OCTOBER - DECEMBER 2006 | VOLUME 1 ISSUE 4
Beyond the
Glass
SPECIAL WOMEN ISSUE
Ceiling
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EDITORIAL TEAM Greg Atienza EDITOR-IN-CHIEF
Susan Africa-Manikan ASSOCIATE EDITOR
Sherbet Katigbak-Manalili MANAGING EDITOR
Haji Zulkifly Baharom Mohan Phadke Agnes Rosario de Leon Prof. Marie Lisa Dacanay Sarita Bahety Catherine Xianyan Chen Susan Jo Jocelyn Bernal Ma. Ana Liza Serrana Joel Jorge Gaviola Rose Cheryl Orbigo Jacquelyn Javier Kap Aguila Bea Santos Riza Olchondra Lianne Pad illa WRITERS
Jose Andres Puno PHOTOGRAPHER
Fran Ng Lester Lagos
OCTOBER - DECEMBER 2006
news
GRAPHIC ARTISTS
Lexmedia Digital DESIGN AND PRINTING
Contract Publishing & Marketing ADVERTISING REPRESENTATIVE
Maritess Aniago-Espiritu Khristine Revilla Voltaire Masangkay Joana Marie Ozeña ALUMNI RELATIONS OFFICE STAFF
Lourdes Co
4
ß Successful AIM Alumni Leadership ß ß ß ß ß ß ß ß ß
ILLUSTRATORS
Marlon de Leon Cecil Sundiang Janette Ong
VOLUME 1
Forum Held in Cebu First Videocon with AIM Alumni Held in Toronto The President’s Briefing in KL AIM President Visits Bangi and Putraja Villacorta Appointed as Adviser to FGE 2007 Alumni Homecoming Mini-Reunion AIM Alumni USA East Coast Chapter Now Incorporated Donations Report on Fund Drive for Dilip Kewat’s Family AIM Alumna Appointed as EMD for IMS Alumni Newsmakers: HSBC Names Marlon Young, MBM 1979, CEO of Private Bank for the Americas
BEYOND THE
DEAN OF THE INSTITUTE
Datuk Ir. Mohd Annas Hj. Mohd Nor. CHAIRMAN, FEDERATION OF AIM ALUMNI ASSOCIATION, INC.
Ricardo Pascua
The AIM Alumni Leadership Magazine (AIM Leader) is a quarterly publication of the Asian Institute of Management with editorial office at the Alumni Relations Office, Asian Institute of Management, 123 Paseo de Roxas, Makati City, 1260 Philippines Telephone No.: 892.4011 locals 331, 540 and 533 Telefax: 893.7410 | Email: aimleader@aim.edu Copyright 2007, AIM Alumni Leadership Magazine. All rights reserved. Reproduction in any manner in whole or in print, in English or other languages, without written permission is prohibited. ISSN 1908-1081
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“Strategic Planning and Management”Book
ß Sports: AIM Staff Brings Pride to Philippine Figure Skating Team
spotlight
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ß Datin Paduka Seri Rosmah Mansor: Charity Transcends Beyond Politics and Religion
ß Nguyen Thi Thuan: On Passion and Compassion ß Toh-Hor Goh: The Lady is a Champ
46
Victoria Licuanan
EXECUTIVE MANAGING DIRECTOR, ALUMNI RELATIONS OFFICE
ß Travel: AIM Goes to Bali! ß Bookshelf: Dr. Morato Launches
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PRESIDENT OF THE INSTITUTE
Greg Atienza
42
CEILING
Francis Estrada
EXECUTIVE MANAGING DIRECTOR, SCIENTIFIC RESEARCH FOUNDATION
showcase
GLASS
EDITORIAL ADVISORY BOARD
Marvee Celi-Bonoan
aim
Cover Story 28
FAIM Staff
CHAIRMAN, AIM ALUMNI ASSOCIATION – PHILIPPINE CHAPTER
ISSUE 4
briefcase
12
ß Social Entrepreneurship: An Asian Perspective ß Advocacy for Quality Health Care Organizations
insights ß ß ß ß ß
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Alumni Associations: Kelab AIM Malaysia 30th Anniversary . . . . . . . . . . . . . 38 Datuk Annas Re-Elected as President of Kelab . . . . . 39 Felicitation Dinner in Honor of Mr. N R Narayana Murthy . . . . . . . . . . . . . . . 39 Program Feature: Bridging Peace to Muslim Mindanao: The ARMM HRD Project . . . . . . . . . . . . . . .40 Class Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 End Note . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Both Girls and Boys are Like Your Precious Twin Eyes! Through the Eyes of a Volunteer Courage and Confidence, Keys for Career Woman Opposites Attract Poi de English?
Cover by JOSE ANDRES PUNO
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alumnileadership P RES IDENT’S
M ESSAG E
IT WAS A PLEASURE MEETING representatives of the Manila-based AIM alumni in a series of “Town Hall Meetings” that we conducted over the past few months. On my request, the Alumni Relations Office invited alumni representatives from different programs/years, broken down into five-year intervals, starting 1970-1974. We then extended the same effort outside of Manila locally, in Cebu and Davao and regionally, in Jakarta, Kuala Lumpur, Singapore, Bangalore, Mumbai, Delhi and Beijing. We also had a videoconference with our Toronto-based alumni. Quite apart from introducing myself, the objectives of these meetings were to engage the alumni community, describe the competitive environment and trends in graduate management education, explain where AIM is—after over 38 years of existence, describe a vision of AIM in the context and solicit their support for the Institute. These alumni meetings followed a series of one-on-one sessions I had with the full-time faculty members of the Institute—my first order of business. These meetings were very important in understanding the perspective of individual faculty members on the Institute, its problems and its opportunities. My take from both these sessions, as well as from other market feedback I have gotten, might be summarized as follows: The Good News
Despite intense regional competition, AIM retains—at least, for now—the following key advantages: a) AIM’s original target market —the most economically promising region in the world; b) an alumni network, many of whom have distinguished themselves (and occupy important positions) in their respective areas, exceeding 33,000 with almost half, non-Filipino; c) A list of corporate and institutional clients in the Asian region that is second to none; d) social investors that have supported the Institute in various ways over the years; e) a reputation—albeit under some competitive attack—for having an excellent practitioner-based teaching method and philosophy; f) a regionally knowledgeable faculty. The Challenges
These are currently the challenges that the Institute faces: a) the entry of high-quality, well-financed, and internationally-acknowledged leaders in graduate management education into the region; b) substantial upgrading of the local competitors in the region; c) the need to change the Institute’s business model, to allow it to compete effectively in a highly competitive marketplace; d) the need to substantially improve diversity and enhance the Asian character of the Institute; e) the need to secure regional financial and market support for the AIM mission–the development of capable managers and leaders uniquely suited to operate in Asia; f) the need to harness the
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formidable capacities of the AIM community and direct them towards a common institutional objective. In our effort to position AIM squarely as the graduate school of choice for anyone seeking to operate in Asia, we have launched or supported a number of initiatives, which include, among others: 1. Strategic partnerships in key markets in the region. a) We have signed, and activated, MOUs with Universiti Kebangsaan Malaysia (Sabah) and Institut Kefahaman Islam Malaysia (IKIM) or Institute for Islamic Understanding Malaysia.
