Alumni Giving Back: new impetus 10 l ASSOCIATION ASSOCIATION n O 137 l
www.esadealumni.net OF THE ESADE ALUMNI BI-MONTHLY PUBLICATION BI-MONTHLY OCTOBER-NOVEMBER 2010
From ESADE Alumni International We talk to Germán Castejón looks Another “economic Eugenia Bieto, Director back over his five years as miracle” from the German General of ESADE, looks President of ESADE Alumni model?, by Eugenio Recio at the school’s future
001 Portada_ING.indd 1 8/11/10 11:08:38 002 PUBLI memora_ING.indd 2 8/11/10 09:12:08 CAST.indb 33 27/10/09 17:04:16 079 Anu Memora_CAST.indd 1 7/1/10 10:04:24 summary
An ESADE Alumni Publication Av. Pedralbes, 60-62 08034 Barcelona Tel. 902 420 020 www.esadealumni.net
EXECUTIVE BOARD Miguel Trías Sagnier, President Josep Santacreu, Vice-President Eulalia Vilaclara, Vice-President WE TALK TO 38 and Treasurer 5 Antonio Delgado, Secretary Editorial Eugenia Bieto (Lic&MBA 73/PhD 08), Members: Ignacio Arbués, new Director General of ESADE, talks Marcelino Armenter, Manuel with Marcel Planellas (PMD 87), Secretary Brufau, Javier Castro, Olaya General of ESADE Garcia-Lancha, Merche Grau, Networking Montserrat Maresch, Carmen UPDATE 42 AND 66 Mur, Marcel Planellas, Pedro ESADE ALUMNI INTERNATIONAL 6 Riera and Joan Sureda Refresher programmes Chapter activities Executive Education ESADE Alumni around the world: Germany ESADE Alumni Director: MBA ESADE Alumni Evenings Xavier Sanchez Executive Language Center Editorial Board: REGIONAL CLUBS 14 Ferran Ramon Cortés and LEGAL AREA 44 Marcel Planellas Global challenges of intellectual property FUNCTIONAL AND SECTOR-SPECIFIC CLUBS 16 Executive Director: DEBATE 56 Club activities Patricia Sotelo Will e-books replace paper ones? Presentation of the Business Angels Club Design and production: ANALYSIS 58 BPMO Edigrup FROM ESADE ALUMNI 28 C/ Guitard, 43, 1ª planta, Thinking strategically Miguel Trías Sagnier (MBA 89), new President 08014 Barcelona Tel. +34 933 637 840 of ESADE Alumni, sets out the www.bpmoedigrup.com association’s future Germán Castejón (Lic&MBA 81), President Coordination: of ESADE Alumni, reviews his fi ve years ESADE Elena Cabezas as head of the association Art Direction: ESADE NEWS 48 Paula Mastrángelo New 2010-2011 academic year is launched MEMBERS ONLY 71 Graphic Design: ESADE continues to gain ground in international Exclusive economic benefi ts for members Juan Carlos Moreno rankings Page Design: 5th Sant Benet Conference: Leadership in Times of Crisis David Izquierdo IN THE NEWS 74 Science & Cooking programme begins Language Coordinator: Class reunions 5th ESADE Brand Centre Awards Raúl Pelegrín Professional updates from alumni Production: Graduation of the 8th EMBA class in Madrid Sport and culture Cristina Prats ESADE remembers Xavier Adroer Photo Editing: Carlota Prats MOVE ESADE 62 Advertising: Alumni Giving Back 52 Manel Carruesco MEET THE FACULTY 64 Tel. +34 933 637 840 Getting to know... New impetus for the Alumni Giving Back project Beatriz Añoveros and Jaime Bonache Legal deposit: B-6077/ 90 The increased professionalization of NGOs Distribution controlled by Spanish: 19,679 Catalan: 13,867 English: 1,440 Update Plus... and knowledge SPECIAL FEATURE 87 Pension plans MATINS AND DESAYUNOS 26
BUSINESS CASES 34 The ESADE Diana
003 SUMARIO_ING.indd 3 11/11/10 11:51:12 EDITORIAL ESADE Alumni’s new challenges
hen I did my MBA in 1986-1989, ESADE was a good local business school. Like so many others I came Where to add to my education, and although the part- time MBA was a tough experience, it was worth it. The school, I found out later on, was going through a bad patch. But ESADE was able to react and since then it has evolved considerably, becoming an internationally recognized institution of which we can all be proud. The work done by Carlos Losada (Lic&MBA79) and his team over the last ten years has been excellent, and there is no doubt that the new management, led by Eugenia Bieto (Lic&MBA73), will continue along the same lines.
ESADE Alumni has developed in lockstep as a means of linking up the alumni who have been through the school’s classrooms. Last year we celebrated the twentieth anniversary of its found- ing by a small group of pioneers, headed by Pere Fàbregas (Lic&MBA67), who were the core of our association. A lot has been done over this time. Everyone has made their contribution and they have all been important, but because it is the most recent I would like to highlight the work done during the past fi ve years by Germán Castejón (Lic&MBA81) and the members of the board. Our association now has 15,000 members and is one of the largest of its kind in Europe. It has 32 international chapters and in the last year it has organized 707 events with more than 34,000 attendees. We also have a very active network across Spain, particularly in Madrid, which has done some excellent things in recent years. We have received a magnifi cent legacy, the result of the enthusiasm and fi rst-class work of those who came before us.
But we cannot rest on our laurels. ESADE Alumni has changed and will continue to change. New members from every continent come out of the MBA and the new Bologna masters’ programmes every year. In addition to its Pedralbes and Sant Cugat campuses, ESADE also has ones in Madrid and Buenos Aires. Along with the Business School we have an excellent Faculty of Law which regularly produces a crop of lawyers who enhance our associa- tion. This wonderful position is, however, also a great challenge that we need to meet appropriately.
Our fi rst priority is to respond to the internationalization of our association and ESADE’s many activities. Secondly, as we are aware of the diffi cult situation being experienced by some of our members, we have to set up support mechanisms that provide opportunities and encourage entrepreneurship. Thirdly, we need to remain fi rmly committed to rigor and quality in everything we do. And fi nally, as a small part of this global city which the world has become, we must practise and spread the values of human- MIGUEL TRÍAS SAGNIER (MBA 89) ism and solidarity that are the inspiration for ESADE’s mission. PRESIDENT ESADE ALUMNI 4
004 Editorial_ING.indd 4 9/11/10 19:15:03 005 PUBLI gas natural_ING.indd 5 9/11/10 16:11:38 ESADE ALUMNI INTERNATIONAL ACTIVITIES
Mexico Chapter ‘Financial Planning in Diffi cult Times’ UK Chapter ‘Networking in action’ Dr. Luis Haime Levy, president of in London the IMEF Research Foundation and Collaborating ESADE Professor CFO at Resinas y Materiales S.A., Giannina Tacca (MBA 97) led gave a talk on fi nancial planning this “Networking in action” in Mexico D.F. Afterwards local session for the ESADE Alumni alumni met up with former ESADE UK Chapter. colleagues for dinner at the La Mansión restaurant.
Portugal Chapter ‘Networking in action’ session The ESADE Alumni Portugal Chapter brought to- gether its members for a “Networking in action” session run by ESADE Alumni and EGE-Atlantic Business School.
Peru Chapter ‘Assessment Center’ The ESADE Alumni Peru Chapter and ESAN invited its members to a briefi ng breakfast in Argentina Chapter Lima titled “Assessment Center: Recruitment and Refresher programme Selection in Strategic ‘The strategic core’ HR Management” given The ESADE Alumni Argentina Chapter hosted a new by Ceferí Soler, Profes- refresher programme session, on this occasion featu- sor of the HR Management Department at ESADE. ring Xavier Gimbert (MBA 86 / PhD 07), Associate In July the Chapter also ran a networking dinner Professor in the Department of Business Policy at with Pere Batallé (PMD 79) and Manuel Alfaro ESADE. The topic of this session was the “strategic (PMM 80), professors in the Operations Manage- core” corporate management model that simplifi es ment and Innovation and Marketing Management its key factors in a framework and four interrelated departments at ESADE respectively. concepts which, according to Professor Gimbert, helps us to “clarify, structure and think better”.
Chile Chapter ‘Becoming an entrepreneur in Chile’ José Ernesto Amorós (PhD 05), director del Global Entrepreneurship Research Center y profesor de la Universidad del Desarrollo, fue el conferenciante de la sesión Emprender en Chile: qué sabemos, qué no sabemos y qué creemos saber. Amorós también fue el encargado de, posteriormente, dirigir una serie de actividades en relación con el em- prendimiento del Chapter ESADE Alumni Chile. Además, los asistentes pudieron disfrutar a lo largo de la noche de una interesante velada para antiguos alumnos. 6
006-007 Internacional_ING.indd 6 9/11/10 17:07:22 ESADE ALUMNI INTERNATIONAL ACTIVITIES
France Chapter ‘Managing a Global Workforce’ Switzerland Chapter Jaime Bonache, Profes- Family Event 2010 sor of the Department of Human Resource As every year, members Management at ESADE of the ESADE Alumni and Professor of Inter- Switzerland Chapter enjoyed national Human Re- the Family Event with their source Management, families and friends. The led this Refresher programme consisted of a Programme session in guided tour of the Bal- Paris. lenberg Open-Air Museum, including a fun bread-baking activity, followed by a deli- cious lunch at the Bären restaurant.
New Chapter: Sweden Offi cial launch Alumni were able to attend the launch of the ESADE Alumni Sweden Chapter held in Stockholm.
China Chapter Spain and China as Hubs for Higher Education
The ESADE Alumni Greater China Chapter invited its members to take part in a workshop on the main challenges facing global business schools led by Alfons Sauquet (MBA 90), Dean of ESADE Business School, and Santiago Íñiguez de Onzoño, Dean Dubai Chapter of IE Business School. Afterwards Briefi ng session attendees enjoyed a networking dinner organised by Chapter president Sergi The Crowne Plaza Hotel in Dubai hosted the Escorihuela (MDOS 07). “Networking in action” workshop.
If you’d like to collaborate with a Chapter, please contact us at [email protected]
THE ESADE ALUMNI INTERNATIONAL NETWORK ON INTERNET You can access full information and pictures for all ESADE Alumni Chapter activities at www.esadealumni.net ➔ Alumni Network ➔ International Chapters 7
006-007 Internacional_ING.indd 7 9/11/10 17:07:32 ESADE ALUMNI INTERNATIONAL ESADE ALUMNI AROUND THE WORLD Another “economic miracle” from the German model?
GERMANY HAS OFFICIALLY RECOGNISED IT HAS WEATHERED THE FINANCIAL STORM AND THEREFORE NEEDED TO OVERHAUL ITS POLICY TO CATER FOR THE NEW SCENARIO.
