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1985 2002 1992 1984 1958 2006 1987 1989 Special1993 Dossier 1986 Fiftieth1996 2003 1994 2004 1995 anniversary1998 2008 1992 1997of ESADE2007 2002 2001 2000 1999

€ 10 10 l BY THE ESADE ESADE THE BY Nº 121 121 Nº SUMMER 2007 SUMMER l

ALUMNI ASSOCIATION ALUMNI QUARTERLY PUBLICATION PUBLICATION QUARTERLY

Michael Jensen The culture Creativity goes by the Converses with industries sector name of Ferran Adrià Josep Bisbe on Rising value The elBulli case seen leadership and integrity for the experts? as a business strategy summary

ESADE Alumni Publications Av. Pedralbes, 60-62 Editorial 5 Update and knowledge 08034 Barcelona Tel. +34 934 952 063 TALKING TO 20 www.esadealumni.net Michael Jensen talks with Josep Bisbe on leadership Networking and integrity EXECUTIVE BOARD ANALYSIS 24 Germán Castejón, President ESADE ALUMNI INTERNATIONAL 6 The culture industry: rising value Pedro Navarro, Vice-president Art takes the spotlight at the The viewpoint of alumni Patricia Estany, Vice-president ESADE Alumni Argentina Chapter BUSINESS CASES 44 Juan Ramírez, Offi cial inauguration of the Ferran Adrià and elBulli Vice-president and Treasurer ESADE Alumni Brazil Chapter Sebastià Sastre, Secretary UPDATE 48 ESADE Alumni United Kingdom Chapter organizes a Antonio Delgado, Executive Education session on networking General Deputy Chairman MBA Objectives of the new ESADE Alumni Switzerland Members: Ignacio Arbués, Chapter, under discussion Executive Language Center Xavier Argenté, Manuel Brufau, A market study on economics Refresher programs Cristina Domingo, Cecilia Nan and the banking sector presented in Mexico Matins ESADE Yeh Chang, Marcel Planellas, ESADE Alumni inaugurate the Benelux Chapter Forums and other activities Carles Torrecilla, Diego Torres and Xavier Viver ESADE Alumni China Chapter meets PROFESSIONAL DEVELOPMENT 60 ESADE Alumni United States Successfully negotiating a job offer ESADE Alumni Director: Chapter strengthens networking LEGAL AREA 62 Xavier Sanchez REGIONAL CLUBS 8 Public takeover bids ESADE Alumni Club of Girona receives KNOWLEDGE 64 Magazine Director: an introduction to Excellence R+I+?= 0 Colin McElwee ESADE Alumni Club of Lleida organizes the presentation ‘Ros Roca: from Editorial coordinator: Tarrega to world leader’ Patricia Sotelo IX Annual ESADE Alumni Conference ESADE in the Valencia Region Design and production MEET THE FACULTY 58 BPMO Edigrup A meeting of the ESADE Alumni Club of Aragon Getting to know… C/ Caballero, 79, 7ª planta The new ESADE PMD presented in Aragon Carmen Ansotegui 08014 Barcelona Inauguration of the new and Simon Dolan Tel. +34 933 637 840 ESADE Alumni Club of East Andalusia ESADE TODAY 66 www.grupobpmo.com FUNCTIONAL AND ESADE Guíame! An indispensable tool Coordination: SECTORIAL CLUBS 10 News Interview with Ignacio Servat, Anna Aumatell general manager of AGFA Healthcare Art Direction: New representatives of the Paula Mastrángelo ESADE Alumni clubs in Madrid Graphic Design: Features OPINION 47 Juan Carlos Moreno New Tourism Club Globalization in Africa, Language advising: New era for the Culture Industries Club by Luis de Sebastián Raúl Pelegrín Espai Vicens Vives is born Production: THE TALE 90 Cristina Prats New president of the Question and Answer, Photography: Sports Management Club by Fernando Trías de Bes Carlota Prats FROM ESADE ALUMNI 16 Advertising: Alumni for Solidarity Project Manel Carruesco Campaign to update contact information Plus… Tel. +34 933 637 840 IN THE NEWS 73 COOPERATION 30 Alumni Professional Update Arrels, Multiple Sclerosis and Èxit Foundations Legal deposit: B-6077/ 90 Activities DOSSIER 34 Distribution by Class Dinners ESADE, 50 years inspiring futures Spanish: 14,938 MEMBERS ONLY 87 SPECIAL ON SOFTWARE Catalan: 15,145 Exclusive economic FOR HR MANAGEMENT English: 198 advantages for members AND BUSINESS INTELLIGENCE 79 INDEX Listing of Alumni Included in this journal

Alejandro Abad EMBA 04 73 Josep Guasp MBA 00 74 Àlex Rovira Celma Lic&MBA 92 52 Xavier Adserà Lic&MBA 86 54 Gemma Guirao Lic&MBA 94 39 Ferran Ramon Cortés Lic&MBA 86 14 Ernest Aguilar Lic&MBA 01 7 Manel Hernández EDIEF 97 76 Albert Riola EDIK 98 81 Ignasio Anglada MBA 05 74 Oriol Huguet Lic&MBA 90 56 Pedro Ríos MBA 95 9 Xavier Argenté MBA 83 75 Fernando Ibáñez M. Dir. Mk 05 17 Xavier Roca Lic&MDE 98 8 Ramon Aspa MBA 97 50 Begoña Iglesias Lic&MBA 86 40 Joan Roig Lic&MDE 73 9 Bruno Balbás Dirección y Maurici Iglesias Lic&MBA 80 40 Alex Rovira Lic&MBA92 9 gestión turística 03 9 Oriol Iglesias Lic&MBA 98 52 Jordi Sacristán M´st. Dir. Mkt 01 76 Mercè Barcons Lic&BMA 91 38,76 Ricard Iglesias Lic&MBA 81 40 Maria Sala Lic&MBA 97 7 Enrique Belenguer Dir. Y gestión Sofi e Janssen Drcho. Comp. Prop. Ind. Xavier Sánchez Lic&MBA 97 6,8 en Mk 86 8 y drchos autor 05 7 Juan Ignacio Sans MBA 92 62 Ramon Bernal MBA 89 39 Jódar Miquel Contro de Gest. Josep Santacreu PMD 89 17 Josep Bisbe Lic&MBA 84 22 En Procesos de Alfons Sauquet MBA 90 64 Iván Caballero Creación de Valor 01 27 kristof Schiepers MBA 04 7 García Mást. Dir. Mk 06 73 Xavier Juanico MBA 95 83 Oriol Segarra Lic&MBA 94 56,74 Joan Antoni Antonio Lamora Asesoría y Ignacio Servat Lic&MBA 90 10 Camuñas Lic&MBA 64 36 gestión tributaria 00 9 Matthias Slabbinck Máster Com. Alberto Canteli Mást. Dir. Mk 02 75 Félix Larrosa Dir. Gest. Tur. 97 74 Internacional. 92 7 Carles Cantó Lic&MBA 90 76 Enrique Lores Indigo MBA 93 38 Jordi Solsona MBA 99 73 Joseph M. Carbo Prog. Dir. Carlos Losada Lic&MBA 79 8 Fernando Trías de Bes Lic&MBA 90 90 Estr. Neg. 07 73 Agustín Mariscal EMBA 04 10 Juan José Torres MBA 85 75 Ignasi Carreras SEP 06 17 Alberto Marín Lic&MBA 87 11 Joaquín Uriach MBA 94 12 Germán Castejón Lic&MBA 81 5,17 Francisco Marín MBA 05 74 Sonia Vallet Garriga MBA 03 73 Jaime Castelló Antonio Martínez Lic&MBA 97 7 Guillermo Vallés MBA 92 9 Molina EMBA 03 52 Joan Massons Lic&MBA 66 9 Borja Varela Drcho. Comp. Javier Castro Andreu Mateu Lic&MBA 86 37 Prop. Ind. Francisco MBA 02 10 Ignasi Miras Lic&MBA 85 73 y drchos autor 05 7 Cecilia Chang Lic&MBA 88 36 Joan Miró CE 86 74 Alfonso Ventosa Lic&MBA 84 25 Gustavo Chicarino MBA 95 6 Esteban Mogas Lic&MBA 88 38 Alfred Vernis Lic&MBA 88 17 Fernando Cortina Lic&MBA 80 6 Jordi Montserrat MBA 96 83 Carlos Vila MBA 94 9 Juanfran Cuello de Oro MBA 01 Javier Morgado EMBA 05 11 Enrique Vila EDIEF 75 74 Pellicer de Bobes MBA 70 36 Javier Mérida Lic&MBA 90 6 Ferran Vilaseca Lic$MD99 74a Rafael de Porras MBA 93 9 Daniel Navarro EMBA 03 7 Franziska Von Lippa EMBA 06 60 Emilio del Sonia Navarro MBA 01 9,17 Mark Wetzels MBA 04 7 Castillo González Lic&MDE 90 76 Domingo Olmos MBA 06 75 Guangzho Zhu MBA 05 7 Josep Estalella MBA 90 39 Aleix Oriol MBA 2002 39 Pere Fábregas Vidal Lic&MBA 67 36 Xavier Ortín EDIEF 01 75 Félix Fernández MBA 01 76 Rafael Pérez Desarrollo Josep Fernández Royo Lic&MBA 72 73 directivo 00 9 Ignasi Fonts Lic&MBA 82 38 Ana Isabel Perea MBA 00 39 Carlos Fuertes Marcel Planellas PDM 87 35 Santaeulalia Lic&MBA 96 74 Catalina Pons MBA 88 76 Joan García Lic&MBA 92 11 Paco Prat Lic&MBA 97 17 Juan Ignacio Garicano Asesoría y Miguel Poza MBA 04 73 gestión tributaria 04 9 Andreu Puig Lic&MBA 88 11 Antonio Garrido EDIEF 89 11,25 Paris Queralt Lic&MBA 05 27 Valentí Giró Lic&MBA 87 11 María Quintana MBA 01 16 4 Jaime Guardiola Lic&MBA 80 73 Eva Rodríguez Lic&MBA 95 74 EDITORIAL 50.18.11400.20.10.20.200

oday it’s all about numbers! All together they look like an IP address. But behind these numbers there are thousands of experiences, T emotions, successes, failures, impossible challenges, friends, thousands of personal and group relationships and so many other memories READING TIME: and dreams with one thing in common: ESADE. 2’

The academic year 2006/2007 has just come to an end. Hundreds of graduates in Business Administration and in Law, in MBA programs, other postgraduate studies and Executive Education are entering or returning to the labor market after their passage through ESADE. I believe all of us as alumni remember with a thrill that moment when we left ESADE and joined the work world. It’s been happening like this for nearly 50 years.

That thrill, which you most likely have experienced yourself, is shared among nearly thirty thousand persons around the world. Next year ESADE celebrates the 50-year anniversary of its founding. This issue’s Dossier is the fl ag drop that sets off a run of anniversary activities. As you will see, this is not just an explanation of upcoming events. We want your contribution to be included. You will fi nd out how in the Dossier.

The ESADE story is being written every day through the passionate GERMÁN CASTEJÓN (LIC&MBA 81) professional work of the huge team that forms and has formed the ESADE PRESIDENT OF ESADE ALUMNI Trustees, the teaching faculty, the management team and deanship, and the german.castejon@alumni.esade.edu non-teaching staff, from the founding of ESADE till today. It is being written by the students who give life to ESADE, as one can easily notice in that strange sensation that comes when visiting ESADE in mid July. And it is also being written by each and every one of us as alumni, over the course of our careers. That’s why this anniversary belongs to all of us. And we want to celebrate it together. With you. Remembering the past, but above all looking toward the future. With optimism and dreams. I encourage you to participate!

Although ESADE is on its way to 50, ESADE Alumni is much younger, it was As an alumni association, birthed in 1989 and today it is only 18 years old. Many of us left ESADE our network is among when the association did not yet exist. We have come a long way in 18 years, the biggest, our and thanks to the work of all those who have gone before, at the forefront of activity among the ESADE Alumni, today we have more than 11,400 members, 20 international most dynamic, and our chapters, 10 territorial delegations in Spain, 20 functional and sectorial membership one of the clubs, and nearly 200 class delegates. largest in all Europe As an alumni association, our network is among the biggest, our activity among the most dynamic, and our membership one of the largest in all Europe. We want to be the best for you, for each of the alumni. For this reason, ESADE alumni continues to reinforce its network and to broaden its offering of value and services, as you will see in the different sections of the magazine you now hold in your hands. Enjoy it, it’s your magazine. It’s your network. I encourage you particularly, if you are not yet a member...Join ESADE Alumni! I am at your disposal at [email protected]

5 ESADE ALUMNI INTERNATIONAL Art takes the spotlight at the Offi cial inauguration ESADE Alumni Argentina Chapter of the ESADE Alumni Brazil Chapter Buenos Aires, fred Vernis (Business Scien- Argentina ces professor at ESADE). Macias gave an introduction São May 17th, to characteristics typical of Paulo, 2007 contemporary art, with a Brasil lectured on Art is like wine: tasting is something you March 15th, learn. 2007 Xavier Sánchez (Lic&MBA 97), On May 17th, ESADE alumni during his presentation from the Argentina Chap- ter met at the DacilArt art The ESADE Alumni Brazil Chapter was inaugurated in the gallery in downtown Buenos city of Sao Paulo on March 15th. Their President, Gustavo Aires, along with professors Chicarino (MBA 95), invited alumni in the area to a dinner Natalia Macias (Visual Arts where he explained the Chapter objectives. Later in the professor at the “C.Morel” evening, André Pasternak, from FESA Global Recruiters, School of Fine Arts) and Al- presented his exhaustive study on the labor market. Also participating was Xavier Sánchez (Lic&MBA 97), ESADE Alumni Director, who highlighted the advantages of having a For more information, or to join the Chapter, global association network. contact [email protected]

For more information, or to join the Chapter, ESADE Alumni United Kingdom contact [email protected] Chapter organizes a session on Networking A market study on economics London, Great On April 25th the ESADE Alumni and the banking Britain United Kingdom Chapter met in London for a refresher session sector presented April 25th, entitled “Enhancing the power of 2007 your networks”. The person leading in Mexico

the session was Silviya Svejenova, adjunct professor in the ESADE Busi- Mexico City, Mexico ness Policy Department. March 22nd, 2007 For more information, or to join the Chapter, contact [email protected]

Attendees at the Mexico presentation Objectives of the new An important event was organized on March 22nd at the headquarters of BBVA Bancomer in ESADE Alumni Switzerland Mexico. Javier Mérida (Lic&MBA 90), Presi- Chapter, under discussion dent of the ESADE Alumni Mexico Chapter, and Fernando Cortina (Lic&MBA 80), Chapter Vice- On May 2nd, former ESADE students President, invited all alumni in the area to the Zurich and Geneva, Switzerland met to discuss the objectives of the presentation of a market study on economics newly created ESADE Alumni Switzer- and the banking sector in Mexico. Research land Chapter. To increase participa- results were presented by Adolfo Albo, head tion, two meetings were held simulta- of economic studies at Bancomer, one of the May 2nd, 2007 neously: one in Zurich and another in largest banks in Mexico. A cocktail party for Geneva. attendees followed the presentation.