There are many y challenges g that lie ahead for AIM. But then again, g as every y AIM graduate understands very g y well, steel is tempered by fire. b) We shortly expect to sign an MOU, initially covering entrepreneurship training with an important state-owned institution in China. c) We are in active discussions in Indonesia and India on important collaborative efforts. 2. Islamic Management Recognizing its growing importance regionally and internationally, we have launched an effort to develop a capability to teach Islamic business and management principles and practices (particularly to non-Islamic students). 3. Research on: a) ASEAN where we are pursuing efforts to develop special management programs for senior and mid-level ASEAN diplomats and trade negotiators. b) Asian production networks. c) Asian financial issues like the resolution of the non-performing asset problem created during the 1997 financial crisis. d) Regional economic integration. There are many challenges that lie ahead for AIM. But then again, as every AIM graduate understands very well, steel is tempered by fire. I have no doubt that, with the active and vigorous support of the AIM community, we can and will secure AIM’s rightful place as a leading developer of professionally capable, socially responsible managers and leaders for Asia. A belief in, and commitment to that objective is what made me take up the AIM challenge. One that cannot be overcome without the indispensable support of the Institute’s alumni. I ask you to join me in this undertaking.
Francis G. Estrada PRESIDENT, ASIAN INSTITUTE OF MANAGEMENT
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FRO M
THE
EDI TOR-IN-CHIEF
PEACE. IN THIS FOURTH ISSUE OF the AIM Alumni Leadership Magazine, we acknowledge the growing influence of women leaders and managers in Asia. Studies and surveys show that there is still substantial gender inequality—jokingly referred to by us men as really being in favor of women! Levity aside, we are thus delighted to feature the many outstanding alumnae of the Institute. As of this writing, we have almost 8,000 women graduates from 46 different countries with approximately 2,000 from degree programs and about 6,000 from non-degree programs. This represents about one-fourth of the total AIM alumni population. The female population in AIM has also risen from 9% in 1968 to 24% at present. This special breed of our Asian leaders, who strike the balance between hearth and home, and who manage to display distinctive leadership characteristics in contributing to the development of their respective businesses and community are all noteworthy and deserve to be recognized. The editorial team had a creative challenge in sifting through the alumnae database to select from our many outstanding graduates for the cover story. How would we and who were we to choose who to include on the cover story? We felt that many, many more women graduates should be featured also. The decision is to make this issue a “partial solution” in that there will have to be succeeding issues focusing on the AIM alumnae! Ultimately, it was a question not so much of who but also of when they are available especially for the cover photo shoot and interview deadlines. Hence, we have an all-alumnae-who-happen-to-be-Filipina cover story. SPOTLIGHT, on the other hand gives an all-alumnae-whohappen-to-be-from overseas focus.
...we have almost 8,000 women graduates from 46 different countries... about one-fourth of the total AIM population. We are privileged to feature seven outstanding alumnae leaders in out cover story. In alphabetical order—Myrna Alberto, ME 3, President, One Incentive Systems Advocates; Dinna Bayangos, MBM 1988, President, Ayala Land International Sales, Inc.; Dina Bernardo, MBM 1993, Chairman, Philippine Olympic Committee Athletes Commission; Vicky Garchitorena, MDP 1974, President, Ayala Foundation; Lala Fojas, MBM 1978, General Manager, Shangri-La Plaza, and our First Woman Distinction graduate; Coratec Jimenez, MDM 2002, President, International Movement for Development Managers; and Sandy Prieto-Romualdez, MDM 1994, President, Philippine Daily Inquirer. For SPOTLIGHT we have three outstanding alumnae from overseas: Effie Goh, MBM 1978, Triple A Awardee from Malaysia; Datin Paduka Seri Rosmah Mansor, BMP 1982, recently given an Honorary 2
Life Membership by Kelab AIM Malaysia; and Dr. Nguyen Thi Thuan, MDM 1998, Chairperson, Vietnam AIM Alumni Association (VNAAA). AIMLeader is grateful to our many alumnae who have enthusiastically responded to our call for articles and class notes. Sharing your insights, papers, views about leadership, advocacies and management issues brings a refreshing waft of knowledge and brilliance to this issue. In fact, we had a surplus of submissions! And so to our other alumnae, if you did not meet the deadline, do keep your articles coming for our forthcoming issues. We would like to personally acknowledge some other alumnaeleaders who have in one way or other helped us advance alumni relations and alumni networking the past year. These would include, in geographic North-South order, Ria Sanchez-Janusczack and Marilen Patricio of Canada chapter, Jocelyn Bernal and Michelle Boquiren of USA East Coast chapter, Sugar Han of Korea, Catherine Chen and Vivien Zheng of Shanghai, Rosa Wong of Hong Kong, Thuan Nguyen and Mai Phuong Nguyen of Vietnam, Tweetums Gonzalez and Rhia Ramirez, Pearl Jacalan, Christin Omar of the Philippine chapter, Jennifer Young and Vera Chin of Malaysia, and Jaya Shankar and Claire Yeo of Singapore chapter. Our appreciation also extends to our AIM alumnae-colleagues in particular fellow EMDs Marvee Celi-Bonoan, Juris Luna and Mari Sison-Garcia. As well we thank alumnae-staffers Rima Laurel, Jophie Contreras, Rose Orbigo of IPD, Rina Imperial of IMS, May Peralta, Anjo Santos, Odette Padilla and Karr Tormon of ICT, Twiggy Reyes of SSAR, Mira Cailipan of Adminstration, Mela Chupungco of the Dean’s Office, Janice Pascual-Davila of HRS, Edythe Bautista of GSB, Luvi Villanueva, Lorna Balina, and Lisa Ayalde of ACE, Chari Notario and Malou Puzon of CDM, Perla Pastrano and Yola Genuino of EXCELL, Helen Bernardino and Jo Flandez of Financial Services, and Virgie Ong of Library. From the various AIM centers, thank you to alumnae-staffers Rose Quiambao, Jilla Decena, and from SRF Cherry Punongbayan and Eris Arce. With great fondness do we also thank former alumnae-colleagues Ofel Bisnar and Armi Cortes. My very heartfelt thanks go out to our beloved alumnae-ARO staff without whom the AIM Leader and other worldwide services would not be possible—Susan Africa, Sherbet Manalili and Tere Espiritu. What will I do without you gals? Finally, I would like to lovingly honor my dear alumna-wife and former MBM’83 classmate, Mekit Atienza for her loving support and prayers that encourage and enable me to keep sanity while doing alumni work. For the rest of the readers, a Blessed Christmas and a Happy New Year. God Bless! P.S. Share with us your thoughts on this issue and on what you’d like to read about next time. Send us an email at aimalumni@aim.edu.
Greg Atienza Editor-in-Chief, AIM Alumni Leadership Magazine Executive Managing Director, Alumni Relations Office Secretary General, Federation of AIM Alumni Associations, Inc.