PhD in Economics and Social Sciences from the University of Cologne (Germany)
EUGENIO M. RECIO Honorary Professor at ESADE
ven before Germany’s the 2011 Budget and Financial forecasts for 2010 were overly Federal Statistical Offi ce Plan 2011-2014. gloomy. By achieving results reported in mid-August that are better and faster than E nd that 2 quarter GDP was up by OVERLY GLOOMY expected it has been possible 2.2% over the previous quarter, FORECASTS to begin the process of fi scal a growth rate not reached since The success with which the Gov- and fi nancial consolidation which reunifi cation 20 years ago, the ernment massively expanded its ensures sustainable long-term Federal Finance Ministry had an- borrowing, with specifi c measures growth. nounced a radical improvement to deal with the consequences The 2010 budget forecast an in the economic situation when of the crisis, paid off earlier than increase in borrowing coming in July it launched its plans for planned meaning that fi nancial to €80.2 billion and a defi cit
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008-010 Internacional2_ING.indd 8 9/11/10 19:12:00 ESADE ALUMNI INTERNATIONAL ESADE ALUMNI AROUND THE WORLD The context and the Alumni Another “economic miracle” Network in Germany from the German model? STEFAN HOERSTER (MBA 03), President of the ESADE Alumni Germany Chapter. Business Management Director at International Automotive Components (IAC) “As Europe’s largest economy and one of the fi ve largest in the world, Germany has stood up to the global crisis surprisingly well. Its unemployment rate is relatively low (7.6%). Germany has an economic growth forecast for 2010 of of 2.8% of GDP, but due to the Even the gloomy labour market 2% and it is home not only to a large number of head improvement in borrowing in the forecasts made in early 2009 for offi ces of prominent international companies but also to end it will not be greater than 2010 have not proved accurate. many less well-known “corporate champions”. This makes €65.2 billion and the defi cit will The Annual Report (2009/2010) it an attractive country to live in and run ESADE Alumni be cut to 2.2%. According to by the Federal Government’s activities which, in the case of our Chapter, are held these results, in 2011 the pro- Advisory Council, published on mainly in the south (Munich), the Rhine area (Dusseldorf jected defi cit will shrink to 1.9% 13 November 2009 and entitled and Cologne) and the fi nancial heart (Frankfurt). All and over the course of the 4-year Do not play with the future, alumni, regardless of level or length of stay, are welcome fi nancial plan borrowing will be stressed that not even during in our network.” cut from €65.2 billion this year the crisis did the serious fears to €24.1 billion in 2014. This about jobs, brought about by the JAN INDERFURTH (MBA 98), has involved removing subsidies, very low use of installed capacity, Vice-President of Software Solutions, saving on administration costs materialize. Unemployment did Giesecke & Devrient GmbH, and reforming social welfare not increase in that year by more Munich, Germany legislation (public health and than 160,000, and instead of “Medium-sized enterprises are the dependence insurance). With the forecast that in 2010 there backbone of the German economy. With an these cuts in public spending it would be a 500,000 increase export level of 85% Giesecke & Devrient is is hoped that without increas- meaning that by year-end there an example of a German technology company that operates ing the tax burden, tax revenues would be 5 million people on the globally. Clear strategic direction, sustainable competitive which now fund 66% of this dole, the most recent estimates advantage and great knowledge of global dynamics are the expenditure will cover 83.1% predict that the total will be no main reasons for the success of most German high-tech by 2014. greater than 4 million. fi rms. But you shouldn’t underestimate the domestic market with over 80 million people. Specifi cally, fi rms that offer highly specialized services can benefi t from this environment, for example in areas of interest such as corporate social responsibility.”
PHILIPP SAYLER (MBA 06) Arthur D. Little GMBH “I greatly value the ESADE Alumni Germany Chapter refresher programmes which always feature very interesting subjects. I think they are a great forum for advanced learning and networking at the same time. The discussions held during the sessions and afterwards are very valuable for the ESADE community and underline the excellence of this unique group. They also provide a good opportunity to reminisce about the good old days at ESADE in Barcelona.”
ESADE Alumni Germany Chapter Phone no.: 902 420 020 From outside Spain: +34 935 530 217 [email protected]
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008-010 Internacional2_ING.indd 9 9/11/10 19:12:14 ESADE ALUMNI INTERNATIONAL ESADE ALUMNI AROUND THE WORLD
PRINCIPLES OF thinking in European culture standings which have been POLITICAL ORGANIZATION and the tragic experiences used to criticize the actions In order to understand Ger- Europe went through in the of its top offi cials over the man economic policy results two wars of the fi rst half of course of the crisis. and see whether they are the last century. According In conclusion, however, it sustainable, you have to to these principles, ratifi ed should be noted that the remember that the people in over their 60-year existence, recovery of the German charge of the economy, re- for the German government economy has also been gardless of their political ide- reducing public debt is an es- infl uenced by other external ology, are governed by princi- sential requirement in order factors that have to be taken to maintain the welfare of into account because they For the German government citizens, ensure the sound- may determine, albeit only in ness of the welfare state in part, the continued success reducing public debt is an essential the long term, create jobs of the model. requirement in order to maintain and afford future generations the welfare of citizens a comfortable future. Appro- priate fi scal and fi nancial poli- ples of economic organization cies are therefore essential that set them apart from to achieve the objectives of other developed economies. the Social Market Economy, After the Second World War, which is what the model is Germany designed a model of called. Knowledge of this economic and social organi- model would help also to zation inspired by humanist eliminate the many misunder-
ESADE Munich Global Center
Since the spring of 2009, ESADE has had a permanent Munich presence in Germany through an offi ce in the historic centre of Munich, Recent activities ESADE Munich Global Center goals the economic capital of • ESADE Summer Drinks • Improve the quality of German candidates through more Bavaria and hub of the The ESADE Munich Global Center invited direct selection and relations. Central European region. The German alumni, students who are doing their • Strengthen relationships with the world of business, the Munich Global Center works internships in Germany and future MBA and media and local institutions. with ESADE’s international MSc students who will begin their studies this • Assist with ESADE Alumni Germany Chapter activities. programmes, such as the autumn in Barcelona to its Summer Drinks • Support the Careers Service through visits to German MBA and MSc, to attract the events. The 25 attendees at these functions companies. best talent in Germany and (held in Vienna, Innsbruck, Stuttgart, Nurem- German-speaking countries berg, St. Gallen, Madrid and, of course, Munich) in general and provide close enjoyed the opportunity to network and pick up More information: attention to candidates in tips about living and working in Munich (and also http://www.esade.edu/web/eng/global-network/ in Barcelona). the admissions process. global-centers/munich • Visits to more than 30 German companies to Germany has one of the discuss the internship and executive develop- Contact ESADE in Germany largest concentrations of ment programme. (ESADE Global Center): ESADE alumni in the world at • Meetings with journalists to strengthen ESADE’s Franziska von Wiedebach (EMBA 06) c/o e-fellows, Sattlerstraße 1 nearly 500. In addition, more presence in the German media. than 50 German students D – 80331 München • In October the ESADE Munich Global Center Tel. +49 172-14 99 100 join ESADE each year as full- hosts a joint event with members of the Spanish Email: [email protected] time MSc or MBA students. Chamber of Commerce. 10
008-010 Internacional2_ING.indd 10 11/11/10 11:53:26 AF Planes ESADE 22x28 ENG.pdf 1 21/10/10 13:16
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A Passion to Perform.
011 PUBLI DB_ING.indd 11 9/11/10 16:15:22 ESADE ALUMNI INTERNATIONAL
18/06/2010 An evening with Marko Curavic “It is important to consolidate the tools and attitudes amongst European citizens to be competitive internationally”
SPEAKER: Marko Curavic, Head of Unit European Commission, Enterprise and Industry Directorate-General.
Marko Curavic focused his ERASMUS PROGRAMME speech on the different pro- FOR YOUNG grammes and projects that ENTREPRENEURS the European Commission The goals of the European is carrying out to support Union’s Erasmus Programme entrepreneurs based on the for Young Entrepreneurs, which fact that “Europeans tend to be Curavic covered towards the end less entrepreneurial than North of his talk, are “more start-ups, Americans or Chinese”. Specifi - fewer failures, greater internation- cally, the Head of Unit European alisation for entrepreneurs and Commission, Enterprise and the creation of new jobs”. The Industry Directorate-General programme is for young people said only 45% of European who want to broaden their experi- Union citizens prefer to be self- ence by learning and networking, employed, compared to 55% of in addition to working side by side North Americans and 77% of with experienced entrepreneurs Chinese. For all these reasons, in their respective companies. he concluded, “it is important Finally Curavic referred specifi cally to consolidate the tools and to female entrepreneurs, under- attitudes amongst European scoring that “we cannot overlook citizens to be competitive inter- the entrepreneurial potential of nationally”. women in Europe”.
13/07/2010 An evening with Rajiv Chandra “If channelled properly, values can drive growth”
SPEAKER: Rajiv Chandra, In a talk entitled Winning culture and entrepre- General Manager of Reckitt neurship at work, Chandra began by discussing Benckiser for Spain. three basic driving strategies: the power of brand- ing, innovation and investment. These strategies, he explained, “allow us to beat the industry average and translate this into earnings”. He added: “One of the critical points is to employ, hire and keep people who have the right attitude”.
THE IMPORTANCE OF VALUES Chandra then touched on the vision and values achieving goals, entrepreneurial spirit, teamwork of Reckitt Benckiser, saying: “We work passion- and a sense of ownership. He wrapped up his ately to offer solutions for the home, for health talk by saying that “building a culture and a set and for personal care”. He then proceeded to of values is a conscious decision, the result of review some of the multinational’s basic values: constant effort”.
View the video summary at www.esadealumni.tv 12 TV Members only: view the complete video of the session at www.esadealumni.net
012-13 Internacional3_ING.indd 12 9/11/10 16:16:35 ESADE ALUMNI INTERNATIONAL
14/09/2010 An evening with Alvaro Fernández “The market for brain development tools is growing”
SPEAKER: Alvaro Fernández is CEO & Co-Founder of SharpBrains
Alvaro Fernández, CEO and the right tools for working cofounder of SharpBrains, led with their students. an ESADE Alumni Evenings But what are the main func- session entitled How and why tions that a brain should digital technology is going to develop in the 21st century? transform education, training According to a study con- and brain health. ducted by SharpBrains, the top Neuroscientíst Ramón y three functions are the ability Cajal once said: “Every man to handle stressful situations, can, if he so desires, be- the ability to concentrate in come the sculptor of his own order to avoid distraction, and brain”. As a result, noted the capacity to recognise and Alvaro Fernández, “If we manage one’s emotions. combine research with new Towards the end of his talk, ment and development tools is tools, we have a place in the Fernández pondered what growing,” he said, “and in an market” – for example, in the future might bring. “The optimistic scenario, it could be schools that are looking for market for these brain assess- as large as $8 billion.”
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012-13 Internacional3_ING.indd 13 9/11/10 16:16:40 REGIONAL CLUBS
New Basque Country Club Launch of the new ESADE Alumni Regional Club
The ESADE Alumni Basque Coun- ADE. She discussed the various tor of ESADE Alumni, Patricia try Club started its activities in sources of fi nancing available Valentí (MBA 02), alongside the area with the talk “Financ- to entrepreneurs, with special the President of the new Alumni ing for entrepreneurs” by Luisa emphasis on private fi nancing, Regional Club, Ignacio Oñate Alemany, Associate Professor Friends & Family, venture capital (PLD 09). Attendees were able of the Department of Financial and Business Angels. The event to enjoy networking cocktails at Management and Control at ES- was chaired by the Deputy Direc- the end of the session.
Asturias Club ‘Consequences of the global fi nancial crisis’
Galicia Club ‘Leadership and Confi dence’
The ESADE Alumni Galicia Club organized this Refresher Pro- gramme talk by José Mª. Gasalla, The ESADE Alumni Asturias Club organised this Professor in the Department of Refresher Programme session by Emilio Nav- Human Resource Management at arro, Professor of the Department of Financial ESADE, and Leila Navarro, public MADRID CAMPUS Management and Control at ESADE, who set speaker and behavioural expert. out the consequences of the current crisis. The speakers set out the key fac- Understanding the origins of this current crisis, tors in effective leadership based knowing its specifi c features, analysing its impli- on confi dence. Club Aragón cations and fi nally trying to sketch out a future scenario were some of the points covered in Emilio Navarro’s presentation involving analysis, extensive documentation, a bibliography and web links.
Canary Islands Club I Annual Conference: ‘Next Practices in Marketing’
Lluís Martínez- Ribes (Lic&MBA 87), Associate Canary Islands Club Professor in Masterclass Bacardi-ESADE Alumni the Department of Marketing The ESADE Alumni Canary Islands Club and Bacardi Management at Superior organised this master class on the art of ESADE, gave a talk mixing original Bacardi cocktails, at which attendees on “Next Practices in Marketing” before opening up a learnt how to make various cocktails and got the discussion with local business people and marketing chance to practice their new skills. The session was experts: Carlos Salazar, of the Hospiten Group, Luis led by Juan Ber gaz, a Brand Ambassador for Bacardi Durango, of the Compañía Cervecera de Canarias, and a sixth-generation Bacardi family member, and and Andrés Ordoñez, of Danone Canary Islands. by a professional cocktail bartender. 14
014-015 Clubs Territoriales_ING.indd 14 9/11/10 17:24:59 REGIONAL CLUBS
Community of Valencia Club and Tarragona Club Workshop: “Networking in Action”
The ESADE Alumni Community of Valencia Club and the Tar- ragona Club have held practical networking sessions given by facilitator Giannina Tacca (MBA 97). The sessions consisted of speed face-to-face meetings between attendees and were addressed to alumni seeking to make new contacts in order to initiate a career change, meet potential clients or suppliers, or share sector-specifi c knowledge.
