpted thelnvr ta t ron .
I was looking lbrward to the next Board of Governorsineetrng rn i\4afch 20t)3, $'hen lwouldbe lormally inducted.l lut Mohan Phadke changed all that. He preva ed uponme to.jojn this cvening's f 'unction.
I am ver_v pleased that my first interacion with AIMis takinll pla(c tn the presence of Dean Ms. Ma Nieves
Conf'esor and,shri Ashok Soota.
S h r i A s h o k S o o t a ' s a c c o m p l i s h m e n t s j n t h elnfirrmation tt:ch nology sector are legendary_ He built Wiproro an o.garizatror) of global standing. His stamp on thechronicLe ol inclran IT is indelible. His nominarion as theIT trIan ol thc Yi:ar by profissional IT journals is a fining
rccognition ol his immense contrjbution. Now, as President
o f lbe Con icdera t ion o f Ind ian Indus t ry , he has rhe
r e s p o n s r b i l r t v o l i e a d i n g I n d i a n b u s i n e s s i n t o a n e w
trajectoll r\ l i \ l nrust rndeed be proud to wear his eminenceon its roll ol honours.
f r i r " r J . . u l r u r a l . e n s r l i z a l r o n i s a n i m p o r r a n r
component ol 'rhe new environment of business beyond
barriers. In today's context, rhis organizational quality hasacquired exceptional value.
And this is a unique strength of AIM. About half the30,000 alumni of AIM are from countdes other than The
Philippincs. lt lends a significant multi-culrural character to
this great institution.
It also speaks eloquently of the vision of the founding
fathers of the institute. Thcy had the foresight to creare anlnstitution, rvhich would bring about a fusion of numerous
cultural streams and thereby enrich the minds of its products.
A I M n e r w o r k s w i t h g o v e r n m e n r s . i n s l i l u t i o n s ,
corporates, social investors, project partners and individuals
from a host of countries. lt has nurtured this relationship
over the last three decades with considerable forethought
and exemplary sensitivity. In fact, this sophisticated network
is the edifice of AIM's success. It is also of immense learning
value in today's context of networked organisations.
Ladies and Gentlemen, organizations succeed when
farsighted leadership is sustained over time. AIM has been
extremely fbrtunate in this regard. It has enjoyed continuiry
in leadfrship. It has enjoyed the stewardship of Founding
Chairman Washington SyCip, since its inception in 1968 to
the present. This, I believe, is one of the most important
lactors that has given it uninterrupted sense of direction,
uniqueness and strength.
These qualities will serve the lnstitution well in several
ways. The centre of gravity of global business would move
to the Asian region. The New World order would need a
workfbrce that embodies diversity in cultural mindset. AIM
is one of the few organizations geared to serve this essential
need, because it is founded on strategic partnerships and
diversity of thought. These are vital ingredienrs for success
in this era. In this respect, AlM, in my view, is very well
anchored. I see for it a very bright future in a changing world
order.
Friends, iou are the assets AIM has bequeathed to the
world of excellence.
I wish each one of you every success in all that you
pursue. I wish you greater accomplishments, which will doyour Alma Mater proud.
A sptech delivered hy Mukcsh Ambani, Chairman andManaging Director of Reliance Inclustries Linited durixg theAIM lhrntni Meet held it1 Mumbai last Septembet 16, 2002.
LA then Mex i co a t l as t . . . made i t t h rough immig ra t i on .
Aren't we cute!
F inaa l l y , i 'm i n t he p i c tu re
APEC Young Leaders Forum
Last supper, Tequila and Arrachera
' : + l" . 11
I
Hamming fo r t he cam.
Unity in Diversity
What made it more special is that the invitation came
through so soon after graduating from AIM, another highpoint in my life. But, while it gave me another feather to put
in my proverbial cap, the invitation also gave me cause for
some concern. Would I live up to the expectations of my co-
delegates as well as meet the objectives of the forum itself?
How would the things I learned from the institute compare or
contrast with those of my othei forum-mates? From what I
undefitood, the goals of the forum were to present, to the
other participants fiom around the world, real situations where
entrepreneudalism was present in Philippine society and theproblems and solutions encountered by real entrepreneu$.
Would I measure up? Either way I was determined to make
the most of it.
It began with an email, which sent out a call for
entrepreneu6 who might be interested in attending the APEC
YOUNG ENTREPRENEURS FORUM. Given that the
email indicated that the final date for submission of
applications was due the next day, I was not very hopeful that
I would be chosen. I was certain that other entrepreneur
would have submitted the requirements much earlier and
would have had their applications reviewed more thorcughly.
Still, always the hopeful one, I gathaered all the requirements
and submitted them to the ME offrce. It might have been just
dumb luck, or the fact that I submitted my application to every
one of the offices involved in the selection. but a few week
Being invited to join the APEC Young Leaders Forum was probabty one of the most exciting thingsthat has happened to me to date. By Jaime Garchitorena
later I received the call indicating the acceptance of my
application.