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F EM
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JULY - SEPTEMBER 2006 | VOLUME 1 ISSUE 3
tember 2006 Issue. It is definitely worth a read. The best thing about it is that it serves as a good connect between AIM alumni worldwide. Congratulations and more power to the editorial team. Marciano S. Quiambao BMP 1979
The magazine is very informative (a good source for management topics) and keeps me up to date with events happening in AIM. Francis G. Estrada, MBM 1973 The First Alumnus-President of the Institute
Thank you very much for sending me the AprilJune issue. It came as a surprise. I must confess that since I lost my AIM classmate Maverick in a tragic accident, I have lost contact with all my classmates. The AIM Alumni Leadership Magazine brings me back to my yesteryears at AIM. I look forward to reconcile with my long ‘lost friends.’ And the alumni magazine can be an effective connector. Thank you once again for connecting me after the long long years... Lim Peng Joo MDM 1990
Congratulations on the “refreshed”, revitalized alumni magazine aptly named AIM Leader—love the new look and format! The first two issues essen-
tially capture the alumni leaders’ passion and drive for excellence. They train and work hard and even at play, they have to turn in positive results! Thanks, too, dear contributors, for sharing your invaluable leadership and management insights and experiences to the community and keeping us updated on the latest trends and issues. And all these for free—ooops, I did note Mr. Greg Atienza’s call for subscription. The AIM Leader presents another great opportunity for alumni’s continuous learning and networking. Way to go!!! Mira Cailipan MDP 2003
Thank you for the copy of Alumni Leadership Magazine, July-Sep-
Philip S. Javier MBM 1981
Dear Greg, My Congratulations! Your July-September issue of the AIM Alumni Leadership Magazine was superb. I can feel the “AIM Experience” come alive while shifting through the pages. It’s one of the concrete results of what we have been discussing at the AIM Alumni board meetings sometime. It’s finally happening. I am so fired up that I intend to campaign among my batchmates to contribute to the AIM Leadership Fund aiming for the Blue Light Category by our 30th Anniversary in 2009. More Power! EMIL C. REYES MBM ‘79 Director, AIM Alumni Association Philippine Chapter 2004-2006
It was indeed timely and effective to exhibit the handy 3rd issue of the AIM Alumni Leadership Magazine on all the tables at the 30th Anniversary Dinner of Kelab AIM Malaysia in KL last 15 September 2006. The cover story ‘Alumnus at the Helm’ became the ‘Food for Thought’ for engaging icebreakers at every table. The free flow of its contents sparkled into a lively conversation among alumni with guests. It was an incredible bridge of communications and connectivity for network. Bravo Greg, Susan, Sherbet and the Editorial Team! Your work has exceeded our expectations. The Leadership Magazine taught me that every dining experience should be eventful and memorable when we could serve an impressive ‘Food for Thought’ on the table. Haji Zul Baharom MM 1989/SHRMP 1995
Greetings to the editorial staff of AIM Alumni Leadership Magazine! I enjoyed receiving
my copy every few months and just wanted to drop a note to say congratulations and ask a few questions at the same time. There was an open invitation in the July-Sept issue for article contributions and I was wondering if such an invitation applied also to the younger “alumni,” so to speak. I use the term alumni loosely because I only took the MSC course a few years back under Profs. Faustino and Lopez. Since most of the article contributions have been from MBM, MM, and MBA alumni and from the more experienced (i.e. senior) group, I wanted to know if someone from his twenties (i.e. me) could contribute? Kelvin Lester K. Lee
Hi Kelvin! Yes, it would be our pleasure to hear from the younger batches as well. In fact, ALL alumni are invited to contribute, whether they graduated from a degree or non-degree program at AIM. Thank you and we look forward to receiving your article soon.
AIMLeader invites all AIM alumni to contribute articles, Class Notes and Letters to the Editor to aimleader@aim.edu or aimalumni@aim.edu.
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Successful AIM Alumni Leadership Forum Held In Cebu THE ALUMNI ASSOCCIATION of AIM (AAAIM)- Cebu CChapter held a succe successful Business Competitiveness titivenes and Leadership Forum last Sep September 1, 2006 at the Parklane klane Hotel, H Cebu City. Thee half-day half-d event generated more than han 200 participants coming from m the business, bu academe, media and NG NGO sectors. The event was orchestrated h by the dynamic Cebu Chapter core group composed of Nonoy Espeleta (President and CEO of Julie’s Bakeshop), Wally Liu (President and CEO of Primary Structures), Perl Jacalan (President of ASAP Advertising) and Atty. Joan Baron (corporate lawyer). Also present during the event were AAAIM Board Directors Butch Bautistaa and Alex Tanwangco. AIM President Francis Estrada eloquently spoke on the topic “Our Country and the ASEAN Summit: Leadership and Competitiveness”. Mr. Estrada emphasized that beyond the physical preparations for the ASEAN Summit to be held in Cebu in January, the country should use the oppor-
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tunity to influence agenda in the Asean region, and raise issues such as collaboration on education and foreign exchange, and the reduction of trade barriers. AIM Professor Jacinto Gavino expounded on “Leadership and Innovation” while Chapter Convenor and AAAIM Board Director Henry Tenedero tackled “Creativity and Your Brain: Out of the Box Experience”. After the forum, Mr. Estrada met with the AAAIM Cebu alumni in a session aptly called the “AIM Challenge: AIM’s Asianness”. Mr. Estrada spoke about AIM’s value propositions; AIM organizational profile; a quick look at the region; and the need for the alumni to get involved, among others. Philippine Star columnist Bobbit Avilaa and local TV personality Bunny Pagess served as forum reactors. Alumni Relations Executive Managing Director, Greg Atienza served as the event’s moderator.
FIRST VIDEOCON WITH AIM ALUMNI HELD IN TORONTO AIM PRESIDENT FRANCIS G. Estrada held a “President’s Briefing” with the AIM Alumni Association Canada (AIMAAC) via a videoconference at the AIM World Bank Global Distance Learning Center (GLDC) last September 30, 2006, 9:00 p.m. Manila time. This was the first time AIM held a videoconference with alumni. The venue in Canada was The Exchange Tower, 130 King Street West, Suite 1800, Toronto. AIM Alumni who attended in Toronto, Canada were Ria Sanchez-Januszczak, MBM’99, Chairperson AIMAAC; Susan Yao-Arkilander, MBM’85; Peter Lay, MBM’88; John Lai, Manolo Arnaldo, Arsenio Peria, MM’93; William Cruz, John Veloso, MBM’83; Romualdo Rodriguez, MBM’83; Emma Lim, MBM’84; Marilyn Maghanoy, MDM’03; and Mohhamed Hasan Akhtar, MM’99. Amiel de la Cruz, MBM’78 attended the briefing at the AIM GLDC. Greg Atienza, Executive Managing Director of the Alumni Relations Office moderated the event. The lively exchange between Mr. Estrada and the alumni in Canada focused on various topics such as the recognition of the
AIM degree in North America, how AIM can help AIMAAC get in touch with Philippine based companies, how to make it easier for foreign companies to contact alumni directly, and how best to recommend alumni for placement.
Suggestions for possible joint ventures with Canadian universities on CSR practices in relation to Asia, and seminars on Asian Business practices via videoconferencing, as well as the publication of researches by AIM’s Centers of Excellence were well received by Mr. Estrada. Mr. Estrada thanked all who attended his first videoconference with alumni and welcomed support from the AIM Alumni Associations around the world in marketing the Institute’s programs to learn more about management, government, and business practices in Asia.
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The President’s Briefing in KL “POSITIVE” WAS THE WORD most used by alumni when talking about the outcome of “The President’s Briefing” last September 16, 2006 at the KL Smokehouse where AIM faculty and staff from Manila promised intensive reform policies and aggressive actions to recapture the Malaysian market share in management education.
100 days as President & CEO of AIM has been thoroughly and correctly implemented... the new leadership at our alma mater will continue to push for reforms, a policy warmly welcomed by the alumni,” said Haji Zul, the organiser for “The President’s Briefing” in KL. Evidently, what was seen as an even more positive sign
was the way that ideas and open discussions involving the management staff, professors, and alumni, were considered by the President. This showed a change of management trend within AIM. Some of the comments by the alumni and the way they were addressed by the faculty and management staff from
Manila during “The President’s Briefing” last September 16 have never been seen in KL previously. During the dialogue, many alumni were more vocal and dynamic in raising new and forceful ideas. All of these had added up to a new positive atmosphere to push the development of AIM to a new level.