IVÁN PRIETO (LIC&MBA 99), PRESIDENT OF THE GALICIA CLUB Community of Valencia Club “We want to drive XI Annual Conference of the Club networking for alumni
The ESADE Alumni and publicise ESADE for Community of potential future students” Valencia Club held its XI Annual Con- ference attended Why have you taken over as the new President BARCELONA by Eugenia Bieto of the Galicia Club? CAMPUS (Lic&MBA 73/PhD I think it’s important to take the club forward 08), Director Ge- in Galicia both to drive networking for alumni neral of ESADE, who spoke about “New approaches and also to publicise ESADE for potential future to innovation: Learning from entrepreneurs”. students. The event was chaired by Xavier Sanchez (Lic&MBA 97/SEP 08), Director of ESADE Alumni, How do you feel about being President? and Javier Na varro (Lic&MBA 85), President of the I’m very grateful for the confi dence that former ESADE Alumni Community of Valencia Club. Attend- President Héctor Cepero (MBA 02) and the as- ees were able to enjoy networking cocktails at the sociation have shown in me and I hope I won’t let end of the session. them down.
How many alumni are there in the area? There are around 300 alumni in all the leading sectors in our economy who we want to get more and more involved in the club. Community of Valencia Club The ESADE Alumni Community of Wine and ham tasting Valencia Club organised this exquisite What are your goals for 2010-2011? wine and ham tasting session, at which To get all our members to help us set up regular attendees learnt about the secrets and events and get bigger turnouts for them. peculiarities of the two main products of Spain’s gastronomy. The alumni enjoyed What does an alumnus get out of joining and/or a unique evening as they discovered the taking part in the Galicia Club? secrets of exclusive Bodega Aranleón I think it’s important to maintain and promote wines and the authentic cured ham of networ king and to share and discuss issues of Carnes Estellés. common interest, and of course there are the talks by our guest speakers.
How can alumni contact you? You can access full information and pictures By emailing us at [email protected], of all ESADE Alumni Regional Club activities calling ESADE Alumni on 902 420 020 or through at www.esadealumni.net the website www.esadealumni.net. ➔ Alumni Network ➔ Regional Clubs 15
014-015 Clubs Territoriales_ING.indd 15 9/11/10 17:25:03 FUNCTIONAL AND SECTOR-SPECIFIC CLUBS ACTIVITIES ESADE Alumni BIT Club and Business Angels Club Information Technology Entrepreneurs
JOSEP AMORES, FOUNDER AND CEO OF AVENTIA, ANDREU GIL, FOUNDER AND CEO OF SPAMINA, AND PAU GARCÍA, FOUNDER AND CEO OF EYEOS, SPOKE AT THIS SESSION ABOUT INFORMATION TECHNOLOGY ENTREPRENEURS ORGANISED BY THE ESADE ALUMNI BIT CLUB AND BUSINESS ANGELS CLUB.
fter the welcome given EYEOS, A COMPANY munication systems to connect up by Xavier Busquets WITH NO INVESTORS various devices through a telecom- A (MBA 92), President Pau García, founder and CEO of munications network. Because of of the BIT Club, Josep Amores eyeOS, presented the example the need “to always readapt every spoke fi rst at this discussion of the experience of an entrepre- business, particularly in the context moderated by Joan Riera neur who, at just 17 years old, of technology”, he explained how (Lic&MBA 99), a member of started out with a friend on a he succeeded in selling the busi- the ESADE Alumni Business project designed to help users ness to a British company and Angels Club Board. to create their own web pages subsequently set up with a partner and ended up creating a space a company providing online back-up AVENTIA: CONSOLIDATE where you can upload fi les and copies for SMEs called Spamina. TO DIVERSIFY access them from anywhere. The The CEO of Aventia, a company speaker, whose project is interna- with a turnover of €25 million tionally recognised, pointed out: in 2009, said that this was the “We have always been defi ned by result of a project consolidated never having an investor”. in 1996 with the foundation of a company using 100% domestic SPAMINA, A CAN-DO independent capital from two ATTITUDE partners. Amores said he was Finally, Andreu Gil, CEO of Spami- convinced that “you need to con- na, set out how he created his solidate to diversify”. fi rst company designing telecom-
Alumni have their say
ALICIA BIURRUN (Lic&MBA 07) JOSEP ÁLVAREZ (MBA 05) ALBERT BARTOMEUS (MBA 09) Entrepreneur Communications technology Finance “Events like this one are very useful for entrepre- “I came along to recharge my batteries and I “One thing really stood out for me at neurial learning. The expertise and experience managed to do it. The case of entrepreneurs the session; the idea that the best of each of the speakers comes who tell their success stories time to start is now. from completely different is an extraordinary Conviction, intelligence sources and that’s what example and motiva- and courage are three makes a difference in tion for those who basic characteristics the way of running a want to follow in their of any entrepreneur. project, with or without footsteps. My biggest Conviction to believe resources. In addition, takeaway from the in your project, the the networking at the event is that the very intelligence to think end was great and process of creating ahead and the cour- I’d like to thank your own company age to make Andreu Gil for the brings personal decisions.” time he spent satisfaction.” with us after the event.” 16
016-024 Clubs Fucionales_ING.indd 16 9/11/10 19:10:13 La confianza se gana con la calidad
Una empresa sólo es verdaderamente competitiva cuando ha conseguido la confianza de sus clientes. Las certificaciones de AENOR son las más reconocidas, porque apoyan el esfuerzo de las organizaciones que trabajan para ser cada vez mejores, abordando con calidad su compromiso en ámbitos como el medio ambiente, la seguridad o la oferta de productos y servicios fiables. Cada vez que veas una etiqueta de AENOR estarás viendo a una empresa o institución que responde cien por cien a tu confianza.
El valor de la confianza
INTERNACIONAL: Chile, Brasil, México, Perú, Panamá, El Salvador, Guatemala, 902 102 201 - [email protected] - www.aenor.es Rep. Dominicana, Portugal, Italia, Polonia, Bulgaria, Marruecos.
REV ESADE Alumni AENOR inst 220x280.indd 1 28/7/10 12:33:43 017 PUBLI AENOR_ING.indd 17 9/11/10 16:20:52 FUNCTIONALCLUBES FUNCIONALES AND SECTOR-SPECIFIC Y SECTORIALES CLUBS ACTIVIDADESACTIVITIES Health and Pharma Club A global outlook on health policies THE ESADE ALUMNI HEALTH AND PHARMA CLUB BID FAREWELL TO THE 2009-2010 ACADEMIC YEAR WITH A DEBATE ON THE HEALTHCARE OF THE FUTURE THAT DREW ON THE EXPERIENCES OF PROMINENT PUBLIC OFFICIALS RESPONSIBLE FOR HEALTHCARE MANAGEMENT.
he session opened with new companies in this sector.” of “promoting research and a talk by Xavier Trias, a Nevertheless, he pointed out making the healthcare system T former Catalan Health that “our healthcare legislation more effi cient”. Minister who currently sits on has become outdated”. The third speaker was José Barcelona City Council. “From Ignacio Cuervo, the former 1981 until the present day, “NOT EVERYTHING CAN BE Deputy Mayor of Barcelona, Spain’s healthcare system PAID FOR WITH TAXES” Director of Healthcare Services has been a success story with The next speaker was Ana Pas- of Barcelona and Director of the relatively low costs,” he argued. tor, the former Spanish Minister Vall d’Hebron University Hos- “Over the past few years, we of Healthcare and Consumer pital, who currently serves as have been emphasising health- Affairs and current Second the offi cial representative of the care as a source of wealth Vice-President of the Spanish Catalan Government in Madrid. creation for the country. This Parliament, who offered her “The parties will need to ne- means we can face the future vision of the present and future gotiate a new model based on with great enthusiasm as we of healthcare. Citing the 12 the success of the healthcare seek to become a focal point billion defi cit of the Spanish law and on greater individual for the creation of important healthcare system, Pastor responsibility,” he argued. “Not stressed the need to “ensure everything can be paid for with the fi nancial balance of the sys- taxes.” tem through a major national The event also featured talks by agreement aimed at ensuring Ignasi Tintoré (MBA 99 / GDC sustainability”. She also dis- 01), President of the ESADE cussed the need to implement Alumni Health and Pharma Club, structural reforms geared to- and Manel Peiró (DSIS 85 / wards improving cohesion and ADE 92), Academic Vice-Dean of therefore increasing the effec- ESADE and academic sponsor tiveness of healthcare. Finally, of the Club, who moderated the she highlighted the importance session.
Club SponsorsCEI
The activities of the Functional and Sector-specifi c Clubs are made possible thanks to the support of the following companies:
Innovation Club Business Angels Club Personnel and BIT Club and Automobile Club Organisation Management
Finance Club Health and Pharma Club Family Business Club
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016-024 Clubs Fucionales_ING.indd 18 9/11/10 19:10:18 019 PUBLI VODAFONE_ING.indd 19 9/11/10 16:21:16 FUNCTIONAL AND SECTOR-SPECIFIC CLUBS ACTIVITIES ESADE Alumni Real Estate Club 10th Real Estate Annual Dinner THE CLUB’S 10TH ANNUAL DINNER WAS ATTENDED BY JORDI SEVILLA, SENIOR ADVISOR AT PRICEWATERHOUSECOOPERS AND FORMER PUBLIC ADMINISTRATIONS MINISTER.
The event, which attracted around one hundred ESADE Alumni Business Angels Club people, took place at the CaixaForum, the Cultural and Social centre of La Caixa’s Community Projects. Learning with... Emagister, First, Germán Castejón (Lic&MBA 81), President of ESADE Alumni, spoke about the Real Estate Club as Jobisjob and the Intercom Group one of the key ventures in the Alumni association. Joan Pla (ADE 99), President of the ESADE Alumni THE ESADE ALUMNI BUSINESS ANGELS CLUB Real Estate Club and Director of Real Estate Devel- KICKED OFF THE NEW ACADEMIC YEAR BY opment at Servihabitat XXI, SAU, introduced Jordi PRESENTING TWO SUCCESSFUL INTERCOM Sevilla as one of the most highly valued members of the economic and political world in Spain, and GROUP ENTREPRENEURSHIP PROJECTS: one of the most authoritative voices in analysis of EMAGISTER AND JOBISJOB. the current economic situation and the challenges for the future.
Intercom is an Internet-focused their experience of managing BRICKS WITH COMPUTERS group that currently owns 40 companies that are a model Sevilla highlighted the contribution that the real different companies in different for new business creation. estate sector had made to growth in the Spanish stages of development. This The fi rst speaker, Javier economy over the past fi fteen years, and argued was the starting point for the Martínez, CEO of JobisJob, that the recovery in Gross Domestic Product and event, chaired by Joan Sureda described his experience as employment have to go hand-in-hand with the (Lic&MBA 77) and Pedro Coll an entrepreneur at the helm reactivation of the building sector, although not with de la Cámara (Lic&MBA 74), of the job-offer aggregator the infl uence it had before. “They told us that we President and member of the launched in the United King- needed fewer bricks and more computers,” he said. Board of the ESADE Alumni dom in 2007: “The choice of “I say that we need bricks with computers.” Business Angels Club respec- your team is really important, The former minister went back to the idea of set- tively. In the words of Joaquim especially in a highly profes- ting up a “bad bank” to deposit the toxic assets Ferrer (MBA 91), CEO of the sionalised market like the contaminating the balance sheets of banks and sav- Intercom Group: “Our business Internet.” ings banks. He added that in the end the fact that model involves three stages: housing was seen as a fi nancial asset rather than a a start-up stage, in which the EMAGISTER: PRODUCT consumer durable had become a real burden for the idea is transformed into a busi- AND MARKET real estate sector. ness; a development stage, Ricard Bonastre then set out which emphasises the growth his vision as General Manager of nonfi nancial parameters; and of Emagister, a 10-year-old an operational stage, with very portal with 23 million users stable fi xed costs, during which that matches supply and we continually aim to increase demand in the education sec- revenue. When we start out tor. Bonastre noted that “As with a company, rarely do we for the product, our challenge have a clear business model is recurrence, and therefore from the beginning. Instead, it creating value for users. From develops gradually.” a business viewpoint, our ob- Next managers from Inter- jectives are infl uenced by the com start-ups Emagister global market and the size of 20 and JobisJob spoke about our client base.”
016-024 Clubs Fucionales_ING.indd 20 9/11/10 19:10:25 021 PUBLI northgate_ING.indd 21 9/11/10 16:21:38 FUNCTIONAL AND SECTOR-SPECIFIC CLUBS ACTIVITIES ESADE Alumni Energy and Environment Club New business opportunities in electric vehicles THE DEBATE LOOKED AT THE BUSINESS OPPORTUNITIES FOR THIS TECHNOLOGY IN A SECTOR LIKE TRANSPORT THAT IS HEAVILY DEPENDENT ON OIL.