For more information, or to join the Chapter, For more information, or to join the Chapter, contact [email protected] contact [email protected] 6 ESADE ALUMNI INTERNATIONAL

Kristof Schiepers (MBA 04), ESADE Alumni inaugurate the President of the new ESADE Benelux Chapter in Belgium Alumni Benelux Chapter On April 27th, the Board of the ESADE Antwerp, Belgium “Our objective is to promote Alumni Benelux Chapter, formed by Kristof Schiepers (MBA 04), Mark Wetzels (MBA ESADE in our region” 04), Sofi e Janssen, Borja Varela (Intellec- tual Property Law 05) and Matthias Slab- April 27th, Why did I accept the offi ce of president? binck (Master’s in Int. Comm. 92), celebra- 2007 I was immediately captivated by ESADE Alumni’s ambitious plans to ted the inauguration of the ESADE Alumni launch a complete global network with local presence, since as an Benelux Chapter with all the alumni who live entrepreneur I am well aware of the importance of a good network. in the area. The event took place in Hetpomphuis, an emblematic site Moreover, I am completely behind ESADE Alumni’s drive to do more at the port of Antwerp, built in 1920. Several topics were addressed for the alumni outside of Spain. I also wish to emphasize that, during the meeting, such as the importance of updating personal data thanks to the support of Mark Wetzels (MBA 04) from the Low in order to have an effective, powerful network, an upcoming meeting to Countries, we felt capable of creating a high-quality Chapter. be held in Holland--not to mention recalling the old times at ESADE.

What are the objectives of this new Chapter? For more information, or to join the Chapter, The Benelux Chapter has multiple objectives, but the fi rst is to contact [email protected] promote ESADE in our region. Due to the strong presence of local business schools such as those in Vlerick or Rotterdam, ESADE is still not the top choice for young professionals in Benelux who are The ESADE Alumni China looking for an MBA program. For this reason we wish to publicize ESADE and its international network program. You see, Brussels as Chapter meets the seat of the European Union, Luxembourg with its banking and fi - nancial industry, and Amsterdam as well are truly international cities Maria Sala (Lic&MBA 97), Daniel Nava- with a large number of former ESADE students. Beijing, China rro (EMBA 03), Ernest Aguilar (Lic&MBA 01), Antonio Martínez (Lic&MBA 97) Based on these objectives, what could we say is the main challen- and Guangzho Zhu (MBA 05) gathered ge facing the Benelux Chapter? in April for a meal in Beijing, where they To group the three countries discussed their experiences in China, and into a single Chapter. To do so, April 4th, gave a warm welcome to Ernest Aguilar we want to encourage as many 2007 upon his arrival in this Asian country. alumni as possible to take on Maria Sala (Lic&MBA 97), Daniel Navarro responsibilities within the Chap- (EMBA 03), Ernest Aguilar (Lic&MBA 01), Antonio Martínez (Lic&MBA 97) and ter. I was very happy to see so Guangzho Zhu (MBA 05) many people from all of Benelux who attended the inauguration in Antwerp, though we also want to organize other small For more information, events in Luxembourg and the or to join the Chapter, Low Countries. contact [email protected]

The ESADE Alumni United States Chapter strengthens networking

Under the title of “Enhancing the power of New York, USA your networks”, Silviya Svejenova, adjunct professor in the ESADE Business Policy De- partment, gave a refresher session to alumni in the New York division of the United States Chapter. The session, which was held last Momento de la cena en Nueva York May 12th, ended with an informal dinner to For more information, or to join the Chapter, May 12th, 2007 encourage networking. contact [email protected] 7 REGIONAL CLUBS

ESADE Alumni Club ESADE Alumni Club of of Girona receives Lleida organizes the an introduction to presentation: ‘Ros Excellence Roca: from Tàrrega to World Leader’ The ESADE Alumni Club of Giro- Final conclusions had to do with na participated this past March the importance of introducing On March 23rd, the ESADE 22nd in the benchmarking integrated excellence manage- Alumni Club of Lleida organized session organized on a quarterly ment into the main manage- a session for its members with basis by the Carlemany Forum. ment objectives of a company, Ramón Roca, president of the At the meeting, the Director Ge- regardless of the sector which it Lleida-based, multinational neral de BSG & Associats, Joan belongs to. company Ros Roca. Roca gave Ballell, introduced the EFQM The ESADE Alumni Club of Giro- an address which he titled “Ros quality model to some 20 at- na met again on June 21st to Roca: from Tàrrega to World Lea- In the foreground, President of the tendees, and gave examples of discuss a key topic in the busi- der”, speaking of the international ESADE Alumni Club of Lleida, Xavier Roca (Lic&MDE 98), behind, Ramón Roca delivering its implementation in different ness fabric of Girona: professio- scope of this group within the his address to attendees. sized companies to show the nalization of the family business environmental sector. He focused advantages of guiding business and generational change. especially on the idea that in order to be leaders there must be a will to management toward excellence. serve and, for that reason, you must believe in people, be passionate about what you do and design a strategy that allows you to be so. Roca indicated that this combination is what allows you to distinguish yourself from your competitors. The Ros Roca president and managing offi cer drew In this photo: an audience of more than 60 persons to the Tennis Club, where, after the Joan Ballell at the far end; to his left, session, everyone enjoyed a relaxed, light dinner. Juanfran Cuello de Oro (MBA 01), Ramón Roca received the Economics Today Award in October 2005 for President of the ESADE Alumni best Catalonian businessman of the year. His success is due to his Club of Girona, philosophy based on absolute respect for the environment, to his activity and the rest of the attendees. in the manufacture of capital goods and in the design and development of engineering systems and processes applied to the environment. Contact us at [email protected] Contact us at [email protected]

IX Annual ESADE Alumni Conference in the Valencia Region On April 12th, the ESADE Alumni Club of the Valencia Region organized its IX Annual Conference.

The event was held in its traditional venue at the Hotel Astoria, During fi nal moments of where more than 100 persons were invited. Presiding over the formal event, after the address. the event were the ESADE Director General, Carlos Losa- da (Lic&MBA 79), ESADE Alumni Director, Xavier Sanchez (Lic&MBA 97), and the Regional Club President, Enrique Belen- guer (Mktg. Leadership & Management 86). Carlos Losada delivered this year’s plenary session, entitled Competitiveness, Business and Businesspeople, after which the Regional Secretary of Business, Pedro Coca, offered a few words in closing. More than 60 persons met following the session for a lively dinner in the Salón Terraza.

From left to right, Enrique Belenguer (Mktg. Leadership & Management Contact us at 86), President of the ESADE Alumni Club of the Valencia Region; Xavier [email protected] Sanchez (Lic&MBA 97), ESADE Alumni Director; Pedro Coca, Regional Secretary of Business for the Valencia Region; and Carlos Losada (Lic&MBA 79), ESADE Director General. 8 REGIONAL CLUBS

A meeting of the ESADE The new ESADE PMD Alumni Club of Aragon presented in Aragon

A dinner organized by the Board of Directors of the ESA- DE Alumni Club of Aragon was held on April 12th in Zaragoza. The objective of the meeting was to launch working strate- gies for the club, as well as to promote its upcoming activities. Among the attendees were the president of the Aragon club, Carlos Vila (MBA 94), Guillermo Vallés (MBA 92) and Antonio Lamora (Tax consultancy and management 00), along with others. During the lectured offered by Alex Rovira

On Thursday May 3rd, ESADE presented in Zara- goza its Program for Management Development (PMD), the School’s program for senior mana- gement. The presentation was organized by the Zaragoza Chamber of Commerce and Industry, and the ESADE Alumni Association was present at the event to inform alumni of its activity. The event, which took place at the Chamber premises, featured the presence

In the photo: Guillermo Vallés (MBA 92), Carlos Vila (MBA 04), Antonio Lamora (Tax of Manuel Teruel, president of the Zaragoza Chamber of Commerce and Consultancy and Management 00), Bruno Balbás (Tourism Management Industry,Joan Roig (Lic&MDE 73) the program director, and Alex Rovira 03), Rafael Pérez (Management Skills Development 00), Pedro Ríos (MBA 95) and Juan Ignacio Garicano (Tax Consultancy and Management 00). (Lic&MBA 92), professor from the ESADE Department of Marketing Mana- gement who delivered a lecture entitled Psychonomy. Contact us at [email protected] Contact us at [email protected]

Inauguration of the ESADE Alumni Club of East Andalusia

ESADE Alumni has inaugurated its East Andalusia Club in Granada. Launching this new Regional Club means one more step in strengthening relations among ESADE Alumni in Andalusia, just two months after the inau- guration of the West Andalusia Club which is already under way.

Launching this new Regional Club means one more step in From left to right, Sonia Navarro (MBA 01), strengthening relations among Joan Massons and Rafael de Porras (MBA 93). ESADE Alumni in Andalusia

The event, which took place last April 16th, featured the presence of Sonia Navarro (MBA 01), ESADE Alum- ni Relations Manager; Rafael de Porras (MBA 93), Pre- sident of the new club; and Joan Massons (Lic&MBA 66), professor in the ESADE Department of Financial Management and Control. After presenting the new club, Joan Massons delivered a speech entitled The distinct role of advisers and execu-

tives in financial planning to more than 50 attendees. Some of the inauguration attendees, during the speech. After the formal event, which took place in the new buil- ding of the Granada Confederation of Businesspersons, Contact us at [email protected] attendees took part in a lively cocktail party. 9 FUNCTIONAL AND SECTORIAL CLUBS

IGNACIO SERVAT (LIC&MBA 90), DIRECTOR GENERAL OF AGFA HEALTHCARE “The club allows us to join in the debate in a sector undergoing transformation”

AGFA HealthCare has become the new sponsor for the ESADE Alumni Health & Pharma Club. We discussed this agreement with Ignacio Servat (Lic&MBA 90), director general of AGFA, a company dedicated to introducing integral solutions for the health care area.

faces important challenges and ducing care-related information is undergoing transformation. systems translates into knowled- ge and experience about the How would you take stock of role played by ICT as a spring- this experience to date? board to transformation and as Within the Agfa HealthCare team a critical element for ongoing there are many of us who have innovation. This contribution been related to ESADE in one becomes the meeting point with way or another. For this reason, the ESADE Alumni Health & expectations that I had with Pharma Club, and along these regard to the club were built on lines, we are preparing some a signifi cant understanding of conference days in October, un- the group as well as its manage- der the club’s direction, where ment team, and I must say that we will analyze in detail the con- the result is right in line with tribution of information systems the prestige and academic and in measuring the results of care scientifi c quality of the school. providers, under the theme “The Despite all that, in the spirit of Management and Economics of contributing toward improvement ICT at hospitals”. and quality development of the Why did you decide to sponsor innovation and development. club, we must reinforce certain the Health & Pharma Club? In this context, the Health & organizational aspects and Agfa HealthCare dedicates time Pharma Club has allowed us to professionalize its management and significant resources to join with a prestigious academic somewhat. actively participating in institu- institution, participating and tions, forums and associations contributing in the debate in What role does Agfa Health- from this sector, since from business management disci- Care play in the health sector? a broad perspective these plines within a very important Our contribution as a pioneer organizations act as engines for economic sector that currently industry in developing and intro- New representatives in Madrid from ESADE Alumni clubs

In order to facilitate AGUSTÍN MARISCAL (EMBA 04) FRANCISCO JAVIER CASTRO (MBA 02) and ensure more Health & Pharma Club BIT Club (Business & Information Technology) direct contact with In the words of Agustín Francisco Javier Castro values Mariscal, “being in Madrid is the presence of the BIT Club in alumni in Madrid, new a magnifi cent chance to meet Madrid due to the fact that “a representatives from with alumni who have contact large number of businesses in our capital city have with or job interests in the the Information and Commu- been appointed in the sector of health and/or phar- nications Technologies Sector macy”. With this conviction, and from other sectors have ESADE Alumni Health he “also seeks to collaborate their headquarters in Madrid, & Pharma Club, the with ESADE Madrid that it and in all of these we fi nd more BIT Club (Business & may become a model of and more alumni holding the Information Technology), ongoing education.” According to Mariscal, the positions of responsibility.” He also adds that the objectives of the Club in Madrid have to do with club should become a “meeting place for sharing the CEEI Club and the getting more people involved in the planning and knowledge, experiences and relationships within the 10 Real Estate Club. organization of events. ICT environment.” FUNCTIONAL AND SECTORIAL CLUBS

FUNCTIONAL AND SECTORIAL CLUBS New Tourism Club Espai Vicens Vives is born

Within the community of ESADE Functional and Sectorial Clubs we now The new Espai Vicens Vives is a space for dialogue, refl ection and action fi nd the new Tourism Club. In order to learn more about it, we spoke towards encouraging ESADE Alumni, persons in general and institutions with its president, Alberto Marín (Lic&MBA 87). to lead the construction of a civic society. Its president is Andreu Puig (Lic & MBA 88). What is the objective of your club? The realm of action of Espai Vicens Vives is innovative for an alumni club, The main objective is to make available to all its members a setting for since it proposes working in the area of social development and for social work, debate and bringing our knowledge up to date. All of this specia- interests. As Andreu Puig explains, “the continuous scientifi c and techno- lized in the tourism industry, which includes hotels, restaurants, travel, logical advances have brought with them a large increase in complexity. leisure, managing tourist destinations, and similar activities. This poses the challenge of combining possession and integration of knowledge with an ability to act and to manage in a globalized world. The Why was it created? business, political, social or cultural leader cannot be only a great specia- The tourism sector represents 11% of the national GDP, with Spain as list”. Toward this end, there is work to be done in several areas: an international leader. Furthermore, ESADE offers • Presenting knowledge that encourages refl ection, dialogue and exchan- several programs specializing in this area, making ge on problem issues that surround us. it benefi cial to reinforce ESADE’s presence in this • Strengthen our understanding and ability to diagnose the great cha- business and institutional environment. llenges of the future which will be the framework of our personal and professional activity. Who is the club intended for? • Create a forum for refl ection and dialogue for exchanging experiences Mainly for ESADE alumni who are involved and perspectives. professionally in the tourism sector or who • Open the door to contact with personalities, institutions and movements are interested in understanding its evolution that have demonstrated signifi cant relevance in civic leadership. and development. • Promote an attitude of personal commitment to our social reality.

ALBERTO MARÍN, TOURISM CLUB PRESIDENT “The club was created because the tourism sector represents 11% of national GDP and Spain is an New president of the Sports international leader” Management Club

New era Valentí Giró (Lic&MBA 87) was renamed presi- dent of the Sports Management Club. In his The ESADE Alumni Culture Industries Club is the product of a relaunch of fi rst year, the club promoted and organized the Publishing Club. Areas of interest have broadened, and in addition to gatherings related to the area of manage- the publishing sector, the club now spans the audiovisual (cinema and ment and the sports world. For Giró, “the television), multimedia, press, music, performing arts (theater, dance and main objective for the future is to conso- circus), art and cultural heritage sectors. This increase in perspectives is lidate the club as a space for exchanging prompted mainly by the evolution of the publishing sector. The club’s new experiences and encouraging initiatives in president is Antonio Garrido (EDIEF 89), director general of edebé. the area of sports and management”.