AIM... promised intensive reform policies and aggressive actions to recapture the Malaysian market share in management education. In spite of his very tight schedule, with a series of meetings and appointments for his two-day KL visit (September 15-16), AIM President Francis Estrada placed his dialogue with Malaysian alumni on top priority. “The reforms initiated and led by Mr. Estrada during his first
AIM President Visits Bangi & Putrajaya
A
IM PRESIDENT FRANCIS Estrada accepted the invitation of Dean Dr. Mohd. Fauzi, Faculty of Economics & Business, National University of Malaysia (UKM), to visit the Bangi Campus last September 16, 2006. Mr. Estrada was accompanied by Assoc.Dean Dr. Francisco Roman, Prof. Junbo Borromeo, Prof. Marirose Gracia, Greg Atienza, Henry Grageda, Lanny Nanagas, Col. Ben Ariffin and Haji Zul Baharom.
At the two-hour formal meeting preceding the campus tour, Dean Dr. Mohd. Fauzi reaffirmed the willingness of the faculty to receive AIM students and play host for the Malaysian Study Tour scheduled tentatively on December 11-14, 2006. UKM Faculty who participated in the said meeting were Assoc. Prof. Dr. Nor Ghani, Prof. Dr. Rozhan Othman, Assoc. Prof. Dr. Mohd. Ezani, Assoc. Prof. Dr. Aliah Hanim and Dr. Mohd. Adnan Alias.
In thanking the hospitality and generosity of Dean Fauzi and the faculty of UKM, Mr. Estrada reiterated AIM’s commitment to enhance greater cohesion in efforts towards realizing all the objectives outlined in the MOU that was signed on June 8, 2006 in Manila. Mr. Estrada recognized the mutual interest and benefit of fostering more awareness and better understanding about Islamic Management particularly to AIM
students who would participate in the Malaysian Study Tour in December 2006. Mr. Estrada and entourage took the opportunity to visit the fast-track development of the Putrajaya federal administrative capital. This model garden city situated within the Multimedia Super Corridor, a third the size of Kuala Lumpur and 25 km away, is sprucing up the once-quiet capital into a viable residential and business address.
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Prime Minister e of Malaysia a ON HIS SECOND VISIT TO Malaysia in three months, President Francis Estrada was very enthused about the management education opportunities in the Organization of Islamic Conference (OIC) countries and the warmth and goodwill shown by Datuk Seri Abdullah Haji Ahmad Badawi, Prime Minister of Malaysia and Chairman of OIC. President Estrada, accompanied by Associate Dean Prof. Francisco Roman and Prof. Jun Borromeo, attended the official opening of OIC Human Capital Management Conference by Prime Minister Abdullah at the
successful Malaysian managers.” During the tour of the AIM Exhibition Booth at the Conference, President Estrada briefed Prime Minister Abdullah about the courses offered at the Institute and presented some management books authored by AIM Professors. Before departing, Prime Minister Abdullah agreed to meet
other distinguished dignitaries namely the Chief Minister and Deputy Chief Minister of Sabah, Federal Ministers, OIC Ambassadors, Senior Government Officers, Corporate and academic leaders. At the Conference Welcoming Dinner on November 22, President Estrada met the Guests of Honour, His Excellency the Head
“I know AIM in Manila. I look at AIM as a model of graduate management school for the region which has trained many successful Malaysian managers.” President Estrada at his office in Putrajaya on a later date. President Estrada also met
of State of Sabah, Tun Datuk Seri Panglima Haji Ahmad Shah Bin Abdullah and his consort.
V I L L AC O R TA A P P O I N T E D
2007 ALUMNI HOMECOMING
AS ADVISER TO FGE
MINI-REUNION
AIM PRESIDENT FRANCIS Estrada recently announced the appointment of Dr. Wilfrido V. Villacorta as Adviser to the President. Dr. Villacorta attended the Management Development Program in 1984. Dr. Villacorta has most 6
Magellan Sutera Harbour Resort, Kota Kinabalu, Sabah on November 23, 2006. Three hundred participants representing the 56 countries of the OIC countries attended the conference organized jointly by Universiti Malaysia Sabah (UMS), Malaysia OIC Trade Chambers and Malaysian Institute of Human Resource Management (MIHRM) supported by the Sabah State Government. Prime Minister Abdullah upon being introduced to President Estrada said: “I know AIM in Manila. I look at AIM as a model of graduate management school for the region which has trained many
recently served as Deputy Secretary-General of the Association of Southeast Asian Nations (ASEAN) in Jakarta until August 2006. Prior to that, he has served as President of the Yuchengco Center, and was Dean and Senior Vice President of De La Salle University. He was also a professor, for a number of years, at the De La Salle University and a visiting professor in various Asian, Australian, and US universities. He has served as a Delegate to the 1986 Constitutional Commission. Dr. Villacorta will be assisting the Office of the President in specific projects related to the Institute’s various ASEAN and other regional initiatives.
THE AIM ALUMNI RELAtions Office hosted a mini-reunion of celebrating batches for the 2007 Alumni Homecoming last October 20, 2006 at the Duets Bistro, 5th Level, AIM Conference Center (ACCM). This was a joint party for the following celebrating classes: Emerald Celebrants (35th year) MBM/MM 1972 and short courses Pearl Celebrants (30th year) MBM/MM 1977 and short courses Silver Jubilarians (25th year) MBM/MM 1982 and short courses Lead Host Class (20th year) MBM/MM 1987 and short courses Host Classes (15th, 10th and 5th year) MBM/MM/MDM 1992
and short courses MBM/MM/MDM 1997 and short courses MBM/MM/MDM/ME/EMBA2002/ Short courses 1st year Alumni-in residence 2007 Degree and short courses
During the reunion, the Lead Host Class Batch Representative, Molfar Melgar, MBM 1987, presented the concept and plans for the Homecoming Night 2007 while AAAIM-Philippines Director Myrna Alberto laid out the AAAIM’s plans for the upcoming Asian Business Conference which will be held on March 1 and 2, 2007. AIM President Francis Estada graced the event.
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Memorandum on student exchange signed
news Aim Alumni USA East Coast Chapter Now Incorporated
A L U M N I
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eptember 26, 2006, New the group to run more relevant programming. All are encouraged York. The AIM Alumni to participate. For those residing USA East Coast Chapter is pleased to announce that the chap- outside of the tri-state area, the ter is now a legal entity registered in chapter hopes alumni can come the State of New York. Through the to at least one event annually. Informal get-togethers can also efforts of President Mark Sanchez be arranged assisted by ... the chapter plans for alumni Manuel Mervisiting from cader, ESQ, the to have at least two Manila or incorporation events annually... For other states. process took less those residing outside About the than two months of the tri-state area, the AIM USA EC: to complete. chapter hopes alumni This group is Their next for graduates, steps as an can come to at least professors organization is one event annually. staff of to open a bank Informal get-togethers and all programs account so that can also be arranged of the Asian the members for alumni visiting from Institute of can start conducting events Manila or other states. Management (AIM) in Maand projects. US East Coast Chapter President Mark nila, Philippines who are based in the East Coast of the United Sanchez and Treasurer Martin States. Their goal is to provide Marty are handling this. an avenue for all graduates, staff In their efforts to make an impact to its members, the chapter and professors to keep in touch after graduation. For more inforplans to have at least two events mation, contact Jocelyn Bernal at annually until membership mjbernal@yahoo.com grows to a level that can enable
Donations Report on Fund Drive for Dilip Kewat’s Family
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HE AIM COMMUNITY wishes to thank all those who have supported the fund drive for the family of Dilip Kewat, Admissions Coordinator of the AIM Representative Office in India, who was among the casualties in the July 11 Mumbai train bombing. Manjari Shivapuri, Director of the AIM India Office, reported on the total monetary help received by Sunita Kewat, widow of Dilip Kewat, from the AIM family. Rs. 180000
has been invested in Mutual Funds with a monthly withdrawal of up to Rs. 2600 to cover the educational expenses of the two children. The balance of Rs. 800000 has been invested in long-term securities with a lock-in period of 15 years in the name of the two children. These have been executed to give maximum benefit to the twins of Dilip Kewat who are just five years old. For more details, please visit http://www.aimalumni.org/news/ news_contents.asp?id=381.