After the welcome to attendees Demand Management Susana given by José Luis Porté (MBA Bañares pointed out that “the 83), President of the ESADE future of energy is conditioned Alumni Energy and Environ- by the EU’s 20/20/20 strategy, ment Club and Chairman of which gathers together the vari- Meroil, Javier Piris, Director of ous European policies on reduc- Vehicle & Power Train Test & tion of emissions, renewable Trial at Nissan Technical Central energies and energy effi ciency.” Europe, then took the fl oor. This led to her conclusion that Although he admitted that “the “the new mobility needs coordi- technology is still expensive,” nation between the power grids, he emphasised that “at Nissan the road networks and the (Lic&MBA 86), a member of we are expecting to have the telecommunications networks”. the Club’s Board, by focusing capacity by 2014 to produce Albert Cot (EVV 07), Presi- on the obstacles to the intro- something over half a million dent of Clúster de Efi ciencia duction of electric vehicles electric vehicles per year.” Energética de Cataluña, that need to be overcome, Representing the Red Eléc- ended the discussion, mod- citing legislation as one trica de España (REE), Head of erated by Robert Navarro example.
ESADE Alumni Marketing Club The customer experience: lessons from the luxury segment
EMOTIONAL The fi rst speaker was Juan José ESADE, said it was necessary (Bentley, Rolls Royce, Lam- INVOLVEMENT, Suárez (Lic&MBA 00), the event to create a learning process to borghini), used his experience presenter and a member of the replace the absence of repeated of the brand he runs to explain SOPHISTICATION, Club, who divided the customer purchases and trials of the prod- the purchase stage in luxury INNOVATION... WHAT experience in the luxury segment uct by the customer. That means markets and said that Infi niti ARE THE KEY FACTORS into three stages: before, during “explaining thoroughly and with sales centres have extremely IN ATTRACTING AND and after the purchase. real enthusiasm how the product high standards of design, quality How can the customer be is designed and produced, right and service (like the foyers of RETAINING LUXURY prepared for this experience? down to the smallest detail”. deluxe hotels). “Client percep- CUSTOMERS? THREE Josep Maria Galí (Lic&MBA 84), The second speaker, Leopoldo tion at the point of sale is one EXPERTS REVEALED Professor of the Department Satrústegui, Infi niti Managing of the most important attributes THEM AT THIS EVENT of Marketing Management at Director, Bergé Automoción of a luxury article, plus continu- ous after-sales follow-up”. For HELD IN MADRID. department stores, there is client loyalty and retention. In the case of El Corte Inglés, the secret differential weapon is service. As pointed out by Víctor Uclés Ruiz, Director of Service Marketing for El Corte Inglés, “the important thing is to get to know the client, in order to create customer loyalty through 22 personalised service”.
016-024 Clubs Fucionales_ING.indd 22 9/11/10 19:10:30 023 Publi_JordiArmengol_ING.indd 23 9/11/10 16:22:12 FUNCTIONAL AND SECTOR-SPECIFIC CLUBS ACTIVITIES Five questions for... The Business Angels Club AFTER SEVERAL YEARS OF ACTIVITY, THE ESADE ALUMNI BUSINESS ANGELS CLUB IS NOW SEEKING TO DRIVE START-UPS AND IN LOCKSTEP IS SETTING UP THE BIGGEST BUSINESS ANGELS NETWORK THROUGH ITS ESADE BAN PROJECT.
JOAN SUREDA What has the club (Lic&MBA 77) done over the last President of the Business year? Angels Club We’ve focussed on organ- izing private investors, When and how was the business angels. To that club set up? end ESADE BAN has been The ESADE ALUMNI Busi- revamped to turn it into ness Angels Club has been a smaller but much more around for a few years active group of investors. now, although I joined it in We currently have over a October 2009. In dealing thousand members, of with this new stage we have whom seventy are active attempted to broaden the investors. scope of the club’s activities During the fi rst half of towards other activities such 2010 we organised three as support and assistance forums to present several for entrepreneurs, providing projects to these inves- information, creating and tors. A total of four op- designing tools to promote erations have been closed initiatives, and so on. with direct investment coming to 725,000, plus Why is it a good idea for over 1 million more in an ESADE alumnus to join ENISA participating loans. the club? Anyone who wants to start What is the club up an entrepreneurial activity planning to do this will fi nd extensive support in year? this club, where they’ll be able We’ve mapped out and to get information, guidance, begun implementing new starting out, while the BOARD OF THE ESADE ALUMNI support, grants and a meeting areas of activity for the third is the Accelerator, a BUSINESS ANGELS CLUB point that can provide them Business Angels Club. programme that provides President: Joan Sureda (Lic&MBA 77) in the photo with contacts and investors The fi rst is the Business tools to help stimulate Joan Riera (Lic&MBA 99) that they’ll fi nd extremely Outreach Centre, which entrepreneurial initiatives Agustí Pla (Lic&MBA 80) useful if they’re looking to do seeks to publicise business with investors. Finally, we Ignacio Fonts (Lic&MBA 82) Pere Costa (Lic&MBA 82) something like this. and investor actions. The have also begun to set Pedro Coll (Lic&MBA 74) second is the Entrepreneur up the Business Angels Alex Miera (Lic&MBA 08) What kind of professional Guidance Centre, a unit Club for alumni in Madrid Carlos Farran (MBA 82) Jose María Amusategui (MBA 84) is the club intended for? that provides support to and we are then going to Academic sponsor: Jordi Vinaixa The club is basically made entrepreneurs who are just expand to other regions. (MBA 91) up of entrepreneurs and investors. The classic case is young people who are starting a business out of nothing or How to contact the Club and become a member have a project in mind. But we ESADE Alumni members can join the club on the ESADE Alumni also appeal to older people website (www.esadealumni.net, Alumni Network/Functional and who have decided to embark Sector-Specifi c Clubs), by emailing [email protected] or at on a business venture and to the ESADE Alumni offi ces. 24 established investors.
016-024 Clubs Fucionales_ING.indd 24 9/11/10 19:10:34 025 PUBLI SMART_ING.indd 25 9/11/10 16:22:50 3/06/2010 Carles Sumarroca, 30/06/2010 Joaquim Boixareu, Vice-President of COMSA EMTE CEO of Irestal Group “We have opted “Emerging from the economic to grow abroad” crisis means re-launching industry”
SPEAKER: Carles Sumarroca worked in senior SPEAKER: Joaquim Boixareu (Lic&MBA 82) is CEO at Irestal management and was CEO, firstly at EMTE S.A, Group. He chairs the Board of Trustees at the Universitat and later the EMTE Group, up until 2009. Politècnica de Catalunya (UPC), is first vice-president of the UPM In that year he took over the vice-presidency (Unión Patronal Metalúrgica) and a member of the Executive of COMSA EMTE. Committee and Board of Fomento del Trabajo Nacional.
“The government’s decision to reduce public infrastructure investment has forced us to ac- celerate the internationalisation process,” said Carles Sumarroca, Vice-President of COMSA EMTE, at the Matins ESADE session entitled “COMSA EMTE: Opt for Growth”. The infrastructure company expects to increase its international activity by 65% this year and its objective for 2015 is to generate more than €1 billion in income abroad. Sumarroca did not rule out an increase in concessions in Spain, despite the reduction in the public works budget: “The government needs to change the legal conditions for public-private initiatives and improve the conditions for capital gains; if it does not do this, we will not be able to attract “Industry is the backbone of the very short-sighted because foreign capital.” Catalan economy and a factor they aren’t letting funding reach for the development of econom- sound and viable companies.” OPPOSITION TO INFRASTRUCTURE ic activity in any country” was He called the reforms being INVESTMENT CUTS the message shared by Joaquim enacted by the Spanish Govern- Carles Sumarroca was very critical of the meas- Boixareu, CEO at Irestal Group, ment “essential” and said they ures recently taken by the Spanish government at the last Matins ESADE ses- should be considered from a to slash the deficit and argued that investment sion of the academic year in a long-term perspective. cuts must be managed “with great care, without lecture entitled “Industry and going after infrastructure exclusively” since Future”. EXPANSION INTO “otherwise we will be diminishing the country’s Boixareu expressed his belief INTERNATIONAL economic capacity”. that Catalonia’s best hope for MARKETS emerging from the economic cri- According to Boixareu, China sis is to re-launch its traditional and the United States are industry. For this to happen “wells” of talent, whereas there needs to be a “change Europe still has a long way to of mentality” and he urged go in this regard and will need financial institutions, govern- to assume risks and adopt an ment bodies, trade unions and entrepreneurial attitude. He said business owners not to “throw that Europe “cannot afford to in the towel” and instead to turn into an industrial desert” back new businesses. Boixareu and stressed the Irestal Group’s was also highly critical of finan- commitment to international cial institutions: “They are being expansion.
Nuestras ferias rentabilizan su participación con el mejor retorno. View the video summary at www.esadealumni.tv En Reed Exhibitions y Alimentaria Exhibitions garantizamos Tv Members only: view the complete video MAIN SPONSOR SPONSOR of the session at www.esadealumni.net More information and photos contactos, contenidos y networking at www.esadealumni.net � Alumni Activities � Matins 26 www.reediberia.com www.alimentaria.com
026-027 MATINS Y DESAYUNOS_ING.indd 26 9/11/10 16:23:33 14/09/2010 Francisco Martín Frías and Francisco Martín Villanueva, Chairman and General Manager of MRW “You have to take advantage of the crisis from many angles”
SPEAKERS: Francisco Martín Frías, Chairman of MRW, left school aged 11. After a number of jobs, when he was 18 he took his first step as a businessman by creating a company specialised in earth-moving machinery. At the age of 37, he and a group of friends purchased Mensajeros Radio (1979), now MRW. Francisco Martín Villanueva, General Manager of MRW since 2008, joined the company in 1994 while still at university. In 1999 he founded MRW Mascotas.
“The lever of internationalisa- its investment in emerging tion is not a whim; instead, Latin American countries. we want to position ourselves Although this is a long-term in one Latin American country decision, the company’s every two or three years.” The General Manager said that A NEW GENERATION General Manager of MRW, MRW aims to become a At MRW, generational changeo- Francisco Martín Villanueva, leader in the region by 2022 ver has coincided with one of made this announcement at and argued that “you have the roughest economic crises a joint lecture with his father, to take advantage of the ever, but the company has not MRW Chairman F. Martín crisis from many angles”. thrown in the towel, said Fran- Frías, at the first Matins In its quest to detect new cisco Martín Frías, Chairman ESADE session of the new emerging sectors, MRW has of MRW. His son added that, academic year. committed to new technol- despite moments of uncer- The largest Spanish courier ogy by getting involved in tainty, “we have never thought network plans to increase e-commerce. about selling.”