The group that was to be sent to Monterrey, Mexico
would be composed of two members from the Ayala Young
Leaders, two professors fiom De La Salle, four members from
three other members from AIM and a representative of the
Department of Labor and Employment who was to be our
group head. Looking at the diverse backgrounds of theparticipants fiom the Philippine delegation, my first worry
was that we might present conflicting opinions on the state of
the Enhepreneur in the Philippines. Each individual was asked
to present a "white paper" on various topics ranging from
financing to innovation to the relevance of formal
entrepreneurial based education. Eight white pape6 were to
submitted in all with our group moderator submitting an
overview ofthe Philippine Ennepreneurial situation. All these
papers would be submitted for scrutiny, each of us would be
subjected to a Q& A fiom the international forum, by the other
delegates from other member economies. Since we were to
present each of our position papers, wdtten in the context of
personal experiences, in separate forums, one ofthe challenges
was to come up with a consistent picture of the state of
Entrepreneurialism in the Philippines without having to
contrive lints between each of the position papers. And while
this put an exciting kind of pressure on each of us, one thing
was clear this was not going to be the junket we all thought
Winn ing t he f i r s t eve r APEC s imu la t i on
The amazing thing that surfaced during theconference was that despite the diversity ofthe member economies participating, fromfulty devetoped to under developed, therewere many similar probtems encountered byentrepreneurs atl over the world.
it would be. This was going to be serious
work.
The first order of the day was to
meet the group that would go to Mexrco.
By luck more than by design, it turned
outthat three of the other delegates were
from AIM - George Innocencio, Chris
Manlapaz, and Ton Conception. The
other members were Sol Delantar and
JP de la Vega from Ayala, Professors
Raymond Habaradas and Bong Abad,
and Ms. Tetey Soriano from the
Depar tment o f Labor . I t was a lso
forrunale thar these other delegares were.
in the great Filipino tradition, friends-
of-friends-of-friends. In Pinoy social
speak, we all "knew'' each other. This"knowing", as well as regular pre-
deparrure meetings, made it easy for the
group to interact as a team. It also, albeit
unintentionally, created a commonplatform of thinking. This was clearly
reflected in the unintentional
cohesiveness of the nine papers thatwere
submitted to APEC.
The hands-up. no-questions-asked,
worse part of the trip was the flying trme
from the Philippines to Mexico. None
of us was curious enough to look up
where Monterrey actually was. We, the
ignorant travelers we were, simply
assumed that if it was in Mexico it was
in line with the west coast of the United
States. We were wrong. Monterrey was
located only two hours across the US
border from Houston which made it one
time zone awav from the east coast. We
envisioned the conference area to be
similar to Los Cabos, a luxurious beach
resort where the APEC seniors would
be going a month later. Wrong again,
Monterrey was high in the mountains
and was industrial a city as Makati and
Mandaluyong were. In the end it would
take us 36 houls to get to Monterrey and
four legs to get to Mexico. To make
matters wo$e, we were to arnve on the
same day of lhe conference s opening
ceremonies.
Three main topics discussed
Highlights in Business Incubation,
F inanc ing Young Bus iness , and
Education, Development and Business
Culrure. tach topic had five subtopics
that we were to choose from and to focus
the scope of the discussions, within each
subtopic tackled should include the
following charactenstics: a perspecrive
and a focus on young people; identi|/
rhe drff iculties and problems to maintain
a young people perspectrve: economrc
environment reality of each economy;young peop le s invo lvement and the i r
v i s i o n o f t h e d e v e l o p m e n t o f t h e i r
economy; and the document should not
exceed three pages or six minutes.
While each paper was to be written
fiom the personal experience of the
particular entrepreneur, supporting hard
data was required. This was to provide
the participants from different member
economies an impartial reference to our
assumptions and reports. The challenge
here was to eflectively orient the other
delegates on the local environment faced
by enllepreneurs and sti l l have enough
time for the actual report. Time was the
big factor here. The organizers had
underestimated the spirited discussrons
each report encouraged and within the
first two reports had decided to cut down
the reporting time from the originally
planned six minutes to threel In the end
though, all of the participants adapted
quite well to the format.
The amazing thing that sudaced
during the conference uas thar despite
the diversity o[ the member economies
participating, from fully developed to
under developed, there were many
s imi la r p rob lems encountered by
entrepreneurs all over the world.
Infrastructure problems, farm to market
fac i l i t i es fo r example , ex is ted in
economies bo th deve loped and
underdeveloped. Multiply this type of
commonality by a hundred fifty
participants and you can imagine how
meetings like this can serye to increase
the potential forcoming up with possible
solutions to these problems.
Before I give the wrong
impression, let me clarify that the
experience was not all work. EYery
evening was set aside for purely social
lnteractions. We had fanLastic dinners in
steel mills that had been converted into
an exhibition center. We went to local
bars and restaurants and had the time
of our I j ves w i th peop ie f rom every
possible range of age and thinking. And
although we may have disagreed on
certain points during the conference
forums, all of these were quickly set
aside as soon as the modentor banged
the gavel on the session.
got o AEC, poge 62
From poge 15 , Ch inaThe statistics present some very positive oppornrnities
for greater and closer ASEAN-China complementaries. Thepositive effects of China's growth on ASEAN would seemcontrary to traditional trade theories hooked on comparativeadyantage determined by factor and resource endowments-China's economic growth has so far, provided marketopportunities tothe ASEAN countries instead of impedimentsto their growth. China could be the economic engine thatwill pull ASEAN and its neighbors through the 2lst centuryThis has been apparent in the opportunities that have beenmade available through intra-industry exchanges in theproduction of and the high degree of differentiation possiblein manufactured products.