JAVIER MORGADO (EMBA 05) JOAN GARCÍA (LIC&MBA 92) CEEI Club Real Estate Club The decision to organize a “Madrid is currently at the epicenter Madrid structure of the CEEI of the real estate sector, both on Club, comments Javier Morga- account of its dynamism, and the do, “aims to give structured fact that the main real estate fi rms, continuity to activities within specialized fi nancial entities, insti- the framework of the entrepre- tutional investors and other groups neurs’ club”. From this basis, related to this sector are located there are three targeted lines here”. According to Joan García, of work: this has led “to broadening our fra- “Structuring a stable, interes- me of action. In the case of Madrid, ting plan of activities; establishing relationships with the initial objective involves “carrying out a minimum of relevant entities; as well as launching a plan for com- one annual event with the presence of professionals and munication and member recruitment, an action which businesspersons who stand out due to their leadership will be linked with constituting a board of directors.” and contribution to the sector.” 11 FUNCTIONAL AND SECTORIAL CLUBS ACTIVITIES 8TH ANNUAL CONFERENCE OF THE REAL ESTATE CLUB OPERATIONS CLUB The fi nancial sector as an Central buying offi ces as engine for the real estate sector a competitiveness factor PARTICIPANTS: Eduard Mendiluce, assistant director to the Presidency- Real Estate Development of Port Aventura; Lluis Conde, head of PARTICIPANTS: Laura López, Manager for the National Association of Central Financing for Land Developers, “la Caixa”. Offi ces for Buying and Services (ANCECO); Ignasi Puig, General Manager of Intersport, and Carlos Moreno-Figueroa, General Manager of Master Cadena.

Last May 17th, the Real Estate Club organized its annual club The ANCECO lecture, “How to conference, under the title “The organize an SME to compete fi nancial sector as an engine with big enterprises: Central for the real estate sector”. buying offi ces, a new partner in The event consisted of three business management”, was lectures which aimed to give an the talk given last May 9th by overall view of the fi nancial and Laura López. For their part, real estate situation in Spain. Ignasi Puig and Carlos Moreno- Figueroa analyzed specifi c cases at their companies. FAMILY BUSINESS CLUB

Discussion on BIT CLUB the family business Company development SPEAKER: Joaquim Agut Bonsfi lls, General Manager of CIRSA SPEAKER: Ted Friedman, Vice-president of Gartner Research

The ESADE Alumni Family Business Club was The lecture entitled “Data Integration for Stra- introduced on May 16th with a discussion on tegic BI” explained the current market trend in the sale of family businesses. Joaquín Uriach information technologies, and emphasized that (MBA 94), president of the Family Business businesses must focus on developing the qual- Club, explained that the club was created ity of data. because “the family business has a large share in our economy (representing 65% of GDP) and directly involves many alumni.” Agut gave a review of his own history in the family business and its subsequent sale. He also used his lec- ture to present some important aspects to be considered in negotiat- ing the sale of a business.

MARKETING CLUB Keys to success in promotional marketing

PARTICIPANTS: Juanjo MARKETING CLUB Rodríguez, Director of Duplex Marketing; Juan Ignacio Retail food distribution Amat, Marketing Manager in the United Kingdom for Pepsico/Matutano, and Francesc Prat, Marketing PARTICIPANT: Pere Vallverdú, Retail Consultant Manager at Unilever. In a lecture held last April 18th, Pere Vallverdú explained the nature of retail food distribution in the United Kingdom, which he defined as a competitive, very innovative system, noted for its high The May 15th event included performance. the presentation of a study on promotional marketing in Spain. Also presented was a fi eld study and the viewpoint More information at www.esadealumni.net ➔ Ongoing Training ➔ Clubs & Chapters Conferences ➔ Archive 12 of agencies. FUNCTIONAL AND SECTORIAL CLUBS ACTIVITIES CULTURE INDUSTRIES CLUB BIT CLUB The business success Dialogue between the CIO of ‘The triplets’ and CEO: the managerial function PARTICIPATING: Roser Capdevila, and information technologies illustrator and creator of “The triplets” PARTICIPANTS: Ginés Alarcón, CEO of T-Systems Iberia; José María Añón, General Manager for Spain of Multiasistencia; Miquel Montes, Assistant Director General and CIO of Banco Sabadell.

The lecture titled, “Dialogue be- tween the CIO and CEO: the mana- gerial function and information technologies”, discussed the abili- ties of information systems manag- ers, whose functions lead them to be in constant interaction with top management and other functional areas of the organization.

HUMAN RESOURCES CLUB Last May 2nd, the Culture Industries Club Developing your leadership organized an event spotlighting the history and worldwide success of “The triplets”. Capdevila values and qualities gave a review of her life and the arrival of PRESENTATION: Oriol Pujol, director of the Human Growth Institute, Bombay (India); and triplets, which became the source for her most Mary Pujol D’Sousa, co-author, with other specialists, of Personal Growth, from the book well-known work. Tanto Creces, Tanto Vales.

BUSINESS AND SOCIAL RESPONSIBILITY CLUB The lecture given last April Threefold results 19th was based on how to identify and develop our accounting personal, interpersonal and social values, as well as PARTICIPATING: Etienne Butruille, Manager, Advisory KPMG Global Sustainability Service. the main quality of leader- ship: infl uence.

Socially Responsible Business (SRB) has be- COMMUNICATIONS CLUB come a fundamental aspect for companies. The concern has reached such a point that organiza- Businesses and the Economy tions report its effects in what has been called “threefold results accounting” (economical, social section: a very special relationship and environmental). PRESENTATION: Manel Pérez, Head of the Economy section of La Vanguardia; Ariadna Trillas, Head of the Economy section of El País in Barcelona; Joaquín Romero, Head of the Economy section of El Periódico de Catalunya; Martí Saballs, assistant manager of Expansión; Albert Closas, director and host of the economy program Valor afegit on channel 33.

The ESADE Alumni Communi- cations Club started out last April 11th with a debate on the relationship between communi- cations offices and the press. Guest speakers offered their viewpoint on a series of ques- tions which sought to analyze the relationship between the media and businesses. 13 FUNCTIONAL AND SECTORIAL CLUBS ACTIVITIES

PUBLIC MANAGEMENT CLUB REAL ESTATE CLUB Events from Strategic management Real estate previous months in organizations from developers ESPAI VICENS VIVES the public sector analyze growth Dinner with Xavier Bru de Sala SPEAKER: Michael Barzelay, professor at the formulas at El Racó de Can Fabes, and London School of Economics and Political Science. lecture on “Social cohesion in SPEAKERS: Rafael Santamaría, president of Barcelona”, given by Barcelona’s Reyal Grupo and Inmobiliaria Urbis; Luis Nozaleda, mayor Jordi Hereu (Lic&MBA 90). Michael Barzelay was the guest for this president of Nozar and vice-president of Grupo event which aimed at a deeper understanding Inmocaral, and Luis Portillo, president of MARKETING CLUB of how to strengthen organizational capacity Inmobiliaria Colonial and Grupo Inmocaral. “Immunity to rumors”, a lecture for developing, tuning and redirecting strategic which analyzed measures to be management, taking strategic development taken when facing such situa- as an organizational function linked to tions, and presentation of the innovation. book Virus. Un relat sobre el perill dels rumors a les organit- zacions, by Ferran Ramon-Cortés Dinner-discussion (Lic&MBA 86). Lecture, “Ma- nufacturer Brands”, concerning with the ESADE Alumni distribution brands, delivered Health and Pharma Club by President of Nestlé Waters España, Lázaro Rivademar. The ESADE Alumni Health and Pharma Club organ- “Internationalization at Inditex”, ized a dinner-discussion with a presentation of the lecture delivered by the Com- new board and the club’s sponsor, AGFA Health- munications Director at Inditex, Care. Upcoming activities and new members were Last March, the Jesús Echevarría. also presented. conference Growth Formulas in Real LAW CLUB Estate addressed Lunch-discussion at the Eques- future expansion trian Circle in Barcelona, titled of this sector in “The SGAE [General Society of conjunction with Authors and Publishers] faces the following is- the digital revolution.” sues: motivations for growth, syner- CHINA BUSINESS CLUB gies, financing, “Young India: a new beacon and future trends in business”, lecture with the in real estate participation of companies. Sanjay Peters, ESADE professor. Contact clubs by e-mail through www.esadealumni.net ➔ Alumni Network. OPERATIONS CLUB “Logistics and Operations at Mango”, by Enric Casi, Director Sponsors General of Mango.

Activities of Functional and Sectorial Clubs are possible thanks to collaboration from the following BIT CLUB companies: Presentation of the IBM Barce- Health and Pharma Club Family Business Club Business Angels Club lona Lab. case, carried out by professors Xavier Busquets and Joan Ramon Mallart.

CHINA BUSINESS CLUB AND HUMAN Marketing Club HR Club Operations Club BIT Club RESOURCES CLUB Presentation of the research study on internationalization of Spanish businesses in China. More information at www.esadealumni.net ➔ Ongoing Training ➔ Clubs & Chapters Conferences ➔ Archive 14 FROM ESADE ALUMNI

The fi rst experience a success The Alumni Giving Back Project

THE OBJECTIVE OF THE ALUMNI GIVING BACK PROJECT IS TO USE THE MANAGEMENT EXPERIENCE AND SKILLS OF ESADE ALUMNI TO BENEFIT SOCIAL PROJECTS IN THIRD SECTOR ORGANIZATIONS. WITHIN THIS PROJECT, UNPRECEDENTED IN EUROPE, THE ESADE PRO BONO ALUMNI CONSULTANTS INITIATIVE WAS CARRIED OUT. THE FIRST EXPERIENCE, COMING TO A CLOSE THIS PAST MAY, WAS VERY WELL RECEIVED.

eams formed by ESADE OBJECTIVE ACCOMPLISHED ture of the foundation to date teachers, experienced alumni ARRELS FOUNDATION presented huge challenges, since T and current students offered This foundation needed to make the organization was working consultancy services to non- adjustments to meet the “Trans- simultaneously with three groups profi t organizations. A total of fi ve parency and Good Practices” that differ widely in characteris- projects were carried out: two in requirements established by the tics and situation. Madrid (Tomillo Foundation and Lealtad Foundation. Project objec- Balia por la Infancia Foundation), tives involved studying these re- The call for and three in Barcelona (Arrels quirements and having them incor- participants for the Foundation, Èxit Private Founda- porated into their own guidelines. tion and the Multiple Sclerosis For this purpose, ESADE Pro Bono second cycle of Alumni Foundation). Alumni Consultants established Giving Back will begin periodic evaluation methods. Their in September objective was for Arrels to meet those requirements that were not MULTIPLE already in place. SCLEROSIS FOUNDATION The project consisted of car- ÈXIT FOUNDATION rying out an external analysis

María Quintana (MBA The work focused on designing a (market research) that would 01), Product Manager at specifi c HR plan for each of their provide a diagnosis of opportuni- Pierre-Fabre, and project participant internal groups. ties and threats, as well as an The internal internal analysis for determining struc- strengths and weaknesses of the organization.

BALIA POR LA INFANCIA FOUNDATION The objective was to design a strategic plan for the period 2008-2010, in order to defi ne in a practical way the “what” (phi- losophy and market analysis), the “how” (implementation in each area) and the “when” (organiza- tion), to guide their course over the next three years.

TOMILLO FOUNDATION The basis was to determine 16 whether a new, proposed training FROM ESADE ALUMNI

Participants speak out

THE CHANCE TO DO SOMETHING Collaborating in the Alumni Giving Back Project has been a very positive experience. I think that often, we ESADE alumni would like to do something to improve our social environment, but we don’t know how. Alumni for Solidarity gives us the chance to take Working team at the Balia Foundation, from the ESADE Alumni Consultants for Solidarity Project advantage of our professional experience and knowledge and put them to use in the third service was viable and how it siastic response of ESADE sector. Moreover, I believe that the business might be self-fi nancing, taking alumni, a second cycle is world and the third sector have much to into consideration the competition targeted to begin in the com- learn from each other, so it has also been a and the possible market opening ing school year 2007-2008. learning experience for me. that it could fi ll. The consulting In this respect, keep in mind project consisted of analyzing the that volunteers in the Pro I recommend it to all alumni! demand for this type of training Bono Alumni Consultants and establishing the viability of are required to have ESADE Paco Prat (Lic&MBA 97) the new business plan. Alumni membership, and that Marketing Manager, Unilever Dressings participation requires only 1-2 A SECOND CYCLE hours per week (4-8 hours per After the success of the fi rst month) during a period limited A NEW WAY OF WORKING experience and the enthu- to six months. Being consultants for solidarity for ESADE Alumni gave us the chance to become familiar with a different way of working, creating a strategic framework in an ALUMNI GIVING BACK COUNCIL environment full of children, in addition to Josep Santacreu (PMD 89), being able to share different opinions and Managing Offi cer of DKV Insurance viewpoints, both among ESADE alumni as Ignasi Carreras (SEP 06), well as with the foundation. Director of the ESADE Institute for Social Innovation Alfred Vernis (Lic&MBA 88), It is hard to describe the satisfaction Head of Training for the Institute for Social Innovation of being able to encourage growth and Germán Castejón (Lic&MBA 81), professionalization in foundations whose President of ESADE Alumni mission is to develop values in children Sonia Navarro (MBA 81), at risk for social exclusion, in addition Director of the Alumni for Solidarity Project Julián Carranza, to sensitizing society about this type of Director of Greenpeace participation situation. Mar Vila, Working as a team with the foundation Professor in the Department was key to the project’s success. The of Financial Management & Control professionalism, enthusiasm and involvement of the entire Balia team were the perfect complement to applying methodology Calendar for the ESADE and knowledge acquired at ESADE to Pro Bono Alumni Consultants development of a strategic plan.