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27 www.reediberia.com www.alimentaria.com
026-027 MATINS Y DESAYUNOS_ING.indd 27 9/11/10 16:23:37 FROM ESADE ALUMNI
Miguel Trías Sagnier, new President of ESADE Alumni “We are starting at a very high level and we need to build on it”
MIGUEL TRÍAS (MBA 89) TAKES OVER FROM GERMÁN CASTEJÓN (LIC&MBA 81) AS PRESIDENT OF ESADE ALUMNI WITH A STRATEGIC PLAN WHOSE FIRST GOAL IS TO CONSOLIDATE THE ASSOCIATION’S INTERNATIONALIZATION AGAINST AN ECONOMIC BACKDROP THAT CALLS FOR EXTRA EFFORT IN THE CAREERS SERVICE AND TO FOSTER ENTREPRENEURSHIP.
he “quantitative and qualitative exponen- T tial growth experi- enced by ESADE Alumni over the past fi ve years” is the thing that Miguel Trías stresses most when talking about the legacy he has received as the new Presi- dent of the association from the previous board led by Germán Castejón. With a “very high level” as a start- ing point, Trías believes that consolidation of the in- ternationalization of ESADE
Excited about new challenges
With a PhD and degree in Law from the University of Bar- between 1997 and 2001. “ESADE has taken a quantum celona, Miguel Trías is an expert in corporate law, mergers leap forward in recent years and now all we alumni need and acquisitions, corporate governance and the securi- to do the same with a fi rm commitment to initiative and ties market, and author of several publications in these knowledge,” he says. “If there is something we can offer areas. Since 2005 he has been a partner at Cuatrecasas in Europe it is a commitment to education and knowl- Goçalves Pereira’s Barcelona offi ce, where he is currently edge.” This message of hope he also wants to convey to director. Trías combines this activity with being secretary the ESADE Alumni team: “this is a very promising time for to the Board of Directors of several companies. In addition ESADE Alumni and they have a number of very interesting to his broad professional experience as a lawyer, Trías has challenges ahead. It is time to implement the new strategic an extensive background as an educator: he is Professor plan and we have complete confi dence in the current team of Commercial Law at ESADE Law School and was its Dean to ensure its success.” 28
028-029 Desde Esade2_ING.indd 28 9/11/10 19:08:48 FROM ESADE ALUMNI
Alumni should be the back- bone of the association’s new strategic plan. “The ESADE Alumni Alumni have an increasingly welcomes its international profi le and are President and the working right around the three new members world, so we need to take a “Tackling the current economic quantum leap by driving our situation involves promoting of its Board Chapters, running interna- entrepreneurial activity” tional activities for alumni, and increasing visits by lecturers to the countries SOLIDARITY AND KEY in which ESADE has a pres- EVENTS ence,” he says. Going beyond personal Another of the key areas interests and adding value for ESADE Alumni is heavily to society is one of the cor- infl uenced by the current nerstones of the founding economic situation, es- mission of both ESADE and pecially complex in Spain ESADE Alumni. This frame- and which, according to work includes the activities Trías, “means we have to of Alumni Giving Back. “For enhance our Career Serv- us it is important to have On 19 October ESADE Alumni held its ices to meet our members’ solidarity mechanisms in Ordinary General Assembly to which the needs”. place, and so this aspect activity report, association accounts and The new President of has a specifi c strategic management of the Board in 2009-2010 ESADE Alumni is convinced plan,” says Trías. were presented. Three new members of that “one of the best weap- In his review of the objec- the Board of ESADE Alumni, Pedro Riera ons for tackling the current tives set in his new phase as Grau (Lic&MBA 67), Carmen Mur Gómez economic situation is President of ESADE Alumni, (PMD 89) and Joan Sureda Martínez promoting entrepreneurial Trías has not forgotten the (Lic&MBA 77) were elected at the event. activity: both in Spain and need to further strengthen All those present expressed their apprecia- in Europe in general we the presence of ESADE tion for the work and contribution of the have the challenge of re- Alumni in Madrid while he three outgoing members: Germán Castejón inventing ourselves, which also thinks it is essential to (Lic&MBA 81), Pedro Navarro (MBA 67) means that initiative and place more emphasis on the and Andreu Puig (Lic&MBA 88). During innovation are essential. “key event” aspect of activi- the subsequent meeting of the Board with Indeed, the ESADE Alumni ties run by the functional and its new members, Miguel Trías Sagnier was Entrepreneur Club is doing sector-specifi c and regional unanimously appointed new President of some splendid work in clubs as well as fundraising ESADE Alumni and Josep Santacreu (DSIS this area.” activities. 86/ PMD 89) Vice-President.
As an ESADE alumnus, Miguel Trías stresses the impor- tance the school had for him in rounding off his training as a lawyer “with the economic and business side”, one aspect that, in his words, “has given me a competitive ad- vantage at the professional level and is a perspective I’ve always maintained in my daily work”. Recalling his time at ESADE as a student, he says that “it was very tough because then the MBA lasted 3 years and you spent a lot of hours on it per day.” However, he points out that “it was also worthwhile at a personal level as well because I made friends that I still have.” 29
028-029 Desde Esade2_ING.indd 29 9/11/10 19:08:52 FROM ESADE ALUMNI
Germán Castejón (Lic&MBA 81), President of ESADE Alumni (2005-2010) “The huge growth over the past fi ve years means we can set ambitious challenges for the future”
WHEN GERMÁN CASTEJÓN BECAME PRESIDENT OF ESADE ALUMNI, HIS MAIN GOAL WAS TO TURN IT INTO A NETWORK THAT IS USEFUL FOR ALUMNI AROUND THE WORLD, FOR ESADE AND FOR SOCIETY IN GENERAL. AT THE END OF HIS TIME IN THE JOB, CASTEJÓN ANALYZES THE KEYS TO THE GROWTH EXPERIENCED OVER THE LAST FIVE YEARS.
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030-033 Desde Esade_ING.indd 30 9/11/10 16:25:29 FROM ESADE ALUMNI
Now your time as head of Regional Clubs in Spain, and we ESADE Alumni has come to an have also signifi cantly strength- end, how would you summarize ened our presence in Madrid. the last fi ve years for the as- At the same time, we have sociation? really pushed refresher activi- We have taken a great leap ties, reaching the fi gure of 450 forward in all areas of the as- events per year with some high sociation, cementing a level of level speakers and trying to activity and a global presence put on events that address the that puts us among the world’s issues which alumni are most strongest and most active interested in. We have also alumni associations. We have strengthened the structure and also consolidated a powerful activities of the 22 functional and professional team commit- and sector-specifi c clubs (which ted to our project. We wanted have increased their member- ESADE Alumni to be more ship fi ve-fold) and the activities useful for alumni, for ESADE of our Careers Service, particu- and for society. And in doing larly in terms of services related First person that we have the enthusiastic to the current crisis. With the engagement and collabora- Delegates/Class Presidents Because of his extensive experience in the tion of hundreds of alumni project we are encouraging fi nancial sector (among other things, he has who have driven the explosive classes to meet up and stay in been General Manager of Deutsche Bank growth in Alumni network touch, with class reunions up Spain and his CV features companies such activities and structure (Clubs, from 20 to 200 per year. as Banco Santander de Negocios, Bank Chapters, regional offi ces, of America and KPMG), it was no surprise forums, delegates, etc.). The “Schools at the international level when Germán Castejón interrupted our alumni response to ESADE see our network as a competitive interview to look at the latest data about Alumni’s value proposition ESADE Alumni. Within minutes the table has been quite extraordinary. advantage for ESADE” was awash with pages featuring charts Participation in events has ex- about attendance at events, membership ceeded 30,000 attendees per At a more practical level, we numbers and class reunions. Castejón com- year, increasing four-fold over have signifi cantly expanded mented on them and highlighted the most the period, and the number fi nancial benefi ts for members. outstanding fi gures with a pen. But what of our members has reached Furthermore, we have revamped factors have made this growth possible? 15,300, up by 74%. The devel- all the communication and When asked, the consultant in him fades opment of the global network relational tools at our disposal into the background and the teacher comes and strong growth in all its (website, magazine, newslet- to the fore, as Castejón has been a col- activities has made ESADE ters, and activity agendas) and laborator with the Department of Business Alumni into a competitive ad- also set up new ones such as Policy at ESADE for 10 years so he knows vantage for ESADE in attract- www.esadealumni.tv, LinkedIn, both ESADE and its alumni very well. “The ing talent. The membership the NexusAlumni online network success is down to the alumni, a group that percentage for university and and Club and Chapter newslet- has a very high professional level and is MBA classes over the past ters. In addition to improving extremely proud of its time at ESADE. This fi ve years is close to 100%. I communication with our alumni, translates into their willingness to take part think this is a great indicator we also hope to enhance direct in ESADE Alumni activities.” He term has of what has been achieved in communication between them also had bitter moments: “Only 9 months this period. as well. after being appointed President I had to greatly reduce the time I was able to spend Let’s start with the founding Let’s turn to the second objec- doing the job due to my wife’s illness.” objective of ESADE Alumni: in tive, to be useful to ESADE. However, “although it was a tough time, the what areas have you worked to What does this support upside is that everyone acted as if this were ensure that the association is amount to? a real family.” Because beyond the mere increasingly useful for alumni? We have worked hard to bring numbers are the people who make up the In the past fi ve years we have the faculty to alumni and vice network, a group of which he is also part as expanded our global network, versa, enhancing their partici- Lic&MBA 81. from 3 to 32 international pation in events organized by Chapters and from 2 to 12 alumni and the role of lecturers 31
030-033 Desde Esade_ING.indd 31 11/11/10 12:01:18 FROM ESADE ALUMNI
as academic sponsors for response of the alumni is the functional and sector-specifi c increase in membership and clubs. Another objective has participation. Perhaps the been to increase the visibil- most important achievement ity of the ESADE brand with has been to get a member- alumni acting as ambassadors ship rate of nearly 100% and achieving a major media in undergraduate and MBA impact through well-organized programmes over the past four events. Thirdly, we have sup- years. In terms of absolute ported ESADE in its fundrais- growth, we have exceeded ing strategy and in particular the target of 15,000 that we its scholarship project. In set at the start of my term. that sense, the relationship This growth is the basis for between ESADE and ESADE all future challenges, because Alumni has been excellent ESADE alumni are demanding over the past fi ve years and want an alumni associa- because there has been a tion that brings them value good personal and institutional and caters for their needs understanding and between for networking, refresher management teams because programmes and careers, we both wanted a strategic that supports ESADE, that alignment with common goals. encourages the pride of belonging and that is useful Projects that link up with ES- to society. I am convinced that ADE Alumni’s need to be useful ESADE Alumni will continue to to society. grow and strengthen its value Exactly. Here ESADE Alumni proposition. launched the Alumni Giving Back project, which enables Something that would not be alumni to offer their talents to possible if a team had not been the third sector. The response in place to serve them. of alumni to the Alumni Giving One of the biggest challenges Back project has pleasantly when we started out was surprised us. In fact, it was to expand the professional successful right from the start staff at ESADE Alumni to and has not stopped growing carry out all of our projects. since. Last year we approved In the recruitment process we a new strategic plan for Alumni stressed hiring alumni pre- Giving Back which is presented cisely because we knew that in this issue of the magazine nobody would understand the and which will further facili- project better and put more tate the contribution of those enthusiasm into it than an Alumni who wish to provide alumnus. We’ve gone from a their talents to the third sector. staff of 6 to 24 people, nearly Plus we have also launched half of them alumni, to which a new strategic plan for the you have to add an average of Entrepreneurs and Investors eight interns. This team, led Club with the aim of promoting by Xavier Sanchez (Lic&MBA entrepreneurship, access to 97/SEP 08), has done ster- capital for entrepreneurs and ling work with commendable access to investment projects dedication and enthusiasm. for alumni who are investors or The strength and commitment business angels. of our professional team has made it possible for us, and These would be some of the will make it possible for us in great achievements of the the future, to take on highly past fi ve years, but there are ambitious challenges in all others… areas of the association’s ac- In my judgment, the indica- tivities and services. The drive 32 tor that best summarizes the and motivation of the boards
030-033 Desde Esade_ING.indd 32 9/11/10 16:25:37 FROM ESADE ALUMNI
Annual meeting of functional and sector-specifi c clubs and class delegates
Members of the boards of the func- tional and sector-specifi c clubs and class delegates once again gathered at the ESADEFORUM to hold their annual meeting before the end of the academic year and take stock of the previous twelve months. At the event, chaired by Germán Castejón, President of ESADE Alumni, they discussed the new services and activities to be launched by ESADE Alumni in 2010-2011.