ASEAN countries can position themselves by supplyingcompetitively some of the import demand for goods andservices by a newly affluent class in China. This would includevarious kinds of imported products - TV sets, washingmachines, refrigerators, computers, cellular phones, etc.,tourism and travel for other purposes. Chinese personalconsumption expenditures have been growing at about'7-8o/oannually. Imagine the opportunities that can be drawn fromthe rising expectations and pent-up demand of 1.2 billionpeople whose per capital income will have doubled in just thenext eight yeals? On top of that they also need to update theirski1ls with education and training.
To secure access to China's huge growing market, foreignmultinationals are entering into research partnerships toupgrade the country's capabilities. ASEAN can be a sourceof managerial and technical expertise for China's rapidlyexpanding industrial sector
A New ASEAN Growth ParadigmLest they get buried, the ASEAN countries should not
only be alert to the new opportunities available but also unlockthemselves from the old Asian ttger growth paradigm amidstconcerns that China can produce practically anything thatASEAN can, and cheaper too. ASEAN should reassess itsparadigm of low cost labor cum export-orientation, as thiscould no longer be the engine of growth for the laggingASEAN member countries. The Asian crisis put an end tothat paradigm .
Now is the time to think of a new paradigm, whichrecognizes the new economic world order. Basically, I wouldput it down to niche identification where one can build uponone's shengths to take advantage of opportunities. Simply,each one of us will have to look more intensely for new nichesand develop new specializations. ASEAN countries have toreposition themselyes to enable them to create wealth forthemselves even while they are alongside a giant.
For instance, one of the important hends occurring todayis the way services have begun to account for an increasinglylarge ponion of world economic output. Among these, thedecentralization of backroom services such as those foraccounting, engineering and design, cartooning, and callcente$, provide opportunities for niching. Also something toconsider is the rapid pace of development in information andcommunication technology.
The Philippines, for example, had begun to take note ofthis hend by building upon its advantage of a large English-speaking and highly education population and an apparentaptitude of its younger generation towards ICT. I need notmention the somewhat scandalous "love bug" that a playfulFil ipino computer geek unleashed upon an unsuspectingwo d. Ethical considerations aside. it demonstrated a latent
skill that if harnessed in the right direction could be an exampleof this niche identification strategy.
Another approach is to compete as we cooperate withChina. While we are competing disadvantageously withChina in many of the labor-intensive industries, we cancooperate with them, for example, in the area of agriculture.China's growing population must be fed. While it has its ownpotential for agricultunl growth, there is much room for otherplayers to strengthen their agricultural production, usingtechnologies and fitting in the appropriate reform policies thatwould synergistically bring individual countries togethertbrough the sharing of resources, knowledge and products.
In sum, the opportunities for an enhanced economicsystem that conside$ the reality of China in the new worldorder are there for the world, and in particular, for ASEAN,to exploit. Which of these countries can face up to the Chinaphenomenon will depend on how well they are able to identifytheir niches, and strategically position themselves.
All in all, China should have a positive rather thannegative effect. I have cited, for example, tourism, newproducts and services and the impact of China accession toWTO on its share in global trade as the challenges thatASEAN can seize. What is clear is that we are seeing a newworld order where inha-ASEAN trade with China would Dlaya larger role in almost eyery aspect.
From page 35, Sugar Han
When Ms. Han was asked if there are certain genderbiases which enable men or women to be better managers, sheexplained that one's gender does not matter in business, it isup to the pe6on in the industry or the field. However, beingthe communication expe that she is, she encourages morevmues for communication and networking among men andwomen. In situations between men and women, she explainsthat,, "It seems that we don't know very well how we cancommunicate with each other."
Ms. Han believes that AIM is in the right path in termsof p rov id ing re levant and empower ing managementeducation. "I do believe that the education in AIM gives youstrength to survive in any situation and lets you growBalancing your work and personal goals will be the key toenJightening your l i fe. I am happy being a career woman, aswell as being a mother, a wife while serving as the head ofvarious social organizations," expounds Ms. Han.
The glass ceiling has been broken. Indeed Ms. Han hasserved and will continue to serve as a beacon of hope forwomen in Korea. She is the epitome of a successful Koreanmanager who copes with daily challenges arising ftom herrole as a career woman who competes in a male-dominatedeconomy, and a nurturer and homemaker determined byvalues and tadition ofEast Asia. Her service and commitmentto Korea exemplifies that she is truly one of AIM'S best.
From page .17, Corporate Governance
sustainable justice in the field of environmental law. Now Ipropose to you not just corporate sacifice, but corporatejustice, which you can share to all segments of sociery in
service to the people.
I look forward to the invigoration of government withyour acts of principled citizenship. And I hope that we will all
see the fluits of vour acts verv soon.
From page 19, Closs 'E3
Also, the group of Class '83 hasrecognized the Institute'smetamorphosis into a full-spectrummanagement institution with its Masterin Entrepreneu$hip and Managing theArts Program. The organizers havemapped out concepts accommodatingthe talents of those taking up these newprograms through trade exhibits,showcases and auctions.