• A number of third sector organizations from Spain are selected in July Why limit ourselves to contributing only to of each year; these organizations must present a proposal for which they need specialized management assistance. our companies when we can contribute also • Alumni are informed of the beginning of the process in September, so to society? that those who are interested may enroll. • Also in September, the head team selects the most feasible, Fernando Ibáñez (Master’s in Marketing Mgmt 05) interesting projects and holds initial diagnostic meetings with those Product Manager, Hilti ESPAÑOLA non-profi t organizations whose projects have been chosen. • At the end of September, alumni interested in collaborating are called to a meeting for a presentation of the needs involved in the selected projects. • Between November and May, consulting assignments are carried out, For further information, contact according to a work calendar previously established by both parties; Sonia Navarro the assistance culminates with a fi nal report that is presented to the Director of the Alumni Giving Back Project respective entities. [email protected] 17 FROM ESADE ALUMNI

Are you YOUR DATA ARE IMPORTANT In the coming months ESADE updated? Alumni will pursue a campaign whose objective is to update the data on alumni currently in our IMAGINE THAT ESADE database. This is a process whe- re collaboration from the alumni ALUMNI RAFFLED A Having your themselves (members or not) is MAGNIFICENT TRIP TO current contact fundamental; you will be hearing ONE OF ITS MEMBERS: information is from us about it by e-mail and also telephone. HOW WOULD WE CONTACT fundamental YOU IF WE DON’T HAVE for keeping YOUR NEW CELL PHONE in touch. NUMBER? OR YOUR HOW TO DO IT? E-MAIL ADDRESS AT www.esadealumni.net THE COMPANY WHERE YOU STARTED WORKING RECENTLY? HAVING AN UP-TO-DATE DATABASE IS VERY IMPORTANT FOR EVERYONE, AND ONLY YOU CAN HELP US. 902 420 020 TALKING TO

Michael Jensen TALKS WITH JOSEP BISBE ON LEADERSHIP AND INTEGRITY

Josep Bisbe: Your latest work an inspiring vision is created, M.J.: A breakdown is a deals with leadership models. one capable of attracting a large situation where, given all that In your work, how do you defi ne enough number of persons with we know about the world, about the concept of leadership, the right giftings and qualifi ca- where we are and about our READING TIME: 6’ and what is the relationship tions to be motivated by this vision (and therefore, what between leadership and vision. A second component of our objective is), we come to management? leadership has to do with getting understand that—given where Michael Jensen: My defi nition individuals to understand what we are and where we want to of leadership is independent the vision is and to willingly and be—we are not going to get of leaders themselves, and publicly commit themselves to there. This is what we call a focuses on leadership as a it, giving their word in favor of “breakdown situation”. And process. We can think of a bringing this vision to pass. The even though this is not at all leader practicing this process, third component is not so obvi- intuitive, an important part of course, but in our work we ous, and has to do with creating of leadership has to do with study leadership as a process a system which identifi es what creating systems that identify made up of four components, my coauthor Allan Scherr and I these breakdowns and make independent of leaders’ specifi c refer to as “breakdowns”. them known, that get the word personal characteristics. out as quickly and as soon as To begin, leadership is produced J.B.: And what do you mean in possible. Because it is in the 20 in the context of a culture where this context by “breakdowns”? context of these breakdowns TALKING TO “A leader is a normal, everyday person with an extraordinary vision and a high level of integrity in his or her commitment to that vision” MICHAEL JENSEN HAS BEEN A MEMBER OF THE ESADE INTERNATIONAL ADVISORY BOARD SINCE MARCH. CONSIDERED TO BE ONE OF THE FATHERS OF AGENCY THEORY, THIS PROFESSOR EMERITUS FROM HARVARD BUSINESS SCHOOL SPOKE WITH JOSEP BISBE, ACADEMIC VICE- DEAN AND SENIOR LECTURER IN THE ESADE DEPARTMENT OF FINANCIAL MANAGEMENT AND CONTROL, ON THE TOPIC OF LEADERSHIP AND INTEGRITY APPLIED TO ORGANIZATIONS.

that the breakthroughs needed keep it a secret. Both Allan M.J.: The fact is, if leaders are for reaching the vision take Scherr and I argue that all this not committed to the vision they place. is counterproductive. To our have created, then everything Once again we must place this view, the fourth component of turns into manipulation and in the context of what vision leadership involves developing people realize this right away. Michael Jensen is: leadership has to do with systems which optimally This is why leaders must be creating something that no one manage these breakdowns so passionate for their vision and in that moment knows how to that people see them not as really committed to it, meaning create. If it could take place in problems to be resisted, but as that they are determined a predictable fashion through opportunities for bringing about enough to not be dissuaded normal system operations, then a breakthrough. Any initiative by simple breakdowns and leadership would not be needed which seeks to attain something momentary failures. We call to bring it about. Leadership that has never yet been attained this “integrity”. A leader is a has to do with someone, some is guaranteed to encounter normal, everyday person with an system or some group that cre- breakdowns, occasional failures. ates a vision which would not But these breakdowns can be “I often feel that the visible leader take place in a predictable fash- managed. Optimal management ion, a vision that no one, in fact, of breakdowns is where people gets too much credit for the leadership knows how to make happen. look at a failure full in the face which is actually exercised” Thus, leadership inevitably pro- and recommit themselves to duces “breakdowns”, but thanks the vision. The most interesting extraordinary vision and a high to these very breakdowns, the thing we have discovered is that, level of integrity in his or her vision is ultimately attained. when enough people from a team commitment to that vision. willingly and publicly recommit J.B.: About these breakdowns, themselves to the vision, J.B.: In this model where what is the usual human facing up to the failure, the integrity plays such a critical reaction to discovering them? breakthroughs usually happen role, does integrity imply that M.J.: The usual reaction after within minutes or hours. commitments must always discovering that we are not be met? getting what we are after is J.B.: What are the M.J.: Integrity, as we defi ne to resist, become depressed, characteristics of this it, means keeping your word, deny it, blame ourselves, or commitment or recommitment? even though it will not always 21 TALKING TO

be possible to meet the J.B.: You stress in your work characteristics which indicate all that we can, because there commitment (precisely because that it is crucial for leaders to leadership ability? has been much confusion about the vision is ambitious). know where they are and where M.J.: In the past I would have leadership. In business schools Keeping your word involves they are going. Beyond that, to characterized this as strength or we could do much better by meeting commitments whenever what extent is it important for determination, but now I think I doing research and teaching possible, and when it is not leaders to know themselves as would call it integrity. Integrity about the four components possible, making this known persons? is really the basis on which of leadership that I have with the greatest possible lead M.J.: Integrity for an individual leadership is built. It can be a mentioned. On the other hand, time, and taking on yourself or for a leader implies being person’s integrity or a group’s we must also offer students a the cost of any resulting able to be totally and completely integrity. In fact, rarely is far better understanding of the disadvantages caused to the yourself, to keep your own word leadership exercised by a single role of integrity in leadership, other party. to yourself. Therefore, people person. Even though we almost and I think that at most who do not know themselves, always think of leadership business schools we are not yet J.B.: If integrity is related to and those who are incomplete in terms of individuals, an doing enough in this regard. leadership and means keeping with themselves, are not going important part of leadership has your word, does leadership have to be great leaders. They will to do with being able to gather moral implications? be inconsistent, unreliable, support from others. I often M.J.: Implicitly, yes. Both in and in this type of setting it is feel that the visible leader as an the way I have defi ned vision unlikely that they will attract individual gets too much credit and adhering to this vision, people who will voluntarily for the collective leadership as well as in the idea of the commit themselves to achieving which in the end is what really leader’s commitment and the a vision. mobilizes an organization. voluntary commitment of diverse individuals who must be involved J.B.: After your experience J.B.: In this regard, how can in the vision in order to bring in Harvard Business School, we as business schools help it about, of course there are and having known many develop better leadership in underlying values. The vision managers and future managers, organizations? cannot violate the moral, ethical have you observed among M.J.: I think we or legal codes of the group that the participants in your have not even is bringing it about. programs any distinctive begun to do

FIND BIBLIOGRAPHY BY MICHAEL JENSEN AT THE ESADE LIBRARY www.esade.es/biblio The key to leadership

PhD in Economics and MBA from the University of Chicago, Michael C. Jensen’s academic credentials include, in addition to his long career at Harvard Business School, four appointments as doctor honoris causa from the Universities of Leuven (Belgium), Berne (Switzerland), Rochester (USA) and Toronto (Canada). In 1973 he founded The Journal of Financial Economics (one of the world’s top three JOSEP BISBE (Lic&MBA 84) periodicals in economics) and [email protected] Academic Vice-Dean of ESADE, Bisbe is Senior has published numerous books Lecturer in the ESADE Department of Financial and reference articles on Management and Control. MBA from Yale School leadership and integrity applied of Management, his research areas are management to organizations. Additionally, he control in innovative businesses, professional organizations and health organizations. He has became a member of the ESADE written several articles on these topics for both International Advisory Board last 22 national and international media. March. ANALYSIS The culture industry: rising value

THE YEAR 2007 MIGHT BE REMEMBERED IN OUR COUNTRY AS THE YEAR WHEN, FOR FIRST TIME, RESULTS ARE PUBLISHED FROM A STUDY, SPONSORED BY THE MINISTRY OF CULTURE, WHOSE AIM IS TO ESTIMATE THE [email protected] Director of the ESADE Center for Culture ECONOMIC VALUE OF THE CULTURAL SECTOR Industries, and of the ESADE Executive Education Management Control program. Visiting AND OF INTELLECTUAL PROPERTY, AS WELL professor in Management Control and in Culture AS THEIR CONTRIBUTION TO THE SPANISH Industries at the HEC, since 1984 he has been a collaborator and professor in the ESADE GDP. THIS OCCURRENCE DEMONSTRATES Financial Management and Control Department. He has worked for Monsanto Chemical (United THE IMPORTANCE ASSUMED BY ECONOMIC States, Belgium, France, Spain) as an engineer, VALUE CREATION IN CULTURE INDUSTRIES, for CPC Corn Products Corporation - Best Foods (United States, Spain) as fi nancial director, and BOTH FOR SOCIETY OVERALL AND FOR THE at Masson – Vivendi (Spain, United States, Latin

JOSÉ MARIA ÁLVAREZ DE LARA JOSÉ MARIA ÁLVAREZ America), in functions as managing offi cer. PUBLIC ADMINISTRATION.

READING TIME: 4’ he study, rigorous in its following categories are included formulation if somewhat in the cultural sector, in addition T out of date in timefra- to cultural heritage: me—covering the period 2000 to 2004—reveals a contribution • Archives and libraries to GVA (Gross Value Added) of • Books and press 3.2%, a 3% share in the GDP • Plastic arts (Gross Domestic Product) and • Performing arts 6.2% growth. Surprisingly, these • Cinema and video results place culture industries • Television and radio above other sectors such as • Recorded music energy, agriculture, livestock or fi shing. Activities associated with inte- llectual property, on the other IT IS DIFFICULT IN THIS SECTOR TO DEFINE hand, include such fi elds as BOUNDARIES FOR WHAT ACTIVITIES CAN computer science and adverti- BE INCLUDED IN THIS SPHERE sing. Chart 1 shows the categories’ One diffi culty with cultural contributions to the GDP by industries is defi ning the sector. boundaries for what activities Lacking international standardi- can be included in different zation of categories, it is diffi cult studies. Several international to specify elements for compa- organizations, such as the OECD rison with other countries. This or the EU, offer classifi cations leads us to rough estimations– and categories. In this study according to this study–placing 24 from the Ministry of Culture, the Spain amid a group of countries ANALYSIS

such as Australia, Canada, Fran- ce, United States and United Contribution of cultural activities to the GDP, by sectors Kingdom. This data should be (IN PERCENTAGE OF THE CULTURAL GDP) Average for the period 2000 – 2004 used cautiously, precisely becau- se of the different criteria used per country. Cultural heritage 2.6% At any rate, this study and other contributions demonstrate so- mething which we already knew, but which has lacked offi cial Archives recognition: the culture industry and libraries Books and Press 43.9% 1.8% creates economic value at a sustained, growing rate. Other sources indicate that direct Interdisciplinary 10.4% employment related to culture industries comprises approxi- mately 500,000 jobs, in other words, nearly 3% of employ- ment, with an estimated annual Radio and television 19.2% growth of 6%. In recent years, ESADE has been Cinema and video 12.0% making the effort to refl ect on, Performing to do research and to share Arts 3.6% knowledge about value creation in this thriving sector. Plastic The academic approach, obliga- Arts 4.5% tory for a teaching institution, has led to development of a ge- Recorded music 1.9% neral model applicable to culture Chart 1 Source: Ministry of Culture. The economic value of Culture in Spain. industries (see Chart 2).

The viewpoint of alumni from this sector

ANTONIO GARRIDO ALFONSO VENTOSA (EDIEF 89) (LIC&MBA 84) Director General of Consultant in the Grup Edebé and president Culture Industries sector of the ESADE Alumni Club Regarding the situation of the culture industries for Cultural Industries sector, Alfonso Ventosa comments that “we are at a According to Antonio Garrido, this good moment, improving weak points and searching is a very interesting time for culture for a balance between foreign and domestic market industries, since they are immersed orientation”. In this setting, with an increasingly in an integration process with cultural more globalized market, “new audience capture and products that increasingly cross social fidelity are essential, while self-complacency and lack sectors, are multi-format and multi- of honest criticism are risks for the future”, he adds. canal. He further highlights that the About new technologies, he comments that, “though main challenges facing the sector for the future are “integration and it has already been significant, it is still modest collaboration between companies in order to make possible more compared to the impact foreseen in the coming years: complete cultural offerings that unite the concepts of leisure and increase in broad band, wireless, mobility, growth in culture”. This means a very near future, “where technology will digital services, digital convergence and integration”. substantially improve accessibility of cultural offerings for both groups In contrast to these positive aspects, the main and individuals”. By contrast, with regard to the main diffi culties to be difficulty to overcome concerns internationalization faced, he notes that “culture industries have traditionally gone out to of Spain’s culture industry. According to Alfonso international markets to buy, but at this time we have very competitive Ventosa, there is a need for “critical mass in order culture businesses, products and offerings that can now go abroad to to face the global giants”, and that “often the key sell.” In this opening, the Spanish language has made it possible for is in co-producing at the public/private level, and culture industries from Spain to develop signifi cantly in Latin America, in a European dimension.” He does not see the even if “this same strength has been a weakness in other markets”. Spanish language as a limitation, rather “that it is an Regarding the piracy problem, he feels that it should be dealt with opportunity”, while in the case of Catalan he affirms mainly “by sensitization and awareness campaigns, but there should that “it represents a much smaller minority, but has also be a suitable, proportionate penalty structure established. These found measures to successfully defend itself.” measures would allow for an increase in volume of product distribution and would encourage a decrease in prices.” 25 ANALYSIS

This model has been adopted both for work at the CEIC (ESA- Culture Industry: a general model DE Center for Culture Indus- From Intellectual Value to Economic Value tries), for the subject “Business management in creative and culture industries”, as well as in training programs at businesses such as the Bertelsmann group C C (RandomHouse Mondadori, Cír- INTERNATIONAL D O culo de Lectores, Printer, Hue- R P I P M N cograbado, Rotedic, SonyBMG, E E R TECNOLOGY R A S Arvato Services, G&J, etc.), O T S A P D D O R R the Planeta group, publishers I INTELLECTUAL PROPERTY M K U and graphic industry guilds and T L T U O E I associations, and in classes A C B M O N I T T T U shared with HEC and ESCP N I I E R I T schools in Paris and ESCT/ESEC G O CONTROL O N I R in Toulouse and Barcelona. This S N N G O model is useful for following the INTANGIBLES N S process from creation of what is called intellectual value, diffi cult to measure objectively, through to the creation of economic value, the most well-known form Intellectual Economic of measurement in business Value Value settings.