and of the more than 900 ranking agencies say ESADE in refresher activities. This alumni involved in the network, Alumni is one of ESADE’s com- ambition can also be seen supported by the association’s petitive advantages. in the new plans to support professional staff, will enable entrepreneurs and investors us to continue improving and This year also involves changes and Alumni Giving Back and expanding our activities and at ESADE with the appointment in support for ESADE’s schol- move forward in fulfi lling our of Eugenia Bieto (Lic&MBA arships strategy. I would like mission. 73/ PhD 08) as Director Gen- to stress that the achieve- eral. What does this change ments over these years are In fi ve years you must have mean for the Alumni? the result of the hard work had some exciting times at the Eugenia will be a great Director and selfl ess commitment of head of ESADE Alumni… General. She knows ESADE many people. Among them All our Annual Conferences, and ESADE Alumni well, where I would like to mention the both in Barcelona and Madrid, she was the fi rst woman enormous contribution of for example, because that member of the Board. She is the 23 Alumni who have is when the strength of the a hard worker and has a vision served on the Board during group is most visible, and in and ambition for ESADE to be the past fi ve years, the 300 particular ESADE’s 50th an- a world leader. ESADE Alumni on the Boards of Clubs and shares this vision and I am Chapters and the 600 class “We have expanded our sure she will have the active delegates. global network, from 3 to 32 support of the entire group of alumni to make it happen. What about the Alumni? international Chapters” Firstly, I hope they will continue What would you say to the peo- supporting the association, niversary which we celebrated ple who are coming after you? participating in its activities in the Liceu in the presence I would like to convey to the and being demanding. Then of the Prince and Princess of Board, all alumni involved secondly, thanks. Thank you Asturias and Girona. You also in running Clubs, Chapters, on behalf of everyone who get special moments when, etc., and to the delegates has served on the Board over for instance, you’re leaving an the need to maintain the these fi ve years. Thanks to the event and an alumnus comes ambition to further develop alumni, the professional staff up to say their employment ESADE Alumni’s value propo- and all the ESADE community situation has improved thanks sition for all alumni, ESADE for the trust and support we to the Careers Service or you and society. I am convinced have received at all times. For get a thank you e-mail. I would that the Board has that ambi- all of us it has been an honour also highlight instances of tion and has a clear action and we have spared no effort institutional recognition when plan to continue driving the to make our dream come true: alumni associations at other internationalization of the that ESADE Alumni should schools worldwide say our network, to increase network- be the best association for alumni network is a bench- ing opportunities and quality all alumni, for ESADE and for mark, or when certifi cation and and to maintain a high level society. Thank you. 33
030-033 Desde Esade_ING.indd 33 9/11/10 16:25:44 BUSINESS CASES
When forecasting is not predicting The ESADE ‘Diana’
BUSINESSPEOPLE ARE SUBJECTED TO A BARRAGE OF FORECASTS FROM ALL KINDS OF INSTITUTIONS. GIVEN THEIR DISPARITY, MANAGERS WANT TO KNOW WHICH ONES THEY CAN TRUST. WHAT ARE THE GROUNDS FOR THE ANALYSTS’ PREDICTIONS?
(Lic&MBA90) Assistant Professor of the Department of Marketing Manage- ment at ESADE, Trías de Bes is also a founding partner of Salvetti&Llombart and author of the books Lateral Marketing, Good Luck, The Time Seller, The Little Black Book of Entrepreneur- ship and The Man Who Traded His Home for a Tulip, which won the 2009 Temas de Hoy Award. His fi ction includes Absurd Stories, Words under the Sea, The Sounds Collector, The Story Writes Me and A Thousand Million Mussels. He regularly writes for La Van-
FERNANDO TRÍAS DE BES guardia and El País Semanal.
FIGURE 1: ESADE Diana, results SA DE presented the ES- ADE Diana to the media, of forecasts made in the autumn E a tool which measures the average deviation of Intermoney 1.77 2.50 Government of Spain 2.47 FUNCAS 1.77 the Spanish GDP forecasts made by institutions from the 2.32 Flores de Lemus 1.97 IMF 2.40 real thing. ESADE’s purpose
2.25 with this tool is not to draw up a league table of which OECD 2.37 Caja Madrid 2.00 2.12 institutions are most (or least)
2.00 accurate. What we’re really trying to do, in line with one Santander 2.37 AFI 2.10 1.50 of our missions as a busi- ness school, is to provide a service to businesspeople IEE 2.29 BBVA 2.11 and society. This index is absolutely essential, as can be seen by the way it’s been La Caixa 2.23 Caixa Catalunya 2.13 enthusiastically received in the media. Employers and ICAE 2.23 National Council of Chambers of Commerce 2.13 managers are subjected to CEPREDE 2.23 The Economist 2.17 a barrage of forecasts from Average deviation all kinds of institutions: 2007-2009 fi nancial (banks and special- ised publications), private The Diana fi gure is the result of calculating the Deviations are always calculated by absolute value (economic consultancy fi rms, average difference over the last three years between (positive). Every point on the graph is a one-point the forecast made by each institution (September/ GDP deviation. fi nancial analysis institutes), October) compared to the actual fi gure published by public (International Mon- the INE at the end of the following year. 34 etary Fund, European Central
034-036 Casos Empre_ING.indd 34 9/11/10 19:06:57 BUSINESS CASES
Bank, Government of Spain, Instituto de Crédito Ofi cial) FIGURE 2: Change in GDP vs. change in deviation and academic (universities, business schools). Produc- ing and publishing forecasts 5.0% 4.1% is a very profi table business 3.9% 3.7% 4.0% 3.5% from a media standpoint: the 3.0% 3.2% 3.0% media tend to echo those who 2.1% venture to foresee what we ex- 2.0%
pect from the economy in the 0.9% 1.0% 0.6% 0.7% 0.5% coming months. And that’s 0.4% 0.4% what it should be like. Making 0.0% 2003 2004 2005 2006 2007 2008 2009 predictions in economics is an -1.0% uncertain business, but we do need forecasts. Corporate and -2.0% public budgeting rests largely -3.0% on expected change in GDP, so -4.0% this information is essential -3.6% for managers. The problem Actual GDP Average deviation is that so many institutions make predictions that it is very diffi cult, if not impossi- ble, for all of them to be the Spain. Thus between 2003 times any information that same. And given this disparity, and 2007, as the baseline, affects the expectations of managers want to know which institutions tended to deviate people and businesses is ones they can trust. What are only slightly from reality and going to be gone over with a the grounds for the analysts’ also the spread between them toothcomb. predictions? was quite small. During this So in times of such instabil- period, the average deviation ity, managers need facts. COMPARING FORECASTS was about half a point of GDP. They need someone to bring In Spain, unlike what happens In a stable environment, the together in one place both for example in the United models could cope fairly well. forecasts and what actually States, predictions are rarely But then came the crisis and happened later on, so that compared with the real data in the autumn of 2007, GDP when drawing up budgets for seen later on. That’s why here forecasts for 2008 were off the following year they are in a at ESADE we set out to be by 2.1 points on average. much better position to evalu- the institution that fi lls that Those made in autumn 2008 ate the information they have. gap. The indicator we call the for 2009 were wide of the ESADE Diana is more of a no- mark by 4.1 points! (See The ESADE Diana is more tary than a judge. We do not Figure 2.) These are enor- judge; we simply record what mous deviations, and while of a notary than a judge the prediction made by each all institutions increased institution was at the time their divergence from what It is important to note that and what the subsequently actually happened, not all getting it more or less observed data are. did so to the same extent. right is not the only or the The need to compare the Some were somewhat wrong most important criterion prediction with actual GDP and others were a lot wrong. to consider. For example, has become especially urgent In times of crisis, the social it might be the case that in recent years due to the role and the impact of the a shepherd is right about severe economic crisis that publication of forecasts is rain the following day based has taken hold all over the much greater than in less on their experience when world and specifi cally in troubled periods. In diffi cult they see the clouds, while a 35
034-036 Casos Empre_ING.indd 35 9/11/10 19:06:57 BUSINESS CASES
meteorologist using sophis- months with precise cut-off GDP fi gure that INE changed ticated tools and techniques dates that are the same for just a few weeks ago by a gets it wrong. Nonetheless, all institutions. decimal point after it had a tourist may well prefer to All the detailed informa- fi nished counting exports and go on accepting the meteor- tion about this instrument imports for the year. When we ologist’s forecast as right. is posted on the ESADE publish the Diana for year-end In other words, the way in website, ranging from how it forecasts, the deviations will is produced and the raw data be calculated with respect to Getting it more or less right is not from which deviations have this new offi cial fi gure. the only or the most important been calculated to the Diana criterion to consider itself. It will be updated on a SERVICE TOOL regular basis as the Spanish Many institutions included which change in the economy National Statistics Institute in the Diana have got in is calculated is also informa- (INE) publishes offi cial data touch with ESADE to say how tion that would be handy for for GDP growth. For example, pleased they are with it. In managers and we’re planning the Diana that was presented spite of now being reviewed to build it into subsequent to the media and is repro- in terms of their degree of Dianas. duced here (See Figure 1.) accuracy, research services We have had the invaluable is calculated using a 2009 appreciate and prefer that assistance of FUNCAS, an independent organisation, the Savings Bank Founda- as is the case with ESADE, tion, as the main source should collect this information for developing the ESADE and make it public. We have Diana. For some years now received suggestions for im- its research service has provement from them, some been publishing a forecast of which we will implement. panel in which annual fore- In addition, major institutions casts are updated every two that were not on the FUNCAS panel have asked to be in forthcoming Diana. The media are also making increasing use of the Diana. When an institution gives a press conference and issues a new forecast, some journal- ists are already accompany- ing this new data with the average error the institution recorded in the past so that readers can evaluate the new prediction. We would like to take this opportunity to thank the De- partment of Economics for its help and suggestions in draw- ing up the Diana, and also the Media Offi ce and the General Secretariat for the efforts they have made to gradually turn the ESADE Diana into one of the major benchmark indica- tors in Spain.
Learn more about the ESADE Diana at http://www.esade.edu/sites-esade/esp/diana 36
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037 PUBLI michelin_ING.indd 37 9/11/10 16:27:50 WE TALK TO
Eugenia Bieto TALKS TO MARCEL PLANELLAS ABOUT HER NEW POST AS DIRECTOR GENERAL OF ESADE AND HER PLANS FOR THE SCHOOL.
Marcel Planellas: You’re the new were lots of things it did that Director General but your fi rst had to do with maths, such contact with ESADE was as a as fi nance and accounting, I student. What was ESADE like decided to come here. I was the when you were reading for your only woman in the tenth class. degree? It was a very new school, where Eugenia Bieto: First of all, it people studied hard and there only had one building and I was were good lecturers with an the only woman in my class. obvious vocation for teaching. I Actually, my fi rst choice was to have very good memories of it study Mathematics and I had and keep in touch with many of almost enrolled in the Faculty my classmates. of Sciences with a scholarship. However, every day I went past M.P.: You were a scholarship ESADE on the way to the Lycée student… Français and I wondered what E.B.: Yes, besides working 38 it was. When I saw that there I made an effort to see if
038-041 Conversamos_ING.indd 38 9/11/10 19:04:24 WE TALK TO
From internationalization to globalization
SINCE 1 SEPTEMBER, EUGENIA BIETO (LIC&MBA 73/ PHD08) HAS BEEN THE NEW DIRECTOR GENERAL OF ESADE REPLACING CARLOS LOSADA (LIC&MBA 79/ PHD03). ALONG WITH MARCEL PLANELLAS (PMD87), SECRETARY GENERAL OF ESADE AND MEMBER OF THE BOARD OF ESADE ALUMNI, THE SEVENTH DIRECTOR GENERAL OF THE INSTITUTION - AND THE FIRST WOMAN TO HOLD THE OFFICE – LOOKS BACK OVER HER CAREER AT ESADE AND REVIEWS THE MAIN POLICIES TO BE PUT IN PLACE OVER FORTHCOMING MONTHS.