Meanwhile, Saracin disclosed thatClass'83 would l ike to spearhead aspecial project for the alumni, thebuilding of an alumni lounge, wherealumni can hang out, transact andsimply meet up with each other in AIll.The said project being bom from the factthat compared to the'80s, alumnrcoming home to AIM have greaterchances of 'being lost' in the campus'new sprawling architecture.
On the final note, the 2003Homecoming promised to be not just anordinary reunion of sorts for Class '83
but rather an event that celebrates theAIM experience. Like the last drop ofBordeaux in a French caf€, the 2003Homecoming is more than enoughreason to ke€p coming back to their AIMhome,
From poge 55, Farmer
namely, the availabil ity of requiredinputs and teamwork. Then there is noreason why the land wou ld no tproduce."
He lakes pr ide in the growingnetwork of external relations establishedthrough three years of operations. TheproJect brings together officials,techn ic ians and exper ts f rom themunicipal and province-levelagricultural offices. 'A vital member ofo u r n e t w o r k r s r h e P h i l i p p i n e R r c eResearch Ins t i tu te whose cur ren tDirector Leocadio Sebastian is a BSJfriend. Dr Sebastian assigned PhilRicee),pert plant breeder and field rechnicianBenito Gamiao to teach, guide andmonitor at BSJ. As seed producer, BSJis a member o f the Bu lacan SeedProducers Cooperatiye, while the linkwith the Nueva Ecija counterpart is alsovaluable. This network of public andpdvate institutions and organizationsrepresents a partnership that works andis alive. Buhay na buhay pa pala angbayanihan. You just have lo rekindle ir.BSJ is a living model."
A Farmer's SuccessIn the last three years, the team was
able to acquire basic mastery over the
Master in Entrepreneurshi
2nd Entrepreneurial Finance31 March - 04 April
Managing Entrepreneurial Resources24-30 April
4th Corporate Entrepreneurship forTop Management (CETM)07-09 May
9th Entrepreneurial Leadership forBusiness Advantage (ELBA)26 Mav - 06 June
more c r i t i ca l p rob lems pecu l ia r togrowing rice in the Hagonoy area. Cruzadmits, "None of us is an agriculturaltechnician. We learn by empiric systems.We draw information and iidvice fromconsultants and experts, formal andinformal. Most importantly, we havelearned to monitor properly."
The Master in .Entrepreneurshiphas helped Cruz in this project. "We
need up-to-date management systemsand we need to apply entrepreneurhipespecially in this otherwise tradition-bound industry. It's a challenge to catchup when you are logg ing beh ind .Malasakit (commitment) must be longterm. A la rm is no t bur l r overn igh tEssential therefore is that one lovesfarming, enjoys outdoor l ife andappreclates nature."
BSJ's production capabil ity hassurpassed 5 ,000 k i los per hec tare .Maximum potential yield must yet beattained. Last year's seed harvest reachedbuyers as far as Bohol Island. Howeverthe pnmary market remains Hagonoyfarms and coastal neighbors. Cruzlaments, Bulacan Province is becominga rice importer for many reasons. Amongthem is land conversion. For instance,Malolos paddies dre only 30o0 of lheiroriginal area. A more serious thrcat in the
|*mnmlong-run rs that the ambition to take overfather's farm has given way to more trendycareers as OCW or seaman or computertechnician. That is why the objective is toinsp i re . We need to popu lar ize r i cefarming agarn. We cannor become a riceimporting nation using dollan to accessour most basic food commodiry We needto maintain self-sufl iciency rn nceat pricesthe local market can afford. If in salineand flood prone Hagonoy, it can be done,then it can be done elsewhere farm byfarm, village by village, town by town,province by province."
And he started it successfully.Despite the popular notion that small tomedium scale rice farming is a sunsetindustry, for him, the sun will alwaysshine. Despite the poverty in the ruralcountryside, he continues to see thebeauty ofthe land and the Filipino self.
Indeed Cruz has t rave led h isJ o u r n e y a n d w h a l m d k e s h i msuccessful is that he has traveled thejourney inside. He said "I haye beento the edge. I had i t a l l . I saw the bes t .I also saw the worst. I chose to return.I belong to Hagonoy. I am just a littleman with extra resources to do thesethings. Here and now, every man'scontribution of service big or small- counts."
From page 25, Triple Ait takes to manage and expand large organizations. When sheassumed the position of financial conholler of the Siam MakroPublic Company Lirnited (Mako), the largest "Cash and Carry"wholesaler ir Thailand, she had established the pedect systemfor monitoring and managing the company's 22 nationwidebranches. With her leadership and managerial acumen, shewentually became a member of the board of dircctors and thefirst Thai president and Chief Executive Officer (CEO) of thecompany. In her able hands, Suchada was able to tansform thecompany into a Baht 40 billion a year enterprise and was movingforce in improving other company operations.