HSBC NAMES MARLON YOUNG, MBM 1979, CEO OF PRIVATE BANK FOR THE AMERICAS September 19, 2006, New York
Hong Kong ultra high net worth
- HSBC Private Bank, a division
segment and global markets
of HSBC Bank USA, N.A., today
manager for Thailand. Young also
announced it has named Marlon
has extensive corporate banking
Young chief executive officer for
experience covering the commer-
the Americas. His appointment
cial real estate, automotive and
is subject to board approval.
energy industries.
Young joined HSBC in March
“Marlon enjoys a justified
as managing director and head
reputation and his leadership
of U.S. domestic private banking.
skills will augment the fine
He joined HSBC after 27 years
platform in place. HSBC Private
at Citigroup where most recently
Bank in the Americas remains in
he was the head of private client
strong growth mode,” said Clive
lending at Smith Barney. He has
Bannister. “Growth will continue
held various leadership roles
in 2007 as the business matures
including head of the Northeast
and continues to achieve closer
region for Citigroup Private
collaboration with the rest of
Bank, head of investment finance
our organization.”
and senior credit officer for the
Young holds a Master’s degree
U.S. Northeast and Mid-Atlantic
in business management from the
regions. His international private
Asian Institute of Management in
banking experience includes
Manila (MBM 1979), and is fluent in
assignments as team head of the
English, Tagalog and Mandarin.
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news
AIM Alumna appointed as EMD for IMS
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loan products as well as a full line of pioneering asset products such as the Own-A-Home, Own-A-Car, Own-A-Share and Credit-On-Hand for SMEs and individual borrowers. Ms. Sison-Garcia served various posts for the Citibank Group, namely, Vice President for Distribution Planning and Marketing for Citibank Florida, U.S.A in 1984-1986; Vice President for Trading and Dealership for Citicorp Investment, Philippines in 1984-1986; Vice President for Special Accounts Management for Citytrust Banking, Corp. in 1982-1984; and Vice President for Real Estate Lending in 1979-1982. Among her notable achievements at Citibank were the implementation of an innovative distribution-planning model and the introduction of the first supermarketbanking concept in the United States—both of which were adopted and replicated across the U.S.— for Citibank Florida, the establishment of Citibank’s real estate mortgage business, and the nationwide launch of the FNCB ACQUIRE (Acquisition of Real Estate) program—a pioneering concept in the consumer finance industry.
She was also Assistant Vice President for Appliance Marketing and Sales for the Guevara Group of Companies in 1971-1978, a member of the faculty of the College of Business of St. Theresa’s College in 1973-1974, and served the Private Development Corporation of the Philippines in 1970. Currently, Ms. Sison-Garcia is a member of the faculty of the Asian Institute of Management’s Washington Sycip
Graduate School of Business where she teaches the Marketing Management course for the 1st year MBA Program. She also provides consultancy services on Enterprise Management Development for Small & Medium Enterprises (SMEs) as a Certified Adviser of the International Trade Centre, UNCTAD/ WTO. Ms. Sison-Garcia graduated with a Master in Business Administration in 1971 and completed the Strategic Marketing Management Course from the Harvard Graduate School of Business in 1995. She obtained her Bachelor of Arts degree in Economics from the St. Theresa’s College in 1969. Currently, she is completing her doctorate in Business Administration from the De La Salle Graduate School of Business.
PHOTO: JOSE ANDRES PUNO
T
HE ASIAN INSTITUTE OF Management is pleased to announce the appointment of Marirose Q. SisonGarcia as Executive Director for Institutional Marketing and Sales. Marirose Q. Sison-Garcia brings to AIM extensive experience in consumer banking with exposure in Consumer Banking Sales & Marketing, Credit Cards, Consumer Lending, Service Quality, Distribution Planning, Product Management, and Private Banking. Having served top positions in the banking industry for over thirty years, Ms. Sison-Garcia has vast expertise in setting up new businesses and undertaking innovative and pioneering ventures for large banks both in the Philippines and in the United States. In 2000-2004, Ms. Sison-Garcia served as Incorporator, Director and Senior Vice President for Banco de Oro where she successfully set up and launched its Credit Card Business, the BDO MasterCard. She also served Bankard, Inc. as First Senior Vice President for Card Issuing in 1998-2001 and Senior Vice President for Merchant Aquiring in 1996-1998 where she introduced the world’s first installment chip card and the Philippines’ first magstrip and chipcard and electronic cash card. She served PCIBank, Inc. as First Vice President and Marketing and Consumer Services Head in 1993-1996 and Vice President and Consumer Lending Head in 1989-1993 where she conceptualized, set-up, and launched an array of consumer deposit and
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briefcase
SOCIAL ENTREPRENEURSHIP: AN ASIAN PERSPECTIVE P R O F.
M A R I E
L I SA
M .
DAC A N AY
This first of two parts is from Professor Marie Lisa Dacanay’s paper which was presented during the 2nd International Social Entrepreneurship Research Conference, April 7-8, 2006, at the NYU Stern School of Business, New York, New York, U.S.A.