TIME AS THE CAPACITY FOR TRANSFORMATION Chart 2 Source: J. Mª Álvarez de Lara - ESADE The time that passes between

MIQUEL JÓDAR PARIS QUERALT (LIC&MBA 05) (MANAGEMENT CONTROL IN Publiseis Account Manager VALUE CREATION PROCESSES 01) Based on the fact that the culture industries Controller, Lavinia Tec-Com Group sector surpasses 3% of Spanish GDP, with From his experience in the audiovisual sector, Miquel Jódar indicates that a value over 25 billion euros, Paris Queralt “the fact is today that this market is growing exponentially nationally and especially highlights the important process internationally as a consequence of two complementary variables: new of reconfi guring and adapting to the change formats such as digital land-based television and Internet, as well as which the national television sector is new channels such as TV and distribution networks that become content currently undergoing, “a historic revolution providers”. From this point, he considers that the challenge involves a with the arrival of two new open networks, concentration of companies “as a way to position themselves in a sector Cuatro and laSexta”. Add this dynamism which is both mature and growing, to increase technological skills and to the dynamism in video production, “with internationalization”. New technologies particularly will be “a critical the fusion of Mediapro and Globomedia and success factor in coming years since they are what will provide greater later, forward integration with the launching infi ltration of audiovisual content with lower production and distribution of LaSexta and the purchase of Endemol by cost”, he adds. On the other hand, “the variety of culture legislation” Mediaset-Telecinco and Goldman Sachs”. In this environment, challenges appears as one of the main diffi culties for businesses in this sector in order facing the Spanish audiovisual sector include legal issues and the defi nition to consolidate a homogeneous business of business models. He is also clear about key internationalization issues, model and one which “needs collaboration in indicating that “for Spanish business, Latin American culture is a natural those markets where it wishes to be present, fi rst step in geographic expansion.” In this expansion, Paris Queralt does thus limiting its own internationalization,” not consider the Spanish language in itself “any kind of limiting factor, as he explains. In this same line, regarding long as the value proposal being made is competitive and accompanied by piracy, according to Miquel Jódar the solution good international marketing.” Additionally, he comments about piracy, involves products that offer differentiating “the user has opted for replacing his consumption through alternative aspects “which allow us to give added value, means, basically Internet, at no cost whatsoever, an alternative which at the same time being competitive”. Another has no competitor.” Despite this situation for the classical recording and important point, he adds, “is teaching society distribution industry, he clarifi es, “interesting steps are being taken that that technology is not a tool for piracy, involve providing greater value to the consumer. For example, some groups but rather a way to gain new forms and are using it as an exclusive means to gain access to a certain promotion, possibilities for consumers of culture”. get free concert tickets, etc.” 27 ANALYSIS

LLUÍS FERRANDO (LIC&MBA 69) JUAN PEDROL SALVADO Cinema and television producer (MKTG LEADERSHIP & MANAGEMENT 92) Beginning from the basis that culture “is a rising Partner - Head of Consulting, Salesmasters value in every sense”, Ferrando feels that culture As a member of a marketing and sales consultancy which has industries also follow this upward trend and that collaborated in several projects for publishing companies, “it is no longer questioned that they have become Juan Pedrol comments: “with regard to this part of the sector, a profi table investment”. With this positive view in weak barriers to entry, combined with marked segmentation mind, he indicates that the main challenges facing of buyers, make it very complicated to provide books to the the sector in Spain include “lack of genuine creators, reader with any profi tability.” From this scenario, the main there are more and more creators of culture, but more challenge is to “acquire units with enough critical mass and more similar to one other”. He also indicates to allow for necessary continuity”, without overlooking that there is “a constant danger: that the industry distribution. completely devours culture and this leads to a loss It is precisely in the aspect of distribution where he of consumer interest”. When asked to what extent indicates “the need to especially focus on the impact of new the Spanish language limits the growth of Spanish technologies. Today there are interdisciplinary teams who, businesses, he shows his dissatisfaction with the fact based on e-marketing techniques, are managing to move that “in Spain, unlike truly civilized countries, support editorial products more effi ciently. As is nearly always the for culture is not a question of State but rather of the case, the key is to take action, to change.” When speaking sympathies or disinclinations of whoever is in offi ce.” of diffi culties pertaining to culture in Spain, he feels that Concerning that other controversial topic, piracy, the “perhaps the greatest one lies in the lack of a country solution involves “tougher sanctions, but especially defi nition, oriented to selling our culture”. Regarding any applying those sanctions and of course lowering prices limitation to the growth of Spanish culture businesses due to and offering a better product.” In contrast, he is the Spanish language, Juan Pedrol takes into account that optimistic about the role of new technologies in the some sources already estimate 500 million Spanish-speakers development of the audiovisual sector in recent years, worldwide, and he comments, “this is no small fi gure”. since “windows for exploitation have been multiplied. Another current issue for culture industries is piracy, where In cinema we have gone from movie theaters only he underscores the need for tougher sanctions, lower prices, to all kinds of TV (Pay, VOD, NVOD, etc.), DVD, and offering a better product with more extras. These are computers, cell phones, and so on”. “complementary proposals which are worth moving forward.”

creation of intellectual value infl uence of marketing tech- the traditional business model and attainment of real economic niques, subject to pressures falls down repeatedly while we value determines the business of fashion and consumerism, wait for that necessary reac- capacity to transform, and for not to mention waste. When it tion from businesses involved consumers to assimilate, the comes to culture, it should not in this transformation. All result of the intellectual value be surprising to see a cultural this indicates that the culture creation process. This value product promoted like some industries sector is on the rise. creation is essential for conti- well-known dairy product, even There is no doubt that intellec- nuing to feed creative capacity. though certain elite might consi- tual value follows this trend and In the case of certain cultural der it a sacrilege. that results in terms of con- activities such as painting, Several philosophers and socio- tribution to gross value added sculpture and architecture, this logists, including such notables and to gross domestic product economic value creation can be as Hegel, Morin, Nietzsche, are similarly on the rise. The extended over time, and then Spranger and Ortega reached day that accounting organiza- we speak of creation of future the conclusion that “culture is tions allow incorporation of cultural heritage. Today ever- becoming the heritage of the such intangibles as passion yone knows that Van Gogh did masses and not of the elite”. and glamour onto the balance not sell a single painting during If advertising, marketing and sheets, then culture industries his lifetime, and that economic distribution techniques increase will surely be a rising value. recognition came long after his the culture industries market, presence on the scene. so be it. Obviously, the question remains The large superstore and whether Van Gogh would have supermarket chains in just a produced so much intellectual few years have become main value in an economic situation players in the spread of cultural comparable to that of Jules and leisure-related products. Are you interested in activities in this area? Verne. Technology as a distribution Contact the ESADE Alumni Culture Industries Club The model makes use of the engine forces change in the ([email protected]) term “consumers”, which might economic model for some seem odd in some cultural sectors. It is well known that areas. The idea of “consu- there has never been so much For more information (Spanish only), mers” evokes the condition of consumption of music and see the Culture Industries Flash at Guíame! www.esade.es/guiame/fl ashes/sectoriales/cultural 28 a passive subject under the visual image in our society, and COOPERATION

Arrels, Multiple Sclerosis Foundation, and Èxit Private Foundation Working on behalf of solidarity

MULTIPLE SCLEROSIS FOUNDATION ARRELS FOUNDATION ÈXIT FOUNDATION

THE ARRELS FOUNDATION, THE MULTIPLE SCLEROSIS FOUNDATION AND THE ÈXIT PRIVATE FOUNDATION WORK IN CARE FOR THE HOMELESS, IN IMPROVING QUALITY OF LIFE FOR PERSONS WITH READING TIME: 3’ MULTIPLE SCLEROSIS, AND IN SOCIAL AND LABOR-RELATED INTEGRATION OF YOUNG PEOPLE, RESPECTIVELY. ALL THREE ARE PARTICIPANTS IN THE ESADE ALUMNI FOR SOLIDARITY PROJECT.

An unprecented initiative

Last year, within its Alumni for Solidarity project, ESADE Alumni launched a fi rst, unprecedented initiative, ESADE Consultants for Solidarity, whose purpose is to equip alumni who wish to participate actively in the third sector by collaborating as volunteers with NGOs, associations or foundations. On pages 16 and 17 of this issue we take stock of this fi rst year of the initiative, and we invite alumni to sign up in the next call for participants.

Additionally, if you are already working or collaborating in solidarity projects, we would like to know about it. Contact us at [email protected]

TRAINING IN NON-PROFIT MANAGEMENT • Leadership and Social Innovation in NGDOs • Management in Non-Governmental Organizations Find out more at www.exed.esade.edu ➔ Open Programs 30 COOPERATION

ARRELS FOUNDATION Arrels is a private founda- tion devoted to care of the homeless in Barcelona. It was founded in 1987 through the initiative of a group of people who wished to respond to the homeless issue, at a time when public services were offering minimal, insuffi cient services. Since then, Arrels has provided care to more The Arrels Foundation works to provide than 5,500 persons through a response to the homeless issue and to direct care programs and by encourage labor reintegration for this group promoting social sensitization programs. To carry out their mission, the for coexistence are worked on, hashas bbecomeecome iincreasinglyncreasingly iimpor-mpor- foundation offers: as well as craftsmanship work. tant. This involves businesses • Street programs, programs for Last year, Arrels also initiated a which “lend” one or more of access to housing, hospitals project aimed at labor rehabili- their workers to carry out some and residences tation for homeless persons, an task at the foundation during a How to • A walk-in center offering servi- objective where support from period of time. ces such as showers, clothing, businesses is fundamental. From the Alumni for Solidarity contact Arrels check-room and pharmacy, in While economic, material and Project, eight ESADE alumni Arrels addition to carrying out various in-kind donations continue to were accompanied by four c/ Riereta, 24 bajos, 08001 Barcelona activities. be the most common ways to other persons from the driving Tel. 93 441 29 90 - Fax 93 441 00 77 • An occupational workshop, whe- collaborate, recently the fi gure team, led by ESADE professor www.arrelsfundacio.org re habits for everyday life and of the professional volunteer Mercè March. [email protected]

MULTIPLE SCLEROSIS this illness. These hospitals Spain and involving more than a How to FOUNDATION (FEM) offer a range of services from thousand volunteers. Since 1989, encouraged by resul- general medical and rehabi- The foundation’s unwavering contact FEM ts found in similar organizations litation care to job training commitment to society has led in the United States and other for persons suffering from them to meet every proposed FEM c/ Tamarit, 104 European countries, the Multiple multiple sclerosis or other objective, and this has won 08015 Barcelona Sclerosis Foundation (FEM) has neurological disabilities. them the confi dence of gover- Tel. 902.11.30.24 been working to improve quality of Social sensitization campaig- nment offi ces and businesses www.fem.es life for persons suffering from this ns carried out by FEM include which collaborate with the [email protected] disease, as well as to set aside Mulla’t Day – “Get yourself project. Similarly, 7 former stu- resources for research. wet”1, supported swimming for dents from Alumni for Solidarity Some of the different serviced persons suffering from multiple collaborated at FEM, along with offeres by FEM include: sclerosis – organized at more three other persons, in a team • Information and advising: su- than 800 swimming pools in led by professor Gerard Costa. fferers and their family group are informed on social and Improving quality of life for persons assistance matters suffering from multiple sclerosis and directing • Rehabilitation: the positive resources to research is FEM’s challenge rehabilitation experiences found in different European countries led the foundation to create the fi rst center in Barcelona (Hospital de Día de Barcelona) in 1995. Later, a network was created with centers in Girona, Reus, Llei- da and Madrid, equipped with interdisciplinary units for the comprehensive treatment of 31 COOPERATION

ÈXIT PRIVATE FOUNDATION • Phase 0, intake work, where The project was initiated in the individual interviews are per- historical district of Barcelona formed with each young person in the year 2000, thanks to the who requests admission to the initiative of a group of business program or is referred by some persons with social concerns and other service. who wished to involve the busi- • Phase 1, job orientation and ness world in social action. These learning, where young people individuals currently continue as are provided with basic habits board members of the Foundation. and skills for the work world, To meet their goal, they contacted in a practical fashion, and are organizations with a long tradition encouraged to develop their own of social work, especially with professional plan. young people. • Phase 2, specialized job training, carried out in the fi eld of work The Èxit Private Foundation which each young person has makes job placement possible for young decided on during the orientation people between 16 and 18 years of age who phase. are in situations at risk for social exclusion • Phase 3, search, placement and maintenance in the workplace, From there the Èxit Foundation where each young person puts was born, along with the project into practice the work he or she which bears its name, aimed at has completed during the pha- job placement for young people ses of job search and practice between the ages of 16 and 18 training. who live in a situation at risk for In this case, the Alumni for social exclusion, and who have not Solidarity project team was been successfully integrated in an led by ESADE professor Mar academic and/or social setting. Vila along with Coordinator The project consists of a fl exible for the Observatory on the Third path for social and labor-related Sector, Paul Vidal, and involved placement, taking place over four collaboration from nine phases: ESADE alumni.

How to contact the Èxit Foundation

Fundació Privada Èxit c/ Pelai, 44 3o 08001 Barcelona Tel. 93 200 46 39 www.fundacioexit.org [email protected]

32 DOSSIER

DURING THE ACADEMIC YEAR 2007-2008, ESADE TURNS 50. AND FROM THIS PUBLICATION WE WANT TO CONTRIBUTE TO THE CELEBRATION BY SHOWING WHY THE SCHOOL CONCLUDES HALF A CENTURY IN SUCH GOOD SHAPE. IN THIS DOSSIER, WE PRESENT A FIRST LOOK AT THE ANNIVERSARY THROUGH SOME OF THE MAIN CHARACTERS. BUT SINCE IT WAS IMPOSSIBLE FOR ALL OF THEM TO APPEAR IN JUST 10 PAGES, THIS DOSSIER IS ACTUALLY AN INVITATION FOR ALL OF YOU TO PARTICIPATE AND HELP US CREATE THE 50TH ANNIVERSARY SPECIAL ISSUES TO FOLLOW. FOR THIS END WE HAVE WORKED OUT SEVERAL SECTIONS WHICH WE FEEL DEFINE THE PAST AND PRESENT OF ESADE.

• MEMORY, where we wish to hear about that moment or element in your passage through ESADE which impacted you in your later career. • E50 ENTREPRENEURS, where we will tell you about the experiences of the greatest business entrepreneurs who were trained at ESADE. Andreu Mateu and his company Dreams&Adventures are the fi rst protagonists in this fi rst issue. • E50 BUSINESSES, a section where we present those companies with the most ESADE alumni on staff. In this case, the company under the spotlight is HP. • E50 FAMILIES, a kind of family portrait of those families who have made their way through ESADE. The Iglesias family opens our fi rst issue. • E50 IN PICTURES, a walk through the photographs that captured the most signifi cant moments, as explained by one of the main participants. The narrator in this fi rst issue is Josep Milà, Secretary of the Board of Trustees. • LETTERS TO ESADE, refl ections from notable persons about what these fi rst 50 years at ESADE have meant. The fi rst letter comes to us from Honorary Professor Carlos Comas from Nicaragua. ESADE, 50 years inspiring futures 1958 1958 1958 2008 1958 2008 2008 2008 34 DOSSIER

Marcel Planellas (PMD 87) Professor and Secretary General of ESADE, ESADE Alumni Board Member representative ESADE, our fi rst 50 years

he next academic year na and Madrid, are to be focal on. Moreover, a new photo marks 50 years since the 50-year commemorative events album and a section for letters T initiative of a group of where both clubs and Chapters on E50 have been initiated. All businessmen who contacted have important roles as the this so you can participate and the Jesuits in order to create organizers and protagonists of become a protagonist in our a school for business manage- these celebrations. anniversary. ment and administration, to be With this dossier we hope to called ESADE. Over the course activate the ESADE alumni Between all of us we can make of these years, ESADE has network with several E50 this 50-year celebration an occasion contributed to society through initiatives. We would like to to activate the alumni network training in management and collect memories of your days law, shaping competent profes- as students at ESADE, to fi nd As E50 coordinator, I would sionals and socially responsi- the businesses and families like to say that I am at your ble persons. with the most ESADE people, disposal, and any suggestions We would like this anniversary to discover the ESADE presen- or comments are quite welco- to become an opportunity for ce in the various corners of me. Among all of us we must recognizing the contribution of the world, and the countries make this 50-year celebration people, businesses and insti- most present in ESADE, to an occasion to activate the tutions who have collaborated know what 50 books which alumni network and launch new over the years to help ESADE have most infl uenced you, fi nd projects to strengthen ESADE become an institution now those alumni who you think are and ESADE Alumni for the next widely recognized as a center doing the extraordinary, and so 50 years. of excellence, both nationa- lly and internationally. But above all, we want this to be a forward-looking celebration. At ESADE we are interested in the future: we train future leaders, we investigate topics of the future and we debate about future challenges for society. We look toward a future of diversity, where people, orga- nizations and societies freely choose their own path. For the last fi fty years ESADE has been inspiring futures. ESADE Alumni association must be one of the main pla- yers in commemorating these fi rst 50 years, what we call E50. This anniversary is for all of us who make up the ESADE community, and especially so for the alumni network. For this reason, the Annual ESADE Alumni Conferences for the next academic year, in Barcelo- 35 DOSSIER MEMORY Moments to remember WE WANT TO FIND OUT WHAT MOMENT, CONVERSATION, CLASS OR PROFESSOR MADE A DIFFERENCE IN THE PERSONAL OR PROFESSIONAL CAREER OF ALUMNI WHO MADE THEIR WAY THROUGH THIS BUSINESS SCHOOL DURING THE PAST HALF CENTURY. THE FOLLOWING ARE OUR FIRST RESPONSES, BUT WE WOULD LIKE MANY MORE.