Even beforejoining Siam Public Mako Ltd., Suchada hadalways exemplified managerial success and hard work. Aftergraduating with second honors in accounting in ChulalongkornUnivenity and taking up the MDP at AIM, she had worked fora number of reputable frrms such as the SGV-Na Thalang, RamaTower Hotel, Business Information and Research Magazine,the Anglo-Thai (Thailand), and the Inchecape Thai Group ofCompanies. She was also one of the most active members ofthe AIM Alumni Association of Thailand and held severalpositions in the execurive comminee.
Like Ahmad, Suchada is also a strong advocate ofenftepreneurship and cornmunity development, especially formarginalized sectors in sociery She had contibuted greatly tothe adyancement of indigenous entrepreneurship with her policyof expanding company branches to the prcvinces, focusing inthe remote areas of the Thailand. She has nurtured the growthof local manufacturen and suppliers through her policy of housebranding - a policy that entailed the localization of employees,suppliers, ffansporters, and chained businesses. Through theyears, she has formed stong business partnerships with over athousand SMEs for Mako. By providing local employmentand the opportunity for small Thai enftepreneurs to market theirproducts in every Makro car park, Suchada has displayed herunwavering commitment to indigenous entrepreneunhip andhelping uplift the less privileged memben of Thai sociery
The Civil Servant & Organizational BuilderA strategic planner and social developer, Hadenan Bin
Abdul Jalil has spent a great deal of his career building andnurturing the skills, talents and competencies of Malaysian publicseclor managers. As the curent auditor general of the Malaysiangovemment, he veered away liom the haditional role of auditorsof "fault-fuding" and decided to transform public auditors tobecome more of "advisors" to their departments. By focusingon managerial capability, he instituted a comprehensive auditingand accounting training program for government auditors; andheld regular executive meetings. He also played a key role inestablishing the Malaysian Accounting Standard Board (MASB)- the institution that set the accounting standard in that countly.
Hadenan's bri l l iance in strategic planning andorganizational development has been honed through years ofacademic and professional excellence. He completed his PhDfrom Henley and chose a path geared towards development andshategic planning. In particular, he made a study that comparedpublic and private sector corporate planning, which enabled himto function effectively when he worked for the Ministry ofFinance. In a span of 10 years, he dealt with issues related tofilance, capital markets, and debt management while servingunder four dilferent divisions in the Ministry of Finance namelythe budget division, tax division, economic division and frnally,the finance division. In so doing, Hadenan was constantlyinvolved in highJevet meetings and negotiations withrepresentatives fiom the World Bank, Asian Development Bank
(ADB), Islamic Development Bank, among others. He alsomet and discussed matters of policy with members andrepresentatives of the Association of South East Asian Nations(ASEA}$ and top officials and delegates from other countries.
Hadenan's contribution to enterprise development has beenextensive. He is currently the member of the board of directonofthe Johor State Economic Development Corporation - a stateenterprise commifted to aiding indigenous Malays in variousbusiness activities. He is also a director of the ConstructionIndustry Development Board, helping Malays in theconstruction industry. Moreover, from l99l to 1998, Hadenanserved as a board director of the Bank Bumiputra MalaysiaBerhad - a Malaysian banking institution that offered a majorpercentage of its loans to Malays and Bumiputra. He was alsoa director of the Malaysian Handicraft Development AuthorityIiom 1984 to 1991. As director for this organization, Hadenanhelped train and provide capital outlays for Malays in thehandicraft indusry.
As a development expert, Hadenan reached out to the lessfbrtunate. He has advocated policies and implemented programsto spur local employment and raise the income of marginalizedMalays in his almost 30 years of government service. As headof the finance division, he led the loan negotiation team withthe World Bank and ADB for various projects that benefitedthe poor. In particular, he successfully negotiated loans for theFederal Land Development Authority (FELDA), RubberIndustry Smallholders Development Authority (RISDA) andFederal Land Consolidation and Rehabilitation Authority(FELCRA), which deah with people without land and projectsundertaken to increase income of the poor He also receivedloans fiom the ADB to help the poor in such government projectsas the Health Sector Development for the Ministry of Health,Semarak (Serawak) Rural Development Prqect, and the NorthTerengganu Rurul Development projed.
World Class Quality ,{anagementAfter his graduation from AIM in 1973, Manuel
Coiuangco Joined the Phil ippine Bank of Commerce as acorporate Planning Officer. After a year, he was appointed asExecutive Vice President of Agricultural Inyestors, Inc., aposition he holds until the present. As Executive Vice president,he was responsible for the set-up and operation of the companyin the island of Bugsuk, Palawan covering an area of 3,000hectares. He successfully developed and grew the 3,000-hectarcfarm to be the coconut seed garden of the Philippines. At openpoint in time, the operation of Agricultural InvestorsIncorporated in Buppuk employed some 5,000 people, all focusedtoward growing the hybrid coconut seedlings.
Five years later, Cojuangco founded together with a Frenchpartner, a pearl farming bdLsed in Palawan. The company isJewelmer International Corporation where Cojuangco sits asChairman of the Board and President. From very modestbeginnings, the company now operates five pearl farms inPalawan and is considered as one of the largest and best managedpearl growing farms in the world. Jewelmer is estimated toproduce at least 70% ofthe Philippine production and tfuough.Tewelmer's effon, the Philippines now mnks as one of the toplour pearl producing countries in the world.