IN ASIA, MANY ORGANIZATIONS traditionally known as non-profits are now engaged in wealth creation. Their initiatives have established enterprises linked to the pursuit of development goals rather than just capturing existing wealth through grants to finance development programs, these organizations are ensuring the sustainability of their organizations, programs and interventions among the marginalized sectors of society. They have entered the market place and are setting new benchmarks for doing business. In the process, these development players are reconfiguring the market as an arena of engagement, integrating social and environmental objectives with the financial bottom line. Social entrepreneurship is emerging as a useful framework informing these market engagements. In this context, social entrepreneurship research in Asia is evolving a body of knowledge, skills and attitudes on the art of managing enterprises with multiple bottom lines towards democratizing the market. The Challenge of Sustainability
Sustainability has become a favorite buzz-word among development practitioners over the past decade. ‘Sustainable’ has been used not only to characterize a desired future for communities and for society as a whole, but also to describe the desired impact of development interventions and the desired state of organizations working for a sustainable future. In particular, the concern of civil society organizations (CSOs)* for their sustainability has become an urgent item on their agenda be-
ment and nongovernment interventions in cause their traditional sources of funds—in the community-based health have given birth to form of grants from public and private sources, innovative forms of health-care financing, both local and foreign—have become scarce. among them various social health insurA number of nongovernment organizations ance schemes (Flavier, 2003). Beyond the (NGOs) that used to be dependent on grants community, another interesting sustainability have started to diversify their sources of income. Some have started to charge training, facilitation mechanism that has been put in place in the Philippines is the Kabalikat ng Botika Binhi and other fees for their services. Others have set Inc. (KBB), or Partner of Village Pharmacies, up enterprises that channel back profits to their a nonprofit corporation engaged in phardevelopment institutions. (Morales, 1997). maceutical trading. It was set up to sustain A well-known example of such an enterprise is the Cabbages and Condoms Resort and the supply of quality and affordable drugs to a network of botika binhi (literally: seed Restaurant (C & C) in Thailand, one of the pharmacies), village-based pharmacies set up main enterprises set up by the Population and in urban poor and depressed rural areas now Community Development Association (PDA) to generate income to support its work. As PDA numbering 993 nationwide (Lee, 2004). For some development actors engaged in founder Mechai Viravaidya puts it: “We now have two wings—the NGO wing and the com- organizing marginalized sectors for their socioeconomic upliftment, ensuring pany wing. Our companies “The social sustainability is about economic do business and bring in empowerment. They want to money for our NGO. In this enterprise exists see marginalized groups gain way, we are our own donor.” for a community (Jaturangkachoke, 2003). of worker-owners control over strategic resources and market processes, so that A similar strategy is who seek to these groups can be self-reliant in pursued by Bina Swadaya, jointly improve undertaking development in their a non-profit organizatheir lot through own communities. (Serrano, tion serving the poor in collaborative, 2004). A celebrated example of Indonesia.Up to about 90 cooperative a cooperative as a vehicle for empercent of Bina Swadaya’s powering marginalized producers annual budget of more than and prosperityis the Kaira District Cooperative US$5 million comes from sharing Milk Producers Union in India. the profits of nine subsidimechanisms.” It was inspired by Sadar Patel, ary companies. One of these a leader in India’s independence movement, companies is the Bina Swadaya Tours, which and set up with the help of Patel’s colleague, specializes in community-based ecologiVerghese Kurien, who led the cooperative in cal tour packages covering national parks, its phenomenal growth and development. The primary forests, marine parks, and cultural cooperative and its hundreds of village milk heritage areas. (Haryadi, 2003). societies—more popularly known as Amul, The concern for the sustainability of deafter the brand name that they use to distribute velopment interventions beyond finite project their array of dairy products—continue to be a time frames has also yielded new initiatives. significant development force in the district and In the Philippines, many health-care organibeyond (Paul, 1982). zations that were built through past govern-
*Civil society organizations (CSO) are private voluntary organizations of citizens that are established to pursue a mission, usually involving the interest of the public, marginalized groups or specific sectors of society. They include non-government development organizations, socio-civic groups, foundations and people’s organizations.
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PHOTO: JOVEL LORENZO
All of these case studies show that the concern for sustainability, with its various dimensions, has made market engagements an important part of the development landscape. A mix of experiences has resulted from these initiatives. A number of these experiences have resulted in exemplary practices. Many other experiences, however, have turned out to be problematic, as development practitioners have realized that market interventions are complex, require capacities they may not have, and are affected by policy and market environments that seem to be beyond their control. At the same time, there have been unintended outcomes, including experiences
of growing away from their social mission. In this context, social entrepreneurship has emerged as a useful conceptual framework in Asia. Supported by the Social and Development Entrepreneurship Program (SDEP) of the Asian Institute of ManagementAsian Center for Entrepreneurship (AIM-ACE), regional and national civil society networks such as the Conference of Asian Foundations and Organizations (CAFO) and the Philippine Social Enterprise Network (PhilSEN) have embraced social entrepreneurship as a framework in their efforts to create a space in the market for pursuing development objectives. ACE is one of four schools in AIM, an inter-
nationally recognized management school seeking to make a difference in Asian societies by developing professional, entrepreneurial and socially responsible leaders and managers (AIM, 2002). CAFO is a network of grant making and operating foundations, implementing and intermediary organizations, research institutions and individuals from 11 countries and territories in Asia. (CAFO, 2001). PhilSEN on the other hand is composed of non-profit NGOs, institutions/agencies and social enterprises committed to build a critical mass of social entrepreneurs and people’s enterprises in the Philippines.(PhilSEN, 2005) Such partnerships between academics,
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The concept of social entrepreneurship may teaching and researching on social entrealso be appreciated by studying the term social preneurship, and development practitioners engaged in market interventions has unleashed enterprise. In his book, “Social Entrepreneurship and Enterprise Development”, Eduardo A. a pioneering process of research, knowledge Morató (1994), a professor who started social generation, and model development. In this entrepreneurship research at AIM in the early way, building capacities and competencies of 90s, articulates the following definition: “The development practitioners for market engagesocial enterprise exists for a community of ments have become better informed and more worker-owners who seek to jointly improve their effective. A concrete manifestation of this is lot through collaborative, how the partnership between cooperative, and prosperityAIM-ACE SDEP and CAFO has “A social sharing mechanisms.” yielded a book, “Creating a entrepreneur is an This is a useful benchSpace in the Market: Social innovative person mark for a social enterprise. Enterprise Stories in Asia”, or institution, However, when the AIMthat has enriched the readings who promotes CAFO Research on Social and cases for teaching AIM’s the successful Entrepreneurship surveyed Master in Entrepreneurship creation and market engagements that for Social and Development operationalization were assisting the poor Entrepreneurs (MESODEV) and marginalized sectors and the course on Social En- of enterprises or trepreneurship and Enterprise livelihood endeavors improve their lot in various ways, many of the initiatives Development (SEED) offered for those in need.” were not worker-owned. as an elective in AIM’s Master Of the four examples earlier cited, only Amul in Development Management Program, and in India is worker-owned. So as a result of the as a non-degree course for aspiring leaders or AIM-CAFO research, the definition of social managers of social enterprises or social enterenterprise was broadened. prise development programs. The Oxford American Dictionary (Ehrlich This paper shall draw heavily, but not excluet al., 1980) defines an enterprise as “an undersively, from the results of this research initiative. taking, specially a bold or difficult one.” It goes on to include in its definition “a business activDefining Social Entrepreneurship ity, a private enterprise.” This, especially the How is social entrepreneurship defined by this group of academics and practitioners in Asia? reference to a private enterprise, provided a good starting point for broadening the definition. Social entrepreneurship involves the proIn social entrepreneurship, one is dealing motion and building of enterprises or organinot with “private enterprise” but with what is zations that create wealth, with the intention called “social enterprise.” of benefiting not just a person or family, but a defined