CARLOS LOSADA (LIC&MBA 79) CECILIA CHANG (LIC&MBA 88) Director General of ESADE Director General, Global Contact The teachers were what most impacted me in my The moment which perhaps has most impacted passage through ESADE: Bieto, Güell, Miralles, me was the fi rst class of my fi nal year in MIM, Vázquez, Baruel, Bonet, or Antonio Marzal. Marzal that is, in 1988 when I was doing the fi fth year I especially remember for his enormous capacity of the degree program. That day, Professor J.M. to make students learn while taking pleasure in Rodés made us draw a world map and indicate thought, through intellectual dilemmas and re- fi ve geographic locations on it. Regrettably, viewing selections all the way from Plato to Marcu- none of us in the class were able to do it, and se, from Saint Thomas to Marx. I was fascinated the professor showed us how “ignorant” we by his ability to do a “reading” of human thought were. The rest of the course was a constant and of social reality coherent with his Christian faith. Another profes- provocation to awaken our interest and curiosity about the material, sor worth highlighting is Eugenio Recio who for me was the greatest for example, reading more than 100 mandatory books, mandatory exponent of academic rigor in the social sciences, and an extraordinary visits to the cinema, ending with a fi nal exam covering a selection of example of personal and professional ethics. topics that we chose ourselves.

ENRIC DE BOBES PELLICER (MBA 70) JOAN ANTON CAMUÑAS I FEIJOO (LIC&MBA 64) Director General of Ciments Molins, S.A. Partner & Director, CRS Sports&Cultura To select just one moment is very hard, but if I What most impacted my professional career was must choose one, I will pick the sociology clas- not an isolated incident or individual, but the set ses with Professor “Nepo” García Nieto. Taken of ongoing experiences that I lived during the 5 in the context of the era, that is, between 1966 years of my degree program at ESADE. Knowing and 1967, his classes represented for all of us that our future and that of the school depended on liberalization and a whiff of fresh air which is hard what all of us together were capable of doing was, to forget. from my point of view, a very determining factor On a more pragmatic level, I would choose the sta- in our training and profession. Perhaps the most tistics classes with Eduard Bonent, since, although decisive moment was when I chose ESADE, since I had it easier than some (having studied Industrial Engineering), even at that time there was no point of reference in the country pertaining to those students who had studied arts and humanities learned statistics. the ESADE educational model. Truthfully my graduating class, as well as Quite an achievement! our parents, showed great confi dence in the founders of ESADE and we can happily affi rm that we were not mistaken.

PERE A. FÀBREGAS VIDAL (LIC&MBA 67) 2008 Director, Natural Gas Foundation Without a doubt my passage through ESADE is a story loaded with work. In my distant beginnings at the school, dating from 1962, I started to study 1958 for some strange degree that no one had ever fi nis- 1958 hed and no one really knew whether it would work 1958 out, or if this educational program would disappear 2008 in a few days, but which had 13 subjects per year What’s missing is you: Who and very high demands. Later, in 1989, a new job or what impacted2008 you on and a new challenge: creating the ESADE Alumni 2008 Association, still lacking in this successful and growing institution, after your way through ESADE? 30 years of existence. We invite you to send us your responses so that we can share your experiences and make you the protagonists of our 50 year special. Write us at [email protected] 36 DOSSIER ENTREPRENEURS E50 ESADE’s entrepreneurial spirit

THE ENTREPRENEURIAL SPIRIT OF ESADE BUSINESS SCHOOL IS ONE OF THE ASPECTS THAT MOST DISTINGUISHES STUDENTS WHO MAKE THEIR WAY THROUGH OUR CLASSROOMS. IN THIS SECTION WE WISH TO REPORT ON THE PROFESSIONAL EXPERIENCE OF THOSE ENTREPRENEURS WHO RECEIVED THEIR TRAINING AT THE BUSINESS SCHOOL. ON THIS OCCASION, WE SPEAK OF ANDREU MATEU AND HIS EXPERIENCE IN BUSINESS.

ANDREU MATEU (LIC&MBA 86) “I inspire people to follow their dreams”

Andreu Mateu is one of those people who has known how to convert his passions into a successful business. His passage through ESADE and the adventures he experienced were the driving forces that led him to create Dreams & Adventures and to take on “crazy acts” like rowing across the Atlantic.

urely more than one reader learn from your experiences, but will know the story of success is based on that spirit of SAndreu Mateu, the one that constantly improving what you do”, tells how, when he was 25, he explains Andreu. sold everything he had (car, mo- In January 2006 he proposed torcycle, windsurf board) and went new challenges for himself, and to the United States to study and decided to row across the Atlantic work. Once there, he collaborated Ocean. His dream was fulfi lled with the Chamber of Commerce in a new, 96-day adventure from and the company Barcelona De- Gomera (Canary Islands) to velopment Agency, until after “fi ve the island of Martinica: “These years of stress”, he realized that experiences have helped me all this did not make him happy. expand my horizons and gain self- So it is that he sat down and wrote confi dence. People think I have the report Where I have come some special physique, but it is from, where I am at and where I all a question of the mind. You want to go, which led him to the must have ambition and drive, conclusion that the world and determination, know how to face different forms of transportation your fears with courage and keep were the common denominator in going. The entrepreneur is a his dreams. This is how he came person with interests, ambition, to cross 120 countries via 130 courage and the ability to take on different types of transportation, risks,” he admits. till returning to Spain in 1995, Now, Andreu Mateu is focused on 2008 the year he created Dreams & his role as motivational speaker: Adventures, the product of fi tting “To convey to people and inspire Are you an E50 entrepreneur? together his adventure hobby and them to set new goals and keep We are looking for entrepreneurs who have gone out 2008 self-improvement drive with a plan fi ghting in the day to day. We all from this school and have made their own business or for work. Organizing outdoor and have an Atlantic to cross. Many organization a reality. team building activities for com- people, when listening to me, Thus, we invite you to propose different candidates pany meetings and conventions discover new things inside that from which we can build a list of entrepreneurs who might share their experience with us. Write to us at has had wide acceptance in the they want to do. Whoever follows [email protected] market: “You make mistakes and a dream becomes unstoppable.” 37 DOSSIER E50 COMPANIES ESADE, the business school standard for HP

1958 Some of the ESADE alumni who WE ARE LOOKING FOR THOSE COMPANIES WITH THE GREATEST work at HP in Sant Cugat del Vallès NUMBER OF WORKERS TRAINED AT OUR BUSINESS SCHOOL. ON THIS OCCASION, OUR ATTENTION GOES TO THE HEWLETT PACKARD COMPANY, WHERE A BROAD REPRESENTATION OF ESADE ALUMNI IS ON BOARD. 1958 1958 ESADE and HP 1958 More than 100 ESADE alumni are currently working for the largest information technology company in the world, Hewlett Packard, and are spread among the different worldwide locations of this US company. The most frequent positions include Operations Di- 2008 rector, Financial Analyst, R&D Engineer and even up- per management such as, for example, Ignasi Fonts (Lic&MBA 82), current vice-presidente of Hewlett Packard Inkjet Supplies Business, or Esteban Mogas E50 Companies (Lic&MBA 88), Director of Marketing for HP Indigo, Enrique Lores (MBA 93), Vice-president and Direc- The 50th anniversary of ESADE is also dedicated to all tor General of HP or Mercè Barcons (Lic&MBA 91), those companies that collaborate directly or indirectly with the institution, those who place their vote of Worldwide Director of HP Large Format Marketing. confi dence day by day in the education offered by this Thus, ESADE has become one of HP’s principal sup- business school, and in those students who are trained pliers. The fl exibility offered by the students and the here. For this reason, we encourage you to present international nature of their studies at the business your companies through these pages, and tell us about school are the main attractions that this US company your experience with ESADE and its alumni. You can do so at [email protected] 38 fi nds in ESADE alumni. DOSSIER E50 COMPANIES

QUIM BERNARDÓ, HR DIRECTOR FOR HP HP alumni tell how they feel about the HP-ESADE binomial What do you most value in ESADE alumni that are working for HP? Basically their generalist train- ANA ISABEL PEREA (MBA 00) ing and that they have a much Large Format WW Intro Manager broader vision than that offered Do you feel that HP and ESADE make a good binomial? by other schools. We’re speaking The common ground for me is the broad perspective on of a fl exibility issue, since when managing a business. A good manager not only must be we interview a future candidate an expert in his or her area of the business, but must we do so thinking of their fi t within understand other functional areas. This is a common the company. Secondly, there is value at ESADE and HP. the international component. The fact that ESADE offers programs for students to study in other countries is very positive for a ALEIX ORIOL (MBA 2002) company like ours that is looking Manager of the Color Group of the R&D Department for global orientation and diver- How do you think your training at ESADE has helped you in sity. performing your work? Basically, the Master’s program opened my eyes to other Speaking of fl exibility, why is that ways of being organized and to discovering what else was so important to HP? out there besides HP. It also helped me understand the We are working with different busi- theory of the day to day in business, especially in other ness models due to the breadth areas different from my own, such as Marketing or Finance. of our portfolio, so we need this versatility in order to be able to adapt to each of these, and this JOSEP ESTALELLA (MBA 90) is a vision which is also offered Route to Market Manager from ESADE. Do you feel that HP and ESADE make a good binomial? Yes. I opted for ESADE because I believed that they had Is ESADE one of the business a very academic, precise focus that was much in line schools which have provided the with the HP philosophy. HP is very much an engineering greatest number of professional business, where they get down to the nitty gritty. workers to the HP staff? When it comes to business schools, ESADE is the great sup- plier for our company. There is an excellent relationship RAMON BERNAL (MBA 89) 2008between both sides, Sales Director for Standard Servers and we have been giv- Do you feel that HP and ESADE make a good binomial? ing regular presenta- I think that there are many connections because HP is tions on our company a company whose values fi t perfectly with the ESADE at ESADE for many philosophy. For example, they give great importance years. to personal initiative and teamwork, and they are very ambitious in their objectives. 2008

GEMMA GUIRAO (LIC&MBA 94) Financial Analyst of the Large Format Finance Department How do you think your training at ESADE has helped you in performing your work? The degree helped me to fi nd my fi rst job, as it did for the rest of my graduating class. In the case of HP, studying at ESADE provided me not only with theoretical knowledge, but also with a way to work and to understand my day to day responsibilities. 39 DOSSIER E50 FAMILIES The big family of ESADE

QUITE A FEW FAMILIES BOAST MORE THAN ONE ESADE ALUMNI, AND FOR OUR 50TH ANNIVERSARY WE WANT TO LEARN MORE ABOUT THEIR EXPERIENCE. FOR EXAMPLE, THE IGLESIAS-BACIANA FAMILY, WHERE THE FATHER AS WELL AS FOUR OF HIS FIVE CHILDREN Jaime ATTENDED ESADE. WE INVITE YOU TO MEET THEM IN THE LINES THAT FOLLOW. Iglesias

How would you defi ne your relationship with Maite Iglesias Baciana Private Foundation ESADE? Maite Iglesias Baciana was the fourth daughter of the Iglesias-Baciana family, who like her 3 I would go so far as to siblings, studied at ESADE, Class of 1988. Unfortunately, Maite died some years ago, in 1995, say that it is almost a and in order to carry on the name of the youngest of the Iglesias-Baciana family, the family father/son relations- created the Maite Iglesias Baciana foundation in Barcelona, with the purpose of providing hip. On one hand, economic resources to young women under the age of 30 who are committed to taking advantage I had the immense of every opportunity to avoid social marginalization and to improve their future. satisfaction of For more information: Maite Iglesias Baciana, private foundation participating in Address: Muntaner 333 - 08021 Barcelona - e-mail: [email protected] - Web: www.fmib.org ESADE from its beginnings, from its fi rst graduating How would the three of you defi - Why did you opt for ESADE? class, as professor ne your relationship with ESADE? Due to our interest in the of Balance Sheet We’ve kept a good relations- business world, to our father’s Analysis. At the same time I have always felt and hip with ESADE since we were effectiveness as advocate for continue to feel like a true son of ESADE and I am students. All three of us are the school, and because at very grateful for all that it has represented in my life, connected to ESADE Alumni and the time we understood that both personally and professionally. we usually attend their events. ESADE was the best option Additionally, Maurici was a due to its humanistic, aca- Did you encourage your children to study at ESADE? teacher at the school until a demic, and business vision, They did not give me the chance to, since they alrea- few years ago, and Ricard was and due to the quality of the dy decided on it themselves. But needless to say I on the Board of ESADE Alumni teaching staff. And we are was quite pleased (though I was excited about the until 2 years ago. delighted to have made that Comercial de Deusto), even if I always told them that The best relationship with ESA- choice. as a family we had no creativity: out of fi ve children, DE is through the people who four at ESADE and one daughter decided on law – and remain connected to the school Do you foresee future genera- if ESADE Law School had existed in those days, it and through the many friends tions of the Iglesias family at would have been the full deck! that we have kept since our stu- ESADE? dent days. These same people We cannot make predictions, What do you consider to be the main differences that were a tremendous support to since, just like ourselves, our exist between the two generations in their link with us at the passing of our sister children will be the ones to ESADE? Maite, also an ESADE alumna. decide what option to follow. Generational circumstances have been different, and times have changed, but, of my children who are Ricard Iglesias living, one—Mauricio—was a teacher for many years, Begoña Iglesias (Lic&MBA 81) (Lic&MBA 86) and the others—Ricard and Begoña—especially the former, are still very connected to ESADE Alumni … So the “sowing” has brought its share of “reaping”!