By the direct and operational involvement of Cojuangcoin the founding and establishment of two large agro-industrialoperations. he has created numerous agro-industrialmanagement job opportunities. Jewelmer has fund training ofpearl technicians to various parts of the world, most notablyJapan. He has also greatly assisted in the development ofmanagement skills and standards in the Jewelry Industry by
Til{ IAil [t[ 8,r0uilDATI0t{,ilC.
tMr. Tan Yan Kee
t9r2-1994
In its 17-year existence, the Foundation has donated neady Pl-billion tovarious causes and charrty proiects. This includes construction of schoolbuildings, hospitals, churches and houses for the homeless. The Foundationalso extends calamity assistance and renders substantial support tomanpower development programs, educafional support programs, anti-crimeand anti-drug crusades, environment protection proiects, sportsdevelopment and medical research programs.
The TAN YAN KEE FOUNDATION,INC. has the followingpartner institutions:
. Asia Brewery Medical Specialty Scholarship Program (ABIMSSP)
. Foundation for Upgrading the Standards of Education (FUSE)
. University of the East (UE)
. UE Ramon Magsaysay Memorial Medical Center (UERMMC)
Dr. Lucio C. TanFounder
B O A R D O F T R U S T E E S
l7 Years of Service to the Nation
Paying homage to their father and foremost
mentor, D/. Lucio C. Tan and his siblings
estublished the Tan Yan Kee Foundation in
1986 to serve the Filipino nation. Its primary
goql: to assist and support programs geared
toreards the enhancemefi of the qudlity of
life and education of the Filipinos. Dr. Lucio C. Trn
Joaquin G. Bemas, SJ.Frank C. ChanShirley T. ChuaP. O, DomingoAndres R. Narvasa
Emmanuel N. PelaezGabriel C. SingsonWashington Z. SyCip '
Carmen IL TanTan Eng Chan
Harry C. TanLucio C. TanMariano C, TanenglianTan Hui BinCesat E. d Vitata
TAN YAN KEE FOUNDATION. lNC. 7,f Alli.id Aan* C.nter. Ayale Ave., Makati Cily . T.l Nos. Ele55m22 . wwwue..do.ph,ltaoyantcc_toundallon
bringing into the country unique jewelry setting techrologies.The success record of the rwo companies attests to the worldclass the quality of management team he has developed overthe past 20 years.
Through Cojuangco's effort, livelihood programs havebeen initiated in Palawan such as seaweed farming and jewelry
manul'acture training among the children of the communiryJewelmer has coordinated with the Bantay Dagat team topreserue the marine ecology and protect the major source ofl ivelihood of the communities near the area of operation.Cojuangco also initiated the establishment of a Chnstian schoolin the island of Bugsuk for the wholc community and a Bible
school in Paniqui, Tarlac. He also began several processes rntying up seaweed producers in Palawan with processors toimprove the price of seaweed producers.
Leadership & DevelopmentWithout a doubt, the paths taken by Ahmad, Suchada,
Hadenan, and Cojuangco all lead towards managerial andleadership excellence. More importantly, a unirying theme thatbinds these outstanding individuals together is thet dedicationto build and develop people and societies. Indeed, these peoplehave elevated the standards of leadership to far nobler grounds.
From page 29, Womon
Development Corporation, l98l to 1983);D e p u t \ M a n a g i n g D i r e c t o r ( A v a l a
Investment Management, Inc., I976 to1982); and various positions leading toF i n a n c e M a n a g e r b y I q 7 5 { U n i o nCarbide Phil ippines, Inc., 1970 to 1976).
Commissioner Colayco said, "I havebeen fomrnate enough to ioin companiesthat encourage women to excel and reachhrgh places. I was in different industnesbatteries, investment and fundmanagement, financial markes, food andagriculture, then in telecommunications. Iam also glad that our counrry recognizesequal opportunities for both men andwomen."
Commissioner Colayco graduatedcum laude in Bache lor o f Ar t . ma1, ' r inN a t u r a l S c i e n c e a n d c u m l a u d c i nBachelor ofScrence rn Commerce majorin Bank ing and F inance a t theAssumption College in 1968. Right atiercollege she went to the Asian lnstitute of
Management and finished her Master lnBusiness Management in 1970.
Co ing to A IM was rea l l y an eyeopener for mc. The reason why I went toAIM was that it was the Asian schoolthat was going to cater for Asians. I couldhave gone abroad, but I chose to studyat AIM. Everything had a purpose. Ia lways wanted to cont r ibu te to oursociety and country and I 'm glad I wasable to do it... And even more now"
Her most memorable experience atAIM "was graduating in fiont (now theAIM driveway) of the AIM buildingwhich was under constructron then. Andsince therc was no AIM building yet, weheld our classes in Ateneo, Padre Faura.We had so much fun. Coming from aconvent schoo l , A IM opened manydoors for me." Not to mention, it wasalso in Ateneo - AIM that she met herhusband, also an MBM student in hissenror year.
Subsequently, they were blessed
with three daughters. And like theirmother , they are pro fess iona ls andr n d e p e n d c n t . G i v e n t h o s e y e a r s i ncareer and fami ly , Commiss ionerCo layco was ab le to bd lance bo th in amagrcal way.