constituency, sector or community, usually involving the public at large or the Private vs. Social Enterprise marginalized sectors of society. The research defined at least three key This description of social entrepreneurship elements that differentiated a social from a has many elements. First, it focuses on the study private or traditional business enterprise: (1) of wealth creation for development ends. The their primary stakeholders or beneficiaries; functional definition refers to organizations that (2) their primary objectives; and (3) their operate in the market, a place where the exchange enterprise philosophy (Dacanay, 2004) of goods and services takes place. Simply put, these In the traditional business enterprise, the organizations are engaged in selling a product or primary stakeholders and beneficiaries are its service to a specific market or set of customers. stockholders or proprietors. These are usually In this sense, it excludes development initiatives individuals and their families who own the that do not involve wealth creation. Secondly, it capital invested in the enterprise. In contrast, does not include all wealth-creating endeavors, the primary stakeholders and beneficiaries particularly those of business enterprises whose of the social enterprise could be a sector, a main reason for being is to generate profits for the community, or a group, usually involving the enrichment of a few individuals or their families. marginalized sectors of society, who may or Social entrepreneurship’s primary stakeholders are may not own the enterprise. There may even the marginalized sectors of society. be no stockholders, as the forms of organiza14
tion of a social enterprise may vary. One form may be a nonstock, nonprofit corporation. In terms of primary objectives, the traditional business enterprise has a clear bottom line: profit. The social enterprise, in contrast, is characterized as an enterprise with a double or triple bottom line. Like its business counterpart, it needs to generate surplus or profit. But such a financial sustainability objective is not the only bottom line. Depending on the nature of its constituency, the social enterprise may have a second bottom line: to achieve social objectives such as the capacitation or empowerment of a sector or group, or the improvement of their quality of life. A third bottom line, such as an environmental-sustainability objective or the preservation of cultural integrity, may also be part of these primary objectives. In reality, the achievement of these development objectives, whether social, political, cultural, economic, or ecological, is often at odds with the profit objective. This is why social entrepreneurship may also be called the art of managing multiple bottom lines in an enterprise setting. In terms of enterprise philosophy, the traditional business enterprise is accumulative, while a social enterprise is distributive. The traditional business enterprise minimizes cost and maximizes profit to enrich the individual or family owners of the enterprise. In the process, the costs of doing business more often than not exclude social and environmental costs. A concrete example is when mining or logging companies create social and environmental problems or disasters in their host communities. Health problems caused by pollution, or livelihoods and lives lost through erosion and deforestation, do not figure in the feasibility studies of these companies or in their financial statements. Ecological economists call this externalizing social and environmental costs (Costanza, 1991). These costs are not borne by the companies but passed on to other parties, such as the communities and the general public. In other words, just as there’s no free lunch, a firm’s gain is somebody else’s cost. In contrast, the wealth derived by the social enterprise is distributed to a broader segment of society, instead of just enriching individuals or families. The social enterprise sees what are simply considered costs to be minimized by the traditional business enterprise, such as payments for raw materials and labor, as benefits to primary stakeholders such as farmers or the unemployed. At its best, the social enterprise generates profit or surplus with due regard to social
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briefcase TABLE 1.1 Key Elements Differentiating a Social Enterprise from a Private Enterprise Private Enterprise
Social Enterprise
Primary Stakeholders/Beneficiaries
Stockholders or proprietors: Individuals, families who own capital and invest such in the enterprise
A sector, community, or group usually involving the poor/marginalized sectors of society who may or may not own the enterprise
Primary Objectives
Single bottom line: profit
Multiply bottom lines: empowerment/improvement of quality of life of the poor/marginalized; environmental sustainability or cultural integrity; financial viability
Enterprise Philosophy
Accumulative: Minimization of costs, maximization of profits towards enrichment of the individuals or families; social and environmental costs externalized
Distributive: Benefits distributed to a broader segment of society; profits are generated with due regard to social and environmental costs
institutional social entrepreneurs from the NGO community set up social enterprises. A sample of social enterprise cases featured in “Creating a Space in the Market: Social Enterprise Stories in Asia” (Dacanay, 2004), shows a variety of social entrepreneurs and primary stakeholders among the marginalized sectors of society. This is shown in Table 1.2. While the research initially hypothesized that the phenomenon of social entrepreneurship was characterized by the entry of civil society actors in the marketplace, the research results showed a broad cross section of development players from civil society, the government and the business sector playing the role of social
entrepreneur. The cases studied however still showed a majority of the social entrepreneurs either as non-government organizations or as leaders of civil society.
and environmental costs, and makes a pro-active contribution to resolving social and environmental problems as part of its reason for being. Table 1 encapsulates these three differentiating elements. The Social Entrepreneur and Primary Stakeholders
Given these characteristics of social entrepreneurship, the research defined a social entrepreneur as an innovative person or institution that promotes the successful creation and operationalization of enterprises, enterprise systems, or enterprise development projects or programs to achieve defined development objectives. This built on the definition of a social entrepreneur made by Morató (1994): “A social entrepreneur is an innovative person or institution, who promotes the successful creation and operationalization of enterprises or livelihood endeavors for those in need.” There are important elements to the definition that need to be emphasized. The definition considers social entrepreneurs as leaders and practitioners of social-enterprise development, and not simply advocates. It also insists that their initiatives—including single enterprises, multienterprise systems, or even programs and projects that develop social enterprises—need to exhibit success, in terms of achieving the social entrepreneurs’ development objectives. Finally, the definition includes institutions as social entrepreneurs. These institutions may be a government agency, a civil-society organization, or even a business enterprise practicing corporate social responsibility. This is because, in many cases, social entrepreneurship initiatives involve institutions, not just individual leaders, as life-givers of social enterprises (Morató 1994). There are many cases in Asia where
Marie Lisa M. Dacanay is Associate Professor at the Asian Institute of Management (AIM) in the Philippines. She is Program Director and Guru of AIM’s Master in Entrepreneurship for Social and Development Entrepreneurs (MESODEV) as well as author/editor of Creating a Space in the Market: Social Enterprise Stories in Asia, which contained the final output of the Research on Social Entrepreneurship conducted jointly by AIM and the Conference of Asian Foundations and Organizations (CAFO). She is also an Executive Committee member of CAFO and leader of its initiatives in social entrepreneurship.
TABLE 1.2 Variations of Social Entrepreneurs and Primary Stakeholders of Selected Social Enterprises Social Enterprise (Country)
Social Entrepreneur (Type)
Primary Stakeholders
Barangay Lati United Multipurpose Cooperative (Philippines)
Philippine Rural Reconstruction Movement (NGO)
Municipal fishers
Maireang Farmers’ Group (Thailand)
Prayong Ronnarong (rubber farmer and community leader)
Rubber farmers
Prae Phan Women’s Weaving Group (Thailand)
Kanda Sakolkiat (NGO leader)/Handicrafts Center for Northeastern Women (NGO)
Indigenous women
PEKERTI (Indonesia)
V. Wullur, C. Partowidodo, B. Ismawan, B. Sianipar, W. Laliseng (NGO activitists)
Indigenous handicraft producers and marginalized artisans
Datamation Consultants (India)
Chetan Sharma (individual entrepreneur)
Marginalized women
Basix (India)
Vijay Mahajan, Bharti Ramola, and Deep Joshi (individual entrepreneurs, two with NGO background)
Poor and employers of the poor (subsistence workers; landless poor; small, marginal, and commercial farmers; micro and small enterprises)
Philippine Educational Theater Association (Philippines)
Cecile Guidote, Beng Cabangon, others (artists & cultural workers)
Filipinos
Source: Dacanay, Marie Lisa. 2004. Getting a Handle in Social Entrepreneurship in Creating a Space in the Market : Social Enterprise Stories in Asia. Makati City: AIM and CAFO A I M A LU MN I L E A D E R SH I P MAGA Z I N E Octob er to De ce m be r 20 0 6
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AG N E S
R O SA R I O
D E
L E O N ,
S M C I
20 03
ADVOCACY FOR QUALITY
HEALTH