I could get some form of for fi rst year. From there, research. Plus I also spent fi nancial aid. At the time after graduating I was offered several years away from ESADE had no scholarship the post of Professor of ESADE and that was when programme, as they only Mathematics for fi rst year and I became interested in the existed for state schools. But later on Statistics. I remember world of entrepreneurs I was able to study with what that time with special and I worked in different was called an “honour loan” feeling, as I had a vocation government agencies trying (a bank gave you a loan and for teaching and those were to promote entrepreneurship the only guarantee was your my fi rst steps as a teacher. development programmes. “honour” which meant you The atmosphere in the promised to pass everything). Department of Quantitative “We cannot afford the luxury of not having I remember very well how Methods at ESADE was very the most talented people in the world every year I had to go to the exciting, with great colleagues in our classrooms for fi nancial reasons” bank with my marks and ask like Joan Sureda (Lic&MBA for the loan to be renewed 77), Pere Batallé (PMD 79) From there, when I came for the following year. It put and Joan Roig (Lic&MBA 73 back to ESADE I taught me under a lot of pressure /SEP 04), and especially the entrepreneurship on but I’m very grateful to have person who was my “boss”, various programmes got this loan, which was also Eduard Bonet. and was director of the interest-free. Entrepreneurship Centre VOCATION FOR MATHS from 1997 to 2008. M.P.: When you graduated M.P.: But your doctoral During my PhD I decided to you joined the school as thesis was about corporate investigate how to encourage an assistant professor of entrepreneurship… entrepreneurship within Mathematics. What was that E.B.: Yes, a thesis companies, what’s called like? which, moreover, you corporate entrepreneurship. E.B.: Because I liked maths, supervised. My vocation I’m convinced that fostering I gave private classes to was mathematics and I an entrepreneurial culture other students throughout my began to study how to will be key for business degree and in my third year apply them in the business development in the 21st I did an assistant internship world. So I got into market century. 39
038-041 Conversamos_ING.indd 39 9/11/10 19:04:26 WE TALK TO
M.P.: Over the last fi ve SENSITIVE TO THE CRISIS geopolitical scene. The third years you have dealt with M.P.: How is this crisis we area of impact has been in the management issues as are experiencing worldwide corporate social responsibility corporate deputy director affecting business schools? of managers and companies. general of ESADE. What would E.B.: It has affected them At ESADE we have not had to you pick out from that period? in many ways, but they can schedule a ethics course as E.B.: I have to say that I’ve be summed up in three a matter of urgency because always liked management. In areas. First of all, the most training managers to be fact, in 1978 I was assistant immediate effect is economic. socially responsible citizens to the Dean and in charge of Some programmes targeted is in our DNA, but we need managing the programmes at companies are much more to continue go deeper into that now would be the sensitive to the crisis and, it so that corporate social Executive Masters. In this in lockstep, it also affects responsibility is internalized period I’ve also been able to families which increasingly in each and every one of our combine management with need to apply for more activities. teaching, which has been scholarships and loans to a lot of work but has been pay for education; this means “You’re an ESADE alumnus very rewarding. Plus I’ve also that ESADE needs to have had the opportunity to work more scholarships available. your whole life and that is with a genuinely excellent We cannot afford the luxury a big responsibility” management team. I learned a of not having the most lot from Carlos Losada, I was talented people in the world M.P.: In this general context, in at the birth of major projects in our classrooms for fi nancial how should ESADE evolve including the new Sant Cugat reasons. Another area in which going forward? campus and I gained a greater the crisis has had an impact E.B.: ESADE is going through understanding of what ESADE’s is that lecturers have had to a great period and thanks role in society is. Starting in adapt their courses and carry to the leadership of Carlos 2008 I also led the adjustment out research so as to be able Losada, it has become plans that we put in place at to answer the new questions internationally recognized ESADE as a preventive measure and challenges that come up by the leading rankings that to guard against changes in the after the changes that are assess our Business School economic climate. taking place in all areas of (MBA, Executive Education, organizations and the law. In BBA, MSC) and Faculty of Law the words of Javier Solana, programmes as being among beyond the economic crisis the best in the world. Now we are witnessing a profound we want to become a global transformation of the global academic institution, which
Eugenia Bieto
Director General of ESADE and an Associate Professor of the Department of Business Policy, Eugenia Bieto has a PhD from Ramon Llull University, a degree in Business Administration and a Master in Business Administration from ESADE and the Polytechnic University of Catalonia. She has been corporate Deputy Director General ESADE since 2005 and director of the Entrepreneurship Centre at ESADE between 1997 and 2008. During her career she has been linked to the world of entrepreneurship, both in the founding and management of new businesses and also in implementing strategic innovation programmes in companies and in developing new lines of business. She is currently a member of the Executive Board of Ramon Llull University, the Steering Committee of the European Federation for Management Development (EFMD) and the Strategic Board of the Community of European Management Schools (CEMS). 40
038-041 Conversamos_ING.indd 40 9/11/10 19:04:30 WE TALK TO
means being recognized as and now we have a lot going has undergone impressive a centre of excellence in our on in Brazil – and also enter growth, becoming one of the specialized fi elds. We like to the Asian markets, especially largest voluntary membership say we do not want to become India. We want to undertake professional associations in the world’s best, but the best this journey by weaving a net- Europe and the world. Alumni, for the world. work of alliances and partner- whether individually or through We must open ourselves ing other organizations that their clubs and Chapters, up more to the world while can help us build the ESADE are our ambassadors. We maintaining our roots and our of the future, a world-class have to strengthen ESADE raison d’être: to train people university. Alumni so that we can have to become competent leaders an increasingly powerful and responsible citizens. We M.P.: What do you think ESADE and active network. We are Europeans and we will Alumni can contribute to this need the engagement and strengthen our presence in project? commitment of ESADE Alumni; Europe, but we also want to E.B.: ESADE without ESADE its active involvement is very develop our presence in Latin Alumni makes no sense, and important, for instance, in our America – we are in Argentina vice versa. ESADE Alumni scholarship programme and our globalization process.
M.P.: You know ESADE Alumni well because you’ve been on its board… MARCEL PLANELLAS E.B.: That’s right. In the 1998- A Professor of the Department of Business Policy, Marcel Planellas is Secretary 99 academic year Antoni M. General of ESADE and a member of the Board of ESADE Alumni. He holds a Güell (PMD 76) and Xavier PhD in Economics and Business from the Autonomous University of Barcelona Pérez Farguell (Lic&MBA and a degree in Modern History from the University of Barcelona. He is Principal 77) asked me if I’d like to Investigator of the Research Group for Entrepreneurship (GRIE) at ESADE- Ramon Llull University. He is also a member of the Strategic Management join the board and I became Society, the Academy of Management and the Iberoamerican Academy of the fi rst woman to do so. It Management. He has been President of ESADE’s Faculty and Director of the was a tremendous experience Department of Business Policy. He has participated in international academic over four years and enabled conferences and published articles in journals such as MIT-Sloan Management me to view things from the Review, Long Range Planning, Journal of Organizational Behaviour and Business standpoint of the Alumni. Horizons. His most recent books are Acción Social Estratégica (ed. LID, 2009) You’re an ESADE alumnus your and De la idea a la empresa (ed. Gestión 2000, 2003). He is an independent whole life and that is a big director on the boards of various companies. responsibility. 41
038-041 Conversamos_ING.indd 41 9/11/10 19:04:35 UPDATE REFRESHER PROGRAMMES ‘From CIO to CEO’ SPEAKER: Xavier Busquets (MBA 92), Director and Professor of the Department of Information Systems Management at ESADE.
Professor Busquets set out in his talk entitled from “From CIO to CEO”, given as part of the ESADE Alumni Continuing Programme, what aptitudes and attitudes the systems director of a company should have if s/he Busquets believes that companies should focus hopes to become the Chief Executive Offi cer of his or on training executives with extensive information her workplace. Although he admitted that he knew of technology knowledge and the ability to direct. few cases, at least in Spain, where the Chief Informa- Another key point is that the CIO must be able to tion Offi cer (CIO) had made the leap to Chief Executive develop a new language in which technology is Offi cer (CEO), he argued that given the technological presented as a resource that can act as a lever for profi les of a number of companies it is quite possible the company’s growth, and contribute to improving that there will be more in the future. its competitive position.
Leadership and Confi dence
SPEAKERS: José Mª Gasalla, Professor in the Department of Human Resources Management at ESADE, and Leila Navarro, speaker and expert on behaviour
Companies have to achieve ing tough times, for example went over the ‘Management their results through their during the current crisis.” For through Trust’ model, made people; what’s less obvious, her part, Leila Navarro used up of an A for self-confi dence however, is whether employees an assortment of exercises (autoconfi anza in Spanish) and are bringing all their talents to with the alumni to break down completed by seven Cs: profes- the table. Based on this uncer- various paradigms, including for sional competence (capaci- tainty, Professor Gasalla and Ms instance individuality in order to dad profesional in Spanish), Navarro delivered an extremely strengthen the importance of conscience, clarity, compliance, interactive session during which teamwork so that “if one person coherence, consistency and they encouraged the participa- wins, everybody wins”. courage. As Professor Gasalla tion of all attendees. Various In the fi nal part of the session, explained, these are Cs that exercises were used to launch both speakers emphasised oth- “translate into employee com- key messages, such as José er key issues such as the ability mitment and customer loyalty”. Mª Gasalla’s about “the need to fi nd unique qualities in each In other words: good results and to start doing new things dur- person. José Mª Gasalla also therefore greater trust.
Attendees have their say
MÒNICA ROCA (PMD 09) PEDRO GUIRAO (EDIPR 91) Banking Textiles “It was a great show. Josep Mª Gasalla and “No sooner had the event started than I was surprised by the Leila Navarro have the ability to make simple staging, as I had been expecting a normal fl ash session. At things that other people complicate. Clear the end, my takeaways were the very short general equation ideas and messages and lots of laugh- and some ideas that were presented during the session. I think ter! Self-confi dence is crucial, being Professor Josep Mª Gasalla could have gone a bit deeper consistent with yourself and acting on into things as the topic was pretty interesting. Lastly, I have your principles. Only that way can you to admit that after my initial shock I got to thinking about generate the bonds that produce com- things and the day after the meeting I was even humming mitted teams.” the song used to round it off.”
View the video summary at www.esadealumni.tv Members only: view the complete video of the session TV at www.esadealumni.net 42
042 Prog Actualizacion_ING.indd 42 9/11/10 16:29:46 Nos mojamos contigo En lfa consulting sabemos por experiencia que implicarse es obtener resultados. Porque somos la consultora líder en la implementación de cambios que aseguran la mejora continua en la gestión de sus operaciones. La clave de nuestro servicio es la colaboración en la base de las diferentes áreas de su organización garantizando así el compromiso con los resultados de su empresa.
BARCELONA / MADRID / LISBOA / www.alfaconsulting.com
anun_220x280.indd043 Publi_AlfaConsulting_ING.indd 1 43 9/11/102/3/10 18:59:1316:30:22 LEGAL AREA
Challenges posed by a global context New technologies and intellectual property rights
THIS ISSUE CAN BE ADDRESSED FROM A SIMPLE, EXPERIENCE-BASED PERSPECTIVE BY EXPLAINING THE RELATIONSHIP BETWEEN THE TWO, OR BY ANALYSING THE PROBLEMS IN THAT RELATIONSHIP.
PhD in Law from the University of Barcelona and Master in European Law from the Institute for European Studies (Free University of Brussels). She is Director of the IP&IT Masters at ESADE, a Professor of the
CARMENCHU BUGANZA ESADE-URL Law Faculty and a lawyer with Legal Capital S.L.
eginning with the former option, it might B be said that new tech- nologies are the driving force behind intellectual property. If we take a trip through his- tory, we’ll see that intellectu- al property rights have been created and developed due to technological advances.
A RIGHT COEVAL WITH PRINTING The advent of printing in the 15th century gave rise to intellectual property rights. Printing press owners asked the government to protect their investment and called required prior knowledge of for the establishment of what was to be published. privileges that would allow So in this way publishers’ them to exploit their indus- privileges were created. trial activity with exclusivity. Years later, in the 18th For their part, the authorities century the recognition of in- wanted to maintain absolute dividual freedoms brought an control over their citizens and end to the era of monopolies 44 impose censorship, which and a new period began in
044-046 Espacio juridico_ING.indd 44 9/11/10 19:02:47 LEGAL AREA
ESADE Intellectual Property and the Information Society Forum
The ESADE Intellectual Property and the Information Society Forum has been set up by the ESADE-URL Law School to analyse and discuss the challenges posed by the information society in order to fi nd solutions that foster its development. More information and a meeting schedule for its 2nd year in 2010/2011 is available at: http://www.esade.edu/posderecho/esp/foros_posderecho/ip_it
which the author took centre dustries were all developed. stage and replaced the The rise of these industrial entrepreneur as the owner of activities over the past cen- intellectual property rights. tury and their importance in However, it was not until the the use and distribution of 19th century that the fi rst works led to the protection of legal instruments governing intellectual property with the intellectual property rights recognition of rights related as we know them today were to copyright. created. The Berne Conven- tion of 1886 was the fi rst Intellectual property rights have international instrument been created and developed due to regulate copyright and the Paris Convention for to technological advances the Protection of Industrial Property adopted in 1883 History shows that the was the fi rst international advance of new technolo- treaty that governed patents, gies takes place globally trademarks and industrial in tandem with intellec- designs. Both instruments tual property rights. We have been updated and are saw above that the fi rst still in force. instruments for intellectual In the 20th century technol- property regulation were ogy development underwent international because a boom, in turn triggering the national protection was no growth and consolidation of guarantee against the use intellectual property rights. of works outside the juris- At this time new inventions diction of domestic law. appeared that enabled works to be reproduced. The audio- RIGHTS OF THE visual, recording and radio in- PEOPLE COME FIRST The second option referred to above for answering our question leads to the observation that the new factor in the digital environ- ment is not inventions or globalisation, but rather the arrival on the scene of people or individuals. 45
044-046 Espacio juridico_ING.indd 45 9/11/10 19:02:53 LEGAL AREA Alumni have their say
DIANA GAYOSO (Máster Prop. Int. y Soc.Inf. 08) Lawyer, Grup 62 “The use of new technologies is rapidly creating new for- mats and ways of exploiting works subject to copyright, which means that in the absence of doctrine and juris- prudence on the subject, we are constantly interpreting the legal rules and trying adapt to these new formats and ways of exploiting works. It really is very exciting to be able to take part in this technological revolution.”