And through the yea6, what havebeen her secre ts o f success? Sherevealed, "You have to be honest andtrustworthy. And the most importantthing of all - Be yourself."
These are the same t ra i ts shewould l ike to see in otherAsran womenand Fil ipinas in particular. She is proudto see that most Asian cultures allowself-expression and the articulation ofthese values without being hindered bysocietal restrictions.
And if given a choice, would shesti l l choose the l ife she treads now? Sheresponds confidently, "My life is notperfect, nor the best but it is a good life.Yes, I wil l choose this l i fe again. I amblessed and I am happy with my life."
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BUSINE55 MANACEMENT'CHOO15.
THE AIM oFFERS THREE FULI I IME D€GREE PROGRAMS UNDER THE
STEWARDSHIP OT ACCOMPI I5HED INTEINATIONAT fACUL.TY,
MANAGEMENT PRACTIIION€i' AND INDUSTRY EXPCRT5 IO PROVIDE
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Master in Busln€ss Managgnent lilBu rs rwo-yt RFUII.TIME PiOGRAM FOR SUPERVIIOR! AND NEW MANACEiS DTSICI{ED
TO ENRICH THEIR INTEILECTUAL AND AEflAVIORAI 5I(I[5, 45 WELT A5
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Master in Management lillll rs ^N rNrEN$vE n-MoNrHPROGNAM fOR MID-CARC€R MANAGERS WhICII AsPIRES TO PRODUCE
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coMpETENcrfs, AND arrrruDEs. THE MM pfioclaM t5 focusED oNBustNEss LEADER5HTpaND STR tcctc MANAGEMENT.
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World Bank Publications
Titles
AGRICULTUREFood Safety lssues jn theDeveloping WorldDesign and Appraisa{ of RuratTransport InfrastructureAgricuttural Trade Liberalizationin a New Trade RoundLegistating for SustainableFishe.iesBANKINGThe Microfinance RevolutionInternational Pol i t icat RiskManagementGovernment at RiskDevelopment and Regulation ofNon-Bank Financial lnst i tut ionsGlobal Development Finance 20O1SUSINESS PROCUREMENTConsulting Services Manualcottt ootTtEsCommodity Market ReformsFree Trade Area Membership asa Stepping Stone to DevelopmentGlobal Economic Prospects Tradeand Transport FacilitationDEVELOPI,TENT ECONOMICSIntegrating QLrantitative andQualitative Research in0evetopment ProjectaEast Asia: Recovery and BeyondEconomic Development andEnvironmentat SustainabilityIntelLectuat Property Rights andEconomic DevelopmentSociat CapitalAnnualWortd Bank Conference onDevelapment Economics 2001 /2cn�2Wortd Development Indicators2@2Poverty Reduction and the WortdBankWorld Development Report 1978-2000/2001 cD-RoMFrontiers of Deve(opmentEconomicsThe Quatity of GrowthDesjgning Household SurveyQuestionnaires for DevelopingCountr iesEDUCATIONHigher Education in DevelopingCountriesVocational Education andTraining ReformENERGYFuet forThought
Urban Air QuaLity ManagementThe Environmentat and Socia(ChalLenges of Private SectorProjects: IFC's ExperienceGLOBALIZATIONGlobatization, crowth, andPovertyGOVERNANCEThe Challenge of lJrbanGovernmentAnticorruption in Transit ionGovernance lmpact on PrivateInvestmentReforming Public Inst i tut ionsand Strengthening 6overnanceComprehensive Legat andJudiciaL DevelopmentHEALTHA Heatth, Nutr i t jon, andPopulation Strategy for the fastAsia and Pacific RegionFood in the 21st CenturyEducation and HIV/AIDSINFRASTRUCTUREThe City Poverty AssessmentPrivate Solutions forInf rastructure: Opportunit iesfor the Phit ippinesLABOREast Asian Labor Markets andthe Economic CrisisNew ldeas about Otd AgeSecurityPOVERTYAttacking Extreme PovertyCan the Poor Influence Policy?Can Anyone Hear lJs? (Voices ofthe Poor series)PRIVATE SECTORAsian Corporate RecoveryThe Manita Water ConcessionA Market-Oriented Strategy forSmatl and Medium ScateEnterprisesInvesting in PeopleSOCIAL & CULTURAL ISSUESRisks and ReconstructionSociat Cohesion and ConftictPrevention in AsiaSocial Protection SectorStrategyTECHNOLOGYTetecommunications Legistationin Transjt ional and DevetopingEconomiesTelecommunications andIntormation services for the
WATER SUPPLY
AIM Publications
Books by Dr. Ned Roberto5ociat Market ingHow to Make Locat Governance WorkMarleters Guide toSocio-Economic Classifrcation ofConsumer!