CARE ORGANIZATIONS THE GLOBALIZATION OF THE HEALTH care service markets, the pronounced lack of health care professionals (doctors and nurses), the re-engineering of work processes, the advent of medical tourism, the rising cost of health care services and hospitalization and the spread of rapid information technology are all part of a revolution in the way we do business in the health care industry today. These changes are happening fast, all at the same time, so much so that health care service managers are concerned not only with managing their organizations as they exist at the present time, but also innovating to meet future changes and conditions. The effects of social factors such as poverty and crime, unemployment and under employment, human rights violations and the rebellion in Mindanao, on one hand, and the availability of cost effective, quality health services and the vast treatment gap on the other hand, challenge many non-government health care organizations to develop policies, programmes and intersectoral collaborations with both the government and private sectors to address these issues and concerns. 16
The Philippine Mental Health Association (PMHA)
The increasing problem of mental health disorders affecting many Filipinos present a huge social as well as economic burden to families and communities. Sans incomplete national information on epidemiologic data, the disease burden and socioeconomic impact of mental health disorders, the PHMA Executive Board is challenged how to increase access to quality mental health care services that is anchored to the communities where vulnerable people live; after all, its vision-mission is “to promote to the highest level the sound mental health of the Filipino people”. The Philippine Mental Health Association is a private, non-stock corporation dedicated to the promotion of mental health and prevention of mental illness. It was organized in 1950 and became a member of the World Federation for Mental Health in 1956. PMHA has nine chapters nationwide, managed by their own Board of Management. These chapters are located in Bacolod City, Baguio City, Cabanatuan City, Cagayan de Oro City, Cebu
City, Dagupan City, Davao City, Dumaguete City, and Lipa City. The PMHA has three major programs and services. Its primary program is focused on Education and Information Services. Mental health promotion is achieved through the conduct/formation of conferences , seminar-workshops, training, research, school-based mental health clubs, programs on parenting and family life, community outreach, and public information through print and broadcast media. Last year, the PMHA in a joint project with the Luis Hidalgo Lim Foundation conducted a nationwide search for the Best Mental Health Practice in Public Elementary and Secondary Schools. The Gil Montilla National High School of Sipalay, Negros Occidental was declared the winner, with their winning entry, ‘Developing Sound Mental Health: A Multidimensional Approach’. Very recently, a research proposal, on ‘The Relationship of Psychosocial Well-being and the Perception of the Right to Participation of Adolescents’ with the PMHA as the proponent was approved for funding by UNICEF. The implementation date is July 01, 2006-February 28, 2007. The secondary program is about Clinical and Diagnostic Services. PMHA provides an outpatient/client social, psychological, psychiatric services including therapeutic interventions and treatment to children, youth, and adults with emotional and behavioral problems and psychological/psychiatric disorders. Also served are individuals for psychological assessment for employment, job placement and promotion. The tertiary program is on Rehabilitation Services. The PMHA operates a communitybased sheltered workshop which provides vocational training and work placement for persons with mental disabilities and special needs. Included in the therapeutic services
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PHOTO: STOCK.XCHNG
are occupational therapy, psychosocial/educational programs, life skills training and client-family enrichment program. In addition to the above mentioned programs and services, the PMHA seeks cooperation and collaboration with other organizations, both from the government and non-government organizations to enhance its mental health services to a larger population. To get involved with PMHA, please contact: Philippine Mental Health Association, #18 East Ave., Quezon City, P.O. Box 1040, Tel: (632)9214958; 921-4959, Fax: (632) 924-9297, E-mail: mha.p@pacific net.ph or info@pmha.org.ph. The Philippine Society for Quality in Health Care, Inc. (PSQua) and the Philippine Council for the Accreditation of Health Care Organizations, Inc. (PCAHO)
In the health care industry, large-scale changes are initiated in response to paradigm shifts, or in anticipation of environmental changes and market demands. There are deliberate attempts to modify organizational operations by groups and organizations seeking to promote improvement in the delivery of health services through accreditation. One example of this type of program is Total Quality Management (TQM), with a focus on continuous quality improvement (CQI). The Philippine Society for Quality in Healthcare (PSQua) was established in 1996 as a non-stock, non-profit organization committed to the promotion of quality health care in the Philippines through advocacy, education and research. It participates in the delivery of quality health services through workshops and learning sessions on quality management, quality improvement methodology and quality standards set by the Philippine Health Insurance Corporation (Philhealth). The Department of Health has issued Administrative Order No. 2006 – 0002 which is about Establishment of the Continuing Quality Improvement (CQI) Program & Committee in DOH Hospitals and this is a priority area where PSQua can serve. Presently, PSQua has a core of trainers who are involved in the training of surveyors, QA teams and other hospital personnel, as well as in the provision of educational/technical assistance to health facilities seeking certification of their quality management system from the Philippine Council on Accreditation of Health Care Organizations
(PCAHO), where I serve as Auditor for medical clinics and Educational Facilitator. PCAHO is a non-governmental and nonprofit, independent accrediting and certifying body composed of several organizations and stakeholders whose primary objective is to promote quality healthcare organizations. It was established in 1998. For the past five years, PCAHO has conducted the certification of Quality Standards System of the majority of medical clinics (about 150) that examine overseas Filipino workers nationwide, as mandated by DOH. Recently, the DOH requested PCAHO to certify the Quality Standards System (QSS) of the Confirmatory Drug Tesing Laboratories (CDTL) before the renewal of their accreditation. In my capacity as the Vice President and Head of the Task Force on the AUS-AID grant proposal, PSQua is in the process of proposing for external assistance for enhancing its institutional capacity to lead in organizational capacity building for performance improvement of health services in selected Philippine communities. More particularly, it seeks financial support to establish and maintain an approach to the provision of a Quality Assured Technical and Educational Assistance to Health Provider Organizations (QATEAHPO) in the development of human resources as one of the strategies to ensure the accessibility of Philhealth-accredited health provider organizations in selected rural communities. The experience of PCAHO in the certification of the quality management system of medical clinics have shown the same need (for training and educational facilitation) and that the technical and educational assistance available to them proved useful in improving the development and implementation of the quality management system. For those interested to commit themselves to serve with PSQua and PCAHO, you are most welcome to link with us at: Philippine Society for Quality in Health Care (PSQua), Room 101 PMA Building , 1105 North Avenue, Quezon City, Philippines, Telefax: (632)924-1845, Email: psqua01@ gmail.com or Psqua2005@yahoo.com. Philippine Council on Accreditation of Healthcare Organizations (PCAHO), PMA Compound, 1105 North Avenue, Quezon City, Telefax: (632)426-7816, Email: pcahomla@gmail.com Health Care Industry Training Council, Inc. (HCITC)
The industry-working group concerned with the technical, vocational education
and training for health is the Health Care Industry Training Council, Inc. (HCITC). It is a non-stock, non-profit organization tasked to function as the national advisory body to TESDA on technical, vocational education and training (TVET) for the Philippine health sector. Key result areas identified in its mandate include: ß The development of high quality, industry relevant, competency-based training and assessment guides; ß The use of health industry competency standards by training providers and assessors; ß To conduct continuing research to determine the nature and extent of skills development needs of the industry; and ß To make the HCITC, Inc. the recognized leading advocate of TVET for the health industry. At this time there are five new TVET courses and training regulations promulgated namely: Massage Therapy, Health Care Services, Emergency Medical Services, Biomedical Equipment Services and Community Health Services. As Chairperson of the Curriculum and Training Committee, I recently participated in consultative meetings with TESDA and training providers regarding the implementation of these new training regulations. For inquiries: Health Care Industry Training Council, Inc., 3F Derma Annex Bldg., San Lazaro Compound, Sta. Cruz, Manila, Tel: (632)309-9976, Fax: (632)309- 9975. On a Personal Note
When I left my teaching job at the University of the Philippines College of Public Health way back in 2003, I said to myself that I still can do a lot in the health care industry. I have yet to accomplish my personal goals and targets and knowing my strengths (and deficiencies too, of course) I decided to stay mainstream. I enjoy learning and sharing “best practices” from colleagues in the industry. And more than this, I love doing capability building with others to effect improvement in their health systems and beneficiaries. Agnes Rosario A. de Leon, SMCI 2003 is currently National Trustee, Philippine Mental Health Association, Inc. (PMHA), Vice President, Philippine