Maurici Iglesias E50 Families (Lic&MBA 80) The story of ESADE is made up of all those families who have placed their vote of confi dence in the institution since its beginnings. We gratefully acknowledge your contribution to making this school what it is today and we want to get to know you better through hearing your responses to these questions. Contact us at [email protected] 40 DOSSIER E50 PHOTOS 50 years in pictures

WE CAN GET CLOSER TO THE ESADE STORY THROUGH PHOTOS. IN THIS FIRST ISSUE WE HEAR FROM JOSEP MILÀ, SECRETARY OF THE BOARD OF TRUSTEES OF THE ESADE FOUNDATION, WHO EXPERIENCED THESE SNAPSHOTS IN PERSON. 2008

he ESADE Foundation began its course in 1958, based on the initiative of a group 1958 T of Catalan businessmen who saw the need to improve managerial training in Spain 1958 1958 at that time. These fi rst photos come from 2008 that very era, narrated by Josep Milà, Secre- tary of the Board of Trustees of the ESADE E50 Photos 2008 Foundation, who brings us closer to that dif- We encourage you to fi ll out this album with photos of 2008 fi cult era for the business school. interest and relevance to your time at ESADE. We’re waiting for them at [email protected]

CHALETCHALET OONN PPASAJEASAJE LLLOVERALOVERA InIn 11958958 a cchalhal wwasas rrentedented oonn PPasajeasaje LLloveralovera  ichich wouldwould bbee tthehe hheadquarterseadquarters aandnd tteachingeaching llocationocation fforor tthehe EESADESADE bbusinusin school.school. OnOn OctoberOctober 1st,1st, 1959,1959, thethe fi rrstst ccll  began.began. SpainSpain waswas  onomicallyonomically bankrupt.bankrupt. Th e reree w awass a an eneeded t oto e nenterter a an eneww   oonomicnomic pparadigm;aradigm; bbusinusin mmenen oobservedbserved tthathat tthehe ssituationituation hhadad cchanged,hanged, andand tthathat iinn oorderrder ttoo pprogrrogr , thethe managersmanagers of tthehe ddayay neededneeded ccomprehensive,omprehensive, rrigorousigorous ttraining.raining. UUntilntil tthen,hen, ttherehere hhadad bbeeneen aann eerrrr o noneouseous e qequationuation   eerere bbeingeing a mmanageranager mmeanteant bbeingeing a bbusinusin owner.owner. ButBut atat thisthis ttimeime iitt sstartedtarted ttoo bbee uunderstoodnderstood tthathat mmanaginganaging aanyny bbusinusin waswas soso vitalvital toto thethe country,country, andand toto thethe familifamili livingliving inin it,it, thatthat itit couldcould notnot bbee llefteft i nin t hthee handshands of uunpreparednprepared ppersons.ersons. ThTh i sis w awass t hthee r ereasonason tthathat EESADESADE bbeganegan ttoo off e rer c lcl   t oto r irigorouslygorously t rtrainain thethe ccountry’sountry’s mmanagers.anagers.

41 DOSSIER E50 PHOTOS MANAGERS IN THE CLASSROOM One authentic element of ESADE is that, from its beginnings, we did not believe in training managers through refresher courses and such, but we observed that managing a business needed a substantial university-level foundation. Thus we began a degree program in business sciences and management which most people of that day could not understand. Since at that time there were no precedents in this country, we imported training experience from abroad, mainly from the United States. Our school became a pioneer in this country in offering a university degree in managerial sciences. We at ESADE clearly recognize that without this act of faith from the earliest graduating classes, the business school would not exist, since the training that we offered at that time was experimental. One interesting data point is that the first graduating class included people from different parts of Spain. As an aside, until 1967, at any Spanish university, all students were required to attend class dressed in suits, as were the professors. At ESADE we also required them to clock in every time they entered or left the school, since we were preparing authentic professionals.

LETTER TO ESADE by Carles Comas For the time being, the inspired businessmen did not donate a dime, but limited themselves to providing endorsements, so that ESADE In 1958 I was a Jesuit (and continued to be so for nearly thirty more could go into debt and build what is now Building 1 on Avenida Pe- years), and I was in my fi nal year of offi cial studies in Philosophy. The dralbes. Nonetheless, they gave something much more valuable: their Jesuits have the nice custom every year of peacefully exchanging their children. A vote of confi dence in ESADE in a diffi cult era, since the impressions with their “big boss”, the Provincial. In those days Víctor ESADE degree was not offi cial, and their children were the guinea pigs Blajot was the “big boss” of the Jesuits in Catalonia, a very intelligent which ESADE started with. and prudent man, and at the same time very genuine. The Jesuits, The beginnings of ESADE were marked on one hand by great human- after fi nishing their Philosophy studies, and before taking up their fi nal ism, characteristic of the Jesuits and of many of the fi rst businessmen, studies, in Theology, have a parenthesis of “practical living”, and I had such as the brothers Vidal-Gironella, Fernando del Pozo, etc., and on to decide what to do when I fi nished my last year in Philosophy. Out of the other hand, by a concern that would never leave, but would continue the blue, good Blajot asked me if I would like to study economics. At to develop—the social concern. I remember how we would read and that time my heart sank, since for me, economics meant that extreme- converse with Josep Maria Oroval (then a student) and with others about ly boring page of the newspaper devoted to stock market prices and The Plague by Camus or about Teilhard de Chardin. Every month we held a little business gossip. So I alleged that mathematics was my fi eld, a movie-forum, with fi lms by Fellini, Clouzot, Elia Kazan, and so on. and then the Provincial proceeded to give me a long, thorough talk. ESADE was inaugurated in 1959, the year of the Stabilization Plan, He explained to me that a few months earlier he had gone to see two which, together with the unemployment that it brought on, was the businessmen: Joan Vidal Gironella, Director of the Catholic Association beginning of massive emigration to Europe, as well as the arrival of of Managers, and Ramon Mas-Bagà Cross, who were representing a tourists coming from a Europe which began to prosper. Between the respectable group of Catalan businessmen. These were sharp people remittances of the emigrants, and the tourist currency, Spain was able who saw that the Europe of the Common Market had been reconstruct- to inaugurate the famous Development Plans in 1961, and so began ed and was greatly prospering, and that Spain would have to become the “Spanish miracle”. The country progressed, but not everyone. On part of it, but that the Catalan businessman was too traditional of a one hand, the book by Ramón Tamames, Structural Economy of Spain, businessman, not modernized, and he was not up to the challenge. was published, making us see Spain for the fi rst time as a structured For this reason they approached the Jesuits, in order to create a busi- economic whole, but at the same time The Demagogy of the Facts was ness school (the ESADE of today). also published, by Ignacio Fernández de Castro, who gave us a struc- The Jesuits accepted the challenge, and Víctor Blajot wanted me to ture of Spanish social problems. At ESADE we brought in interesting be one of the pieces assigned to this task: for the time being I would lecturers such as historian Jordi Nadal Oller, the political treatise writer study Economics, and in the meantime, I could be part of the team González Casanova, the representative from JEC (Young Christian that would launch ESADE under the “hurricane” leadership of Lluís An- Students), Casimir Martí, etc. toni Sobreroca. During the next three years I studied Economics while And into this fertile culture broth landed Jesuit José N. García Nieto, living in the recently inaugurated ESADE, and I collaborated as I was who came from doing his studies at the London School of Econom- able (for example teaching anthropological psychology). ics, and who did not want to live with us but rather in a working class 42 DOSSIER LETTERS

MOVINGMOVING TTOO A NNEWEW LLOCATIONOCATION TheThe ttowerower oonn PPasajeasaje LLlovera,lovera, rrentedented iinn 11959,959, ffunctionedunctioned fforor a sshorthort ttimeime bbeforeefore bbecomingecoming iinsufficientnsufficient fforor tthehe qquantityuantity ooff sstudentstudents tthathat EESADESADE wwasas ffastast ttakingaking oon.n. FForor tthishis rreason,eason, sshortlyhortly aafterwardfterward wwee hhadad ttoo rrentent sseveraleveral aapartmentspartments oonn tthehe street,street, ssoo tthathat cclasseslasses wwereere sspreadpread aacrosscross sseveraleveral bbuildings.uildings. AAtt tthathat ttimeime iitt sseemedeemed bbeneficialeneficial ttoo uuss ttoo mmoveove ttoo mmoreore aadequatedequate ffacilities,acilities, wwhichhich wwereere tthenhen bbuiltuilt oonn AAvenidavenida Pedralbes.Pedralbes. TThehe pplotlot ooff llandand wwherehere tthehe nnewew sschoolchool wwasas bbuiltuilt wwasas a ggiftift ffromrom a ccompanyompany tthathat wwasas aann EESADESADE ssponsor.ponsor. CConstructiononstruction wwasas ccarriedarried ooutut iinn rrecordecord ttime,ime, sstartingtarting iinn 1964,1964, aandnd iinn SSeptembereptember ooff 11965965 tthehe sschoolchool wwasas aalreadylready ffunctioning,unctioning, iiff nnotot eentirelyntirely ffinished,inished, ffinalinal ccompletionompletion aactuallyctually ccameame iinn 11967.967. WWithith tthehe cconstructiononstruction ooff tthehe nnewew building,building, wwee wwentent ffromrom tthehe 550000 ssquarequare mmeterseters wwhichhich tthehe sschoolchool hhadad hhadad aatt tthehe ttowerower oonn PPasajeasaje LLlover,lover, ttoo mmoreore tthanhan 66,000.,000. IInn oorderrder ttoo ppayay fforor cconstructiononstruction wwee uusedsed a mmortgageortgage ooff 2525 mmillionillion ppesetasesetas ((formerformer ccurrency).urrency).

neighborhood, in touch with the reality of the majority… and social responsibility of the business. Josep Maria Lozano and with those who were fi ghting against it. Immediately there a the new generation of teachers have unveiled this for us. rose a broader perspective: salaries were poor because there In summary, after a brief review of one of the fruitful develop- were no true syndicates to defend them, and there were no ments of ESADE, I salute with all my heart an institution which, syndicates because there was no democracy. Unique charac- despite reaching fi fty years of age, has not only been able to ters with heightened awareness such as Carlos Comín, Antonio remain faithful to its original inspiration, but has also allowed Marzal and Jesuit Joan Travé landed at ESADE. And many of itself to evolve with the times and come to its current richness. the students impacted by these teachers stayed on to work as teachers at the institution … and till today (fortunately). In the seventies and eighties ESADE enjoyed a “golden duo” in Xavier Adroer as Director General and Lluís Pugès as Dean. They lived through the transition to democracy and ESADE’s role in that: for example, during the late Franco era, it was at ESADE that Mr Jordi Pujol presented his fi rst manifi esto, and Carles Comas, Doctor in Business and Commercial also where the fi rst lectures were given from underground work- Sciences from the University of Barcelona, joined ESADE in 1959, where he was ers’ syndicates. professor in the Economics Department and I am becoming longwinded. Finally I wish only to draw your later in the Social Sciences Department. attention to the impact of the fall of the Berlin Wall. The pro- For many years he taught the subject History of Socioeconomic Thought, with democratic orientation was very much tied to the pro-social- his own personal style. In 2001 he was ist orientation, and after the fall of the Wall, this had to be named Honorary Professor of ESADE, rethought. At that time I became “postmodern”: I didn’t know especially noted for his academic career and his commitment to society and to where we were going, but I did know that, if we didn’t lose our values of justice and solidarity. He currently will to progress, we would end up fi nding the next steps that resides in Nicaragua, where next we needed to take. The fi rst ideal that came up after a brief October he will receive his Doctorate Honoris period of disorientation and fascination for “coming of age” Causa from the Central celebrations, was aid to the Third World: those were the years American University when Alfred Vernis, as a student, created a section of World of Managua, together with his Three at ESADE, the years for camping in tents on Diagonal wife Roser Solá. Avenue to demand the 7% … and they were the years when ES- ADE entered into a sister university relationship with the Central American University of Managua. But meanwhile, a second ideal has appeared at ESADE, a new one, with much signifi cance and suitable for the First World: the 43 BUSINESS CASES

Creativity as a strategy Ferran Adrià and elBulli

[email protected] WE LIVE IN A CREATIVE ERA! CREATIVITY Professor in the Business Policy Department. Her research addresses aspects of managing creative IS MORE AND MORE AN ESSENTIAL structures, and roles and relationships at the vertex of companies, in addition to other topics. A ELEMENT OF STRATEGY, DECISIVE IN member of the Board of Trustees of the European THE COMPETITIVE ARENA, A DRIVING Group for Organizational Studies (EGOS) and co-director (since 2002) of her section in Creative FORCE BEHIND GROWTH, A SOURCE OF Industries, Svejenova has published her research in several academic and general-interest journals. PROGRESS, AND SO ON. She recently published her book: “Sharing Executive Power: Roles and Relationships at the Top”

SILVIYA SVEJENOVA SILVIYA (Cambridge University Press).

n 2005, Marcel Planellas, and after its publication in the explained to us. This great ESADE Secretary General and European Case Clearing House chef’s creative freedom lies I professor in the Business Policy (ECCH), it will be discussed in in the elBulli universe, which READING TIME: 3’ Department, and I, the author, Business Schools and Universi- consists of four planets: the res- set off on a journey to explore ties around the world. taurant, the creativity workshop, the business model and creativity the business activities and the of this extraordinary innovator. WHAT IDEAS CAN WE relationship with society. Each Since then, we have had the privi- DRAW FROM THE FERRAN planet helps make up the exclu- lege of speaking with him on sev- ADRIÀ CASE? sive business model of elBulli, eral occasions and of discussing Ferran Adrià is chef and co-owner and each one profi ts from it. these topics. Moreover, in May of the best restaurant in the 2006, professor Marcel Planellas world, elBulli, located in Cala THE RESTAURANT: and Ferrán Adrià jointly presented Montjoi (Roses), some two hours REPUTATION the business case “Creativity: north of Barcelona. He is the elBulli is synonymous with hap- Ferran Adrià” at Expo- most innovative chef and one of piness, affi rms Adrià. It is a Management, a conference that the 100 most infl uential persons new way of understanding and draws together more than 3000 in the world according to Time practicing haute cuisine, seeking executives in Madrid every year. magazine. He has been on the to surprise and delight diners with This case has been the basis cover of numerous publications the experience offered to them. for discussion in ESADE class- in the press, and the center Ferran Adrià started as a chef rooms with different audiences, of reports and documentaries. in 1983. And in 1990, he and from undergraduate students in Through his dedication, work and Juli Soler bought the restaurant Alphabet Soup. elBulli 2004 Business Administration to par- persistence he has managed to from the family Schilling elBulli, Photo: Francesc Guillamet ticipants in Executive Programs, create one of the most inter- S.L., giving them carte blanche to nationally-recognized Spanish invent the future of elBulli. brands. In this day in which we As Adrià admits, it was 15 years live, when growing competition after joining elBulli that results demands continuous innovation starting coming in. Fifteen years and creativity from companies, fi rmly believing in one idea and what ideas can we draw from pursuing it with much work and the Ferran Adrià case in order persistence. to improve our businesses and The restaurant maintains its repu- organizations? tation thanks to its commitment to the highest levels of innovation THE ELBULLI UNIVERSE (the menu varies each year incor- “I’m not a businessman. In fact, porating the latest discoveries I don’t even like business. I’ve straight from the chef’s creativ- done this in order to attain my ity workshop), to quality and to 44 creative freedom,” Ferran Adrià exclusivity. BUSINESS CASES