EMS in Southeast AsiaBy Purba H. RaoP 600.00 (ussis.00)Economics & Public Pol icyBy Romuto L. NeriP 300.00 (uss10.00)The Asian Organization8y Leonardo R. SitosP 570.00 (u5520.00)Creativi ty and Intuit ionBy Eduardo A. l orato, Jr.P 500 (us520.00)Enterprise Creationand ProcreationBy Eduardo A. Morato, Jr.P 500.00 iu5520.00)Family Corp in Transit ionBy Francisco L. Roman, Jr, etal.P 650.00 (25.00)Bending the WindBy Benjamin C. Bagadion, JrP 300.00 (us512.00)Emergent Inst i tut ions in Asia8y so(edad A. HernandoP 295 (UsS12 .00 )lr lanaging People in AsianOrganizations8y Gtoria S. ChanP 600 (us522.00)
P 288.00P 398.00
P 217.OO
Quali ty Means SurvivalBy Rene T. DomingoP s49 (Us510.00)A anagement CommunicationBy Gtoria S. ChanP 220 (USSl0.00)Strategic Interventionfor Dev't . Managers Vol. 1(srDM r)By Eduardo A. Morato, Jr.P 350.00 (uss15.00)Strategic Intervention forDevelopment Managers l lBy Eduardo A. Morato, JrP 350 (UsS15 .00 )Social Entrepreneurship andEnterpri5e Development IBy Eduardo A. Morato,JrP 4s0 (u5515 .00 )Who's Afraid of Financing?by the JBF Center forBanking and FinanceP 5s0.00 (us522.00)Building the Infrastructurefor Effect ive Fin' | . Gover-nance by the JBF Center forBank ing and F inanceP 550.00tus522.00)
The popular book by Dean Eduardo Morato, Jr. isnow avai table in a fu t ty animated format thatfurther simptifies understanding language of busi-ness. Highty recommended for smatl and mediumentreDreneurs,
@c=,s(rclo-:eoo xn|cffi
Energy Services for the World's Urban Water Suppty andPoor Sanitat ionMeasuring and Apport ioningRents fromFinancing of Private Hydropower Pricing ReformsProjects Rurat Water Suppty and
Water Quality ModelingThe Potrticat Economy of Water
District Energy Trends, lssues,and Opportunit iesENVIRONT,AENTMunicipalsotid WasteIncinerationPromoting EnvironmentalSustainability in Development
Sanitat ionWORLD EANKFinanciat Management andDisbursement in World BankFinanced ProjectsThe World Bank Annuat Report2W1
Ava .ble 9t lh€ Alt lhowledgs R6ourc€ CeiteJ. For inqulrlos, pleass contact tel,892-l{r11 locat 254 or €mail krcod.t8en e.aim.edu.Dh
INGThe Languageof Success I nrAlisel
in the No.1-"; consecutive yearsi_." (2001 - 2002)Phi l ippines
Union Cement Corporatlon /Allon Cement CorporatlonUS$128mAcquisition oi Alsons CementCorporation by Union CementCorporation
urv?or /\
PhiliPpin€ Nalional Oll Co.-€nergy Devl Corp.(PNOC-EDC)US$90mSyndicated Term Loan
Best Foreign InvestmentBank in the Philippines
fat conpietng a balanced ntx oftypes at cleals f()r bath the PhltpptneGc'eftrntont and key Phihpptn.j
.t?'l:;.4;es
2001 - Best M&A/ Restruclriring2001 - Besl Equity House
Best Equities Housein the Philippinesh a year when ,nany equnyaperattatts bn tre county, ING wasthe 'nast acttve eq!'ty hatlse.. (aDd)rcnratne{l the largest eqLtty b.oket..
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EUROTOIIEY
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rufuset EUROMOl{EYChiongbien croup / cothongGroupUS$6&nSal6 ol a combined 59../.stake in william, Golhong &Aboitiz lnc. to Aboitiz Equity
RFM CorporaiionUSS223msale ol a 83.2% stake in cosmosAottling Corp to San MiguelCorporatron and lhe Coca-ColaCompany
$ 6
PilipinasShell PetroleumCorporatlonPHF3bNSyndacated Loan Facility
Smart SommunicationsUS$1oomSyndicaled NEXI-Supported TemLoan Facility
nepublic ot the PhilippinesUS$300m7.5% Bonds due 2007
JG Summit Holdings, lnc.US$toom9.25"4 Notes due 2006
trohr rad .n 9.r .'xr sob ao.*tuffi
PLDTUS$145m[,,luliiCurlency Syndicaled Term
Bangko S€ntral ng PilipinasUS$675mTerm Loan due 2007
wE'otye.* s*;p,"" s*'.,jor,r c-'o-f's rr-co,
lJnion Cement CorpoaalionPHP65OMSyndicated Term Loan
UN'IONJ.,i cadidrirg Ads.. I u.d-rd.r
us.re r€.d L..s.r .nd B@iquru
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_"":{"R"ln 2002, ING raised over US$1.6 billion in bond issues and loansyndication transactions. ING was also the most active M&A house inthe Phil ippines.Contacts:Manuel R. Salak fll, Managing Diealot - Counlry Managet (632) 840 8881 Consuelo D. Garcia, Managing D/ecfof - Financial Markets (632) 840 0833Lotl]ie F. Bale, Managing Dircclor - Eqtlity Btoketage & Trading (632) 840 8877 Maite G. Padalh, Managing Director - PtivateBanking (632) 840 8803
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i n m a n a g e m e n t e d u c a t i o n . I n A s i a a n d b e y o n d , A I M i s r e c o g n i z e d a s o n e o f t h e w o r l d ' s b e s t .
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