BELÉN CHARRO DE LA FUENTE (Máster Prop. Int. y Soc.Inf. 09) Lawyer, Sainz de Baranda Asoc. “With the use of ICT, the interna- tionalisation of confl ict is now the rule rather than the exception. But the biggest obstacle is not the diffi culties involved in any international process per se, but rather that in this technological age the forms and patterns of social and economic interaction change at breakneck speed. What works today is obsolete (or repealed) tomorrow. Thus in terms of intangibles, we have a changing regulatory landscape, one that is diverse, full of lacunae and confl icting criteria (not even what catego- products protected by intel- ries should be included in the concept of IP is lectual property rights that uncontroversial). Comprehensive and uniform give people what they want legislation would help, but in addition lawyers and respect their rights. The face the challenge of foreseeing and anticipating aspects to be considered confl ict by providing legal solutions to protect in this new scenario are the their client’s interests a priori.” use of new technologies in management or business CARMEN BALAGUÉ SIERRA The receiver of the product systems, the implementation (Máster Prop. Int. y Soc.Inf. 08) or service defi nes what they of mechanisms to match Lawyer, Grupo Ferrer want. Users have their say supply with the demand of “The main challenge is to ad- and create the trends im- the target audience, and dress the concerns of authors posed on producers through fi nally and most importantly, about the effectiveness of their preferences. This is guaranteeing the confi denti- technological measures for protecting their the radical change that has ality of personal information, rights to digital content everywhere and the taken place in the contempo- secure transactions and effectiveness of pursuing and subsequently rary world. consumer rights. prosecuting infringements of their rights Whatever might be the answer committed through servers that are in foreign The fi rst instruments for put forward as a solution to countries and/or by using made up registra- intellectual property regulation the problems surrounding new tion data, while at the same time ensuring were international technologies and intellec- access to culture for the public and thereby tual property rights, it needs spreading access to the sources which crea- It could be said that the key to take into account the tion itself absorbs. As stated in the ruling on to understanding the current fundamental rights of people, the Grokster case, ‘The introduction of new problem is to shift our atten- another type of exclusive technology always disturbs the old markets (...) tion and focus on people. right that is recognised by but history shows that time and market forces The challenge is to fi nd the democratic societies and is end up fi nding a balance between different formula for safely and cost- ranked higher than economic 46 interests.’” effectively using content and or property rights.
044-046 Espacio juridico_ING.indd 46 9/11/10 19:03:00 047 Publi_Cambra_ING.indd 47 9/11/10 16:33:28 ESADE NEWS
New 2010-2011 academic year is launched Eugenia Bieto (Lic&MBA 73/PhD 08), Director General of ESADE, offi cially launched the 2010-2011 academic year with her inaugural lecture The challenges for higher education: ESADE’s viewpoint.
At the event chaired by propositions for education, nities, but also because it Pedro Fontana (Lic&MBA but also called for political plays a key role in research. 74), ESADE Foundation impetus. “A good university On a similar note, she President, Esther Giménez- system should be a priority argued that “we must shift Sali nas, Ra mon Llull Uni- for politicians and social from the knowledge society versity Rector, and Alfonso players,” she stressed. to the research society, but Sauquet (MBA 90) and During her opening lecture, without forgetting our role to Enric Barlett, the Deans of Bieto also pinpointed the work in and for society.” ESADE Business School and importance of a university ESADE Law School respec- as a service to society, not COMMITMENT tively, the Director General of only because it contributes TO DIVERSITY ESADE encouraged society to the education of people The ESADE Director General in general to foster new committed to their commu- referred to the Bologna Proc- ess as a prime example of initiatives that must be con- stantly nurtured. She also said that we have to move towards “the creation of a European citizenship whose higher education institutions make personal and social growth possible within an all-enriching diversity.” Over recent years, ESADE has found its niche in a diverse and plural setting. As she pointed out, “entering the European Higher Education Area is, for our institution, an opportunity to integrate knowledge, skills and values into students’ all-round education.”
ESADE continues to gain ground in international rankings
The ESADE Master in International Man- international graduate job mobility by the agement (MIM) and CEMS Master fi rmly Master in International Management. This feature in the world top ten for the second commitment to student diversity is also year running, according to the annual prevalent on the ESADE Full-Time MBA, Financial Times Bologna-adapted masters which has enabled ESADE to rocket up in management ranking. ESADE is the nine places in the most recent Economist only Spanish business school to boast MBA ranking. This new rise consolidates two masters in the global top ten. The ESADE’s position among the world’s top CEMS Master notches up second place twenty business schools in all internation- 48 worldwide and the same spot is taken in al sector rankings.
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5th Sant Benet Conference: Leadership in Times of Crisis
The ESADE Chair The sessions, held at the Sant Benet de Speakers included Jordi Pujol, former in Leadership Bages monastery in Barcelona province, President of the Generalitat and Director tackled the current crisis from two angles: the of the ESADE Chair in Leadership and and Democratic global crisis and the local crisis. The afternoon Democratic Governance; Javier Solana, Governance played of the fi rst day saw conference-goers discuss Chairman of the ESADE Center for Global host for the fi fth year the new scenarios presented by geopolitics Economy and Geopolitics; Felipe González, running to leading and the vital requirements for leading global ex-Prime Minister of Spain; Ramón governance. On the second day, attendees re- Jáuregui, Member of the European Parlia- fi gures from society fl ected on an agenda for social and economic ment (now Minister of the Presidency); and politics. change to bring about a solution to the crisis. Enrique Iglesias, Secretary General of the Two important aspects were focussed upon: Ibero-American General Secretariat; and the reform of the welfare state and the reform Eugenia Bieto (Lic&MBA 73/ PhD 08), of public administration. Director General of ESADE.
Curso ‘Science & Cooking’ organizado por Harvard y la Fundación Alicia, en colaboración con ESADE The opening session of the programme, sponsored by Harvard and the Alicia Foundation in partnership with ESADE, featured international chefs Ferran Adrià from El Bulli restaurant, José Andrés from ThinkFoodGroup, and leading food critic Harold McGee.
The Science & Cooking pro- session. Silviya Svejenova, an gramme, sponsored by the Har- ESADE lecturer who is to be a vard School of Engineering and visiting professor at Harvard, Applied Sciences and the Alicia and ESADE Professor and Sec- Foundation in partnership with retary General Marcel Plane- ESADE, aims to nurture links llas (PMD 87), the authors between culinary creativity, sci- of the El Bulli case study, ence and corporate innovation. said that this course “could encourage thinking about how BRINGING SCIENCE to bridge the gap between TO BUSINESS science and business so they International chefs Ferran can help each other to create Adrià from El Bulli restaurant, greater economic wealth and José Andrés from Think- more social impact.” FoodGroup, and leading food Once the programme has critic Harold McGee were fi nished, the conclusions will the speakers at the opening be presented at ESADE. 49
048-051 Noticias esade_ING.indd 49 9/11/10 19:01:05 ESADE NEWS
“la Caixa” wins fi fth edition of ESADE Brand Centre Awards
The fi fth Brand Centre Awards, organised by ESADE in conjunction with Accenture and Expansión, also gave prizes in its different categories to Mango, Mutua Madrileña, Natura Bissé, Consorci Sanitari Integral and Fermax.
The Overall Award, selected from amongst the winners of the contest’s seven categories, was carried off this year by “la Caixa”. Factors which helped secure the Overall Award for the savings bank included its proven track record of excellence in brand management, the brand’s strategic positioning across its organisation, and the enormous commercial success and widely-recognised branding. In CATEGORIES enjoyed on opening out to non- fact, for the seventh year running AND WINNERS Catalan markets. “la Caixa” has topped the Merco- The prize-winners for the 5th Awards The jury noted that “la Caixa” Marcas Financieras ranking as the are as follows: has a visionary understanding of company with the best corporate • Brand Creation: No winner brand potential as a cornerstone image, scoring particularly well on • Brand Repositioning: for expansion, making its products quality, professionalism, ethics and Mutua Madrileña stand out in the market, securing corporate social responsibility. • Brand Internationalisation: ties with customers and other The Overall Award, which in previ- Natura Bissé stakeholders, attracting talent ous years has gone to BBVA (fi rst • Corporate Brand: Mango and creating team spirit amongst edition), Movistar (second edition), • Long-term Track Record: its workforce. The company has Banco Santander (third edition) ”la Caixa” been a leading fi nancial institution and Repsol (fourth edition), is • Non-profi t Brand: Consorci Sanitari throughout its history, with an un- chosen from amongst the seven Integral rivalled image in the marketplace category winners. • B2B Brand: Fermax
Graduation of the 8th EMBA class in Madrid
Enrique Goñi, CEO of Caja Navarra since 2000, was the keynote speaker at the 8th ESADE Executive MBA (EMBA) graduation ceremony in Madrid. The event was chaired by the Dean of ESADE Business School, Alfonso Sauquet (MBA 90), and at- tended by Camelia Ilie (SEP 07), Executive Education Director at ESADE in Madrid, and Jaime Castelló (EMBA 03/ Programa de Retail 05), Professor in the Department 50 of Marketing at ESADE.
048-051 Noticias esade_ING.indd 50 9/11/10 19:01:10 ESADE NEWS
ESADE remembers Xavier Adroer
The ESADE community organized an event in September in memory of Xavier Adroer, Director General of the school from 1969 to 1988, who died on 26 May. In addition to the speeches made on the day, ESADE’s Director Generals have set out Adroer’s great contribution to the institution in the joint obituary reproduced below.
Commitment and rigor Xavier Adroer Tasis (1931-2010) Doctor in Sociology, Jesuit; former Director General of ESADE
He was born in Santa Coloma de Farners, the son of a notary and the second of six children. He was appointed Director General of ESADE in 1969 by the Board. Xavier Adroer Tasis was a vigorous Jesuit with an extraordinary humanist education. His PhD in Sociol- ogy from the Sorbonne in Paris enabled him to provide an accurate and acute diagnosis of the social reality in Spain in the 1960s and 1970s. He died in Baden-Baden.
He was the founder, along with other European business schools, of what today is the European Founda- tion for Management Development (EFMD) and he established links with schools in Central America. He gave the fi rst international course at Indiana University in the early 1970s and made ESADE a member of the AACSB and CLADEA. Together with the University of New York, HEC Paris and Brazil’s Getulio Vargas, he initiated a project that became the Partnership in International Management (PIM), which now has 80 business schools and is considered the best programme of its kind with the most extensive student exchanges between schools.
In the fi eld of teaching he reformed degree programmes by dividing them into two stages, which gave rise to major educational reforms that now, 30 years later, are becoming generalized under the Bolo- gna plan.
Xavier Adroer was passionate about justice and kept up strong ties with Central America and espe- cially with the Central American University of Nicaragua. Through professors, deans or alumni, each week he would visit the most innovative entrepreneurs to tell them about ESADE and explain “who we are and what we do”. This gave rise to the development of bespoke programmes for companies, which meant that ESADE worked with both young people (Business Administration degree students) and senior managers on in-company training programmes. He was also Deputy Chairman of “la Caixa” in Barcelona.
“We have to be the best so that people will listen to what they do not like to hear, but which we have an obligation to say,” he said. He had strong ties with the social reality surrounding the school, turning ESADE into an institution for extremely active citizenship. His goal was for the school to be close to poli- tics, yet always maintaining a high degree of independence. At the end of his time as Director General, and coinciding with the death of one of the lecturers he most admired, he helped to set up the Alfonso Carlos Comin Foundation.
He was a great leader who was able to bring together fi rst-class professionals. It would be hard to understand all these projects without the close cooperation in particular of his Dean, Professor Pugès. ESADE as it is today would be inconceivable without his efforts and generous contribution, which made ESADE into a great academic institution that is true to its identity.
Mariano Ibar, Jaime Filella, Lluís Pugès, Eugenia Bieto and Carlos Losada, Director Generals of ESADE
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