Only 8000 of the nearly one At this level, creativity has to do have appeared and to be able to (for example, froth) allows one to million requests received annu- with the commitment to challenge produce a kind of annual report begin down a path of innovation ally are satisfi ed during the six practices which have been taken on creativity. Just as in R&D with a large number of possible months that the restaurant is for granted (for example, that a laboratories, of the nearly 5000 twists and variations. open for dinner. At approximate- menu should begin with savory experiments carried out in the ly 200 euros per meal, this over- dishes, called a starter and a workshop, only around 125 ideas BUSINESS ACTIVITIES: whelming, unsatisfi ed demand main course, and fi nish with are fi nally incorporated into the RESOURCES means that the chef lets a huge sweet dishes called desserts), following year’s menu. Over the years the chef has infl ux of income slip away. When and with discovering and incor- For the elBulli team, the maxi- managed to transfer the novel asked if he plans to open other porating new ways (for example, elBulli restaurants in major world the fusion of sweet and savory, or The creative freedom of this great chef lies in cities or to increase the price of introducing new elements in the the elBulli universe, made up of four planets: the the menu signifi cantly, the chef menu, restaurant, the creativity workshop, the business responds with an adamant “no”. like the morphings). activities and the relationship with society. This “no” reveals the consist- In 1994, Adrià and his team ency which the chef pursues in realized that if their cuisine was mum level of creativity is reached ideas developed in the labora- his strategy. His passion lies going to progress, their efforts when new techniques or con- tory and the well-established in the creativity of haute cuisine should aim beyond the creation cepts are identifi ed or invented. brand name that he has built and therefore, for him, personal of new recipes, and be oriented In contrast to a recipe, which to a series of businesses that involvement in his restaurant toward creating new concepts and has a rather limited potential provide income and make the is essential, something impos- techniques. The technical and for leading to later innovation, elBulli business model eco- sible if he were to open a chain conceptual creativity which the mainly adaptations of the same, nomically sustainable. Income of elBulli restaurants around the team embarked on has laid the a new technique (for example, is generated mainly through world. foundation for the unique elBulli spherifi cation) or a new concept consulting projects and from the style, and has increased the pace THE CREATIVITY and rate of innovation. WORKSHOP: RENEWAL “You needn’t be a big multina- The chef’s creativity workshop, tional in order to have a creativity elBullitaller, is a place for lab,” the chef explains. Com- creativity in its pure state. Here mitment to creativity requires is where ideas are born which willpower and the capacity to serve to renew the restaurant measure results. Along these menu year after year. The work- lines, honesty is a key value. shop is open all year long, and The chef holds honesty in very twelve professionals work here, high regard, and exercises it organized in four different teams, regularly by asking the ques- under an annual investment of tion: “What new concepts and nearly 250,000 euros. The work- techniques have we actually Carmelo Mazza, Marcel Planellas, Ferran Adrià, and Silviya Svejenova at elBullitaller. shop gathers an eclectic mixture created this year?” The answer of chiefs, scientists and design- to this question generates an ers that conceive the complete annual report about how creative experience offered by elBulli, the elBulli team has been. This designing both content as well as ongoing question makes a lot of presentation. sense for any company where “Everyone is creative”, affi rms creativity is key to business suc- the chef, who adds, “what mat- cess. ters is your level of commitment In the workshop, the chef and to creativity”. Adrià uses the his team painstakingly record thermometer metaphor to indicate every one of the combinations that both chefs and managers carried out during the process ought to concern themselves with of experimentation and crea- their organizations’ commitment tion. Equally painstaking are the to creativity reaching the “right notes taken by the team when temperature”. Adrià acts with a brainstorming for ideas. Taking passion for creativity, the maxi- down these ideas helps them, at mum level of commitment that the end of the period, usually a the thermometer can indicate. year, to identify new ideas that The elBulli restaurant team. Photo by Francesc Guillamet. 45 BUSINESS CASES

business of elBulli itself. resa, who requested their support and has more meaning than the Through elBullicarmen, the chef and advice for ALICIA (an acronym sum of its individual parts. and his team have offered con- from science and nutrition), a What gives consistency to the sulting services to several compa- foundation created recently under course of the four planets is the nies in sectors dealing with food, the auspices of Caixa Manresa team. Although Ferran Adrià is restaurants and hotels, such as and the Catalonian regional gov- the most visible face of elBulli, Borges, Lavazza, Nestlé, Pepsico ernment. The objective of the the elBulli universe is the crea- and United Biscuits. Foundation is to make research tion of an excellent team. “We Ferran Adrià is particularly satis- advances in processes of nutri- are a big family and our team fi ed with their collaboration with tion, health and gastronomy and is the best team possible,” ex- NH Hotels, a company for which to contribute to these social and plains the chef. This committed, he and his team developed two cultural objectives by implement- enthusiastic family full of talent revolutionary concepts: Nhube ing programs for improved nutri- is made up of a central core and Fast Good. tion and by promoting research to which becomes stronger over Recently, this type of collabora- better understand the history of the years, guaranteeing stability, tion has expanded, giving rise to nutrition and gastronomy. along with more peripheral mem- new initiatives, including Ferran bers that rotate over time, allow- Adrià by Armand Basi, a line of CONSISTENCY IN THE ing for continual renewal. The textiles for home and kitchen ELBULLI UNIVERSE nucleus is formed by the restau- from the Spanish fashion brand The quality and exclusivity of the rant owners, Ferran Adrià and Juli Armand Basi; Texturas, a new line restaurant are the pillars of the Soler, each of which represents of emulsifi ers, gelling agents and world renowned elBulli brand. 50% ownership of elBulli in all products created by Ferran and The chef has rejected numerous its aspects. Both of them defi ne Albert Adrià in order to encapsu- proposals to open a chain of their relationship as a marriage, late food in spheres, produced by restaurants in Spain and in the and, as the chef explains, “I take Solé Graells; and Faces Ferran rest of the world. The creative charge of creating new dishes, Adrià, a project which the chef laboratory is the place where and Juli and I share equally in and a group of prestigious design- Adrià gives free rein to pure the fi nancial aspects”. As for the ers have been working together creativity and from which, year brothers Ferran and Albert, their on since spring of 2006 in order after year, the restaurant menu is creative relationship is a perfect to create new kitchen and table supplied with new creations. For symbiosis. Equally strong is utensils. Adrià, both the restaurant and the relationship between Albert Over the years, elBulli has also the laboratory are investments, Adrià and Oriol Castro, the duo opened its own businesses, main- with the business and consulting who, together with Ferran Adrià, ly catering (elBullicatering) and activities contributing the bulk of represent the soul of the creativ- book publishing (elBullibooks). their income, providing the neces- ity workshop. Additionally, there sary economic freedom to create is a whole series of other top RELATIONSHIP WITH without any kind of restriction. category chefs who could have SOCIETY: ALICIA Thus, the restaurant provides opened and successfully directed Over the years, Ferran Adrià has recognition, the laboratory leads their own elite restaurants. De- shown increasing concern for the to renewal, the business aspects spite this, they continue to work role of science and gastronomy in contribute profi tability and the with Ferran en elBulli, this same promoting healthy eating habits, relationship with society shows re- elBulli that for 100 days starting and has enthusiastically em- sponsibility towards healthy cook- June 16th will become pavilion braced several initiatives that link ing and eating habits. We are G of documenta 12, the world’s them with society. Among these dealing with a balanced model, most important contemporary art initiatives is one proposed by where the joint value of the whole show, celebrated every fi ve years Adolf Todó, director of Caixa Man- (the different planets) is greater in Kassel, Germany. For the fi rst time, a chef—Ferran Adriá—is on the list of artists at this prestig- ious exhibit. And once again, he For more information has been consistent in his par- • www.elBulli.com ticipation, challenging the limits: • Ferran Adrià and elBulli (2007). Marcel he has managed a “pavilion” de- Planellas and Silviya Svejenova, ESADE tached thousands of miles from Business School Case “307-175-1”. European Case Clearing House, UK the documenta headquarters • Cooking Up Change in Haute Cuisine: Ferran in Kassel, so as not to become Adrià as an institutional entrepreneur (2007). detached from the emotional, Silviya Svejenova, Carmelo Mazza, and Marcel unmatched experienced that can Planellas. Journal of Organizational Behavior, only be lived at the one and only 28(5): 539-561 46 elBulli, the one in Cala Montjoi. MY OPINION

Globalization in Africa

his set of change phenomena in all fi elds of be a source of foreign currency for fi nancing human activity, what is summed up in the investment (without the need for foreign debt), T term “globalization”, was bound to become and ought to provide an impetus for work an infl uence also in Africa, the lost continent, productivity, becomes reduced to agricultural and in part, the forgotten one. But its infl uence products and raw materials (commodities) is uneven. While companies which extract with little value added, an area with limited resources from the land are more and more possibilities for increased work productivity, and present and active on African soil, their infl uence which is subject to fl uctuations in international on the countries’ economies is rather limited, speculation in these goods. As a result of this when it is not downright counterproductive, situation, African exports in 2005 represented relying on the corruption of national leaders and 2.7% of total world exports, a proportion equal to meddling in local rivalries and disputes which that of Belgium. end up in civil wars. Manufacturing companies One of the greatest services brought to Africa by globalization is placing knowledge of the One of the greatest services brought to Africa world within reach of many persons who would by globalization is placing knowledge of the never have had such access without modern world within reach of many persons communication media. Indeed, this is how these persons come to know other political practices, which produce goods for mass consumption, other customs, other ways to proceed in business which create employment and heighten a spirit and at work, to cultivate the land, to manufacture for business in the locals, have a relatively and to sell manufactured goods, etc. The truth small presence on the continent (if we exclude is that this knowledge of the outside world is South Africa). Despite the low or extremely low encouraging massive emigration to rich countries. cost of labor, the absence of a domestic market Even though this can resolve the personal based on a broad middle class with purchasing situation of emigrants and their families (and in power, the lack of available education and the this sense contribute to reducing poverty), it is presence of disease all make direct international not clear whether this contributes to sustainable investment unattractive. As a consequence, development of the economy and society of foreign trade, which in globalization ought to countries who send away their best qualifi ed labor force. Some assert that globalization is LUIS DE SEBASTIÁN destroying the African continent. I feel that more [email protected] Honorary Professor in the Department of Economics, Luis de Sebastián globalization, of a different sort, more generous holds a Master Sc. in Economics from the London School of Economics, and just, compared to the little that there is now, and a PhD in Political Sciences from the Institut de Hautes Études along with good government (which could be an Internationales, Univ. de Genève. He served as economist for the Inter-American Development Bank in Washington and has published effect of the communication revolution), would do numerous books and articles for economics journals and for the press. the Africans a deal of good. 47 UPDATE EXECUTIVE EDUCATION Innovative programs in senior management

Executive Education has positio- Similarly, the Thinking Through Upcoming sessions: Thinking Through Leadership ned itself in the fi eld of senior Leadership program is an initia- CEO Academy Madrid - Oct 07 to Feb 08 management training with two tive from the ESADE Leadership Madrid - April 2008 BCN- Jan to Apr 08 innovative programs. On one and Democratic Governance hand, the CEO Academy program Chair, which promotes analy- was given for the fi rst time in sis and strengthens forms of Madrid last October, with a se- relating and articulating the cond session coming in June. Its different types of leadership, in objective is to address current addition to studying innovative topics on the CEO’s agenda and ways to exercise leadership in to share relevant experiences complex environments. The with business leaders who have fi rst program took place in lengthy experience in the CEO Barcelona during the current or president position, i.e., the academic year, and became an program is planned especially excellent opportunity for syste- for top level managers. In this matizing the existing refl ections meeting, debate is generated and views on leadership, as on the functions, priorities and well as for exchanging, sharing challenges of the very interesting and creating knowledge and yet complex position of CEO. theories on this topic.

Custom Strategic ESADE strengthens its Simulation Program presence in Latin America for DuPont

Executive Education designed a four-and-a-half-day program focused on strategic management, with the objective of improving the ability of DuPont participants to implement the strategy. In this program, held last April, participants were strategy executors within the organi- zation. Multidisciplinary groups were created which allowed them to get a thorough view and understanding of several business models within the group. All this in addition to helping them identify the most pertinent variables for decision making in the different areas of the company, and their effects on the rest. The strategic business simulation is an interactive experience, where the essential element of the program is a simulation based on the main driving factors in a competitive sector. Objectives involve a bet- ter understanding of the problem issues in business management, improved decision making skills and development of teamwork skills. In order to meet these objectives, DuPont participants had to make decisions in the areas of organization, fi nancial management, pro- ESADE continues its development at a steady pace in the Southern Cone duction management, innovation management, marketing and sales of South America. During this timeframe, 300 top managers with 15 diffe- management, as well as in relationships between companies. rent nationalities are currently being trained at our Buenos Aires campus. The advantage of carrying out a strategic business simulation is that The ESADE campus in Buenos Aires, specializing in open, in-company it creates a direct connection between daily management and the programs for upper management, has just launched the Senior Executive strategic needs of the business, also contributing to alignment of Program (SEP) in Buenos Aires and the Program for Management Develo- short-term decisions with the long-term objectives of the company. pment in the cities of Córdoba (with collaboration from the Universidad Católica de Córdoba) and Montevideo (Uruguay, collaborating with ORT University). As for in-company programs, long-term projects have been initiated for training senior management in Latin American business units of Repsol and Amadeus, as well as key executives and replacement offi cers in Argentina and Chile at the Holcim Group. Other projects with important multinational and regional Latin American Find training options from ESADE Executive 48 companies are waiting their turn for the starting gun to fi re. Education at www.exed.esade.edu UPDATE EXECUTIVE LANGUAGE CENTER 55 hours in 1 week Ready to take on our star summer program?

ONLY IN SUMMER CAN WE PLAN SUCH SPECIAL, UNUSUAL OFFERINGS AS OUR IMMERSION COURSES. THEY LAST JUST ONE WEEK, BUT THE SCHEDULE IS VERY DEMANDING: 9.30 AM TO 8.30 PM DAILY, MONDAY TO FRIDAY.

[email protected] MBA 97. Executive Director, ESADE-Executive Language Center RAMON ASPA

WHAT STUDENTS SAY

FELIPE TENA ZAFORAS Actuary and Salesman for ING EG Insurance

“It was a tough but very satisfying course. After so many years studying English I needed a demanding course and a different experience. I began the course with a little ‘stage fright’ and I fi nished it thinking in English.”

PEDRO PABLO PASTOR IGLESIAS Salesman, Roche Diagnostics

“It was an excellent experience. e’ve offered these dreaming in English; after all, for The group was quite uniform, with courses for more than one week they did nothing but similar interests. It’s enriching W twenty years now, and speak and practice English. to meet people from different they have become our star sum- career paths who share their professional experience and mer courses. Year after year A total immersion course in English creativity with you!” they have been growing, and in without leaving Barcelona, at fact, many students come back ESADE Executive Language Center for more every summer! These ALEJANDRA MARCOS courses focus on oral com- Remember that enrollment is al- Technical Director, Alimentaria Exhibitions munication in English, in order ready open so you can plan your to brush up on your skills, and summer in advance. You are “I had already done other courses keep your English in shape. If hereby invited to come and try at ESADE-ELC and I was sure it we take our former students’ out our immersion course, and would be a positive experience. In word on it, the experience is to take advantage of the special a course like this which requires effort and concentration, it was highly rewarding. Some have alumni discount. I am fully con- important that it be put together in told us that they ended up vinced that you won’t regret it! a comfortable, fun way.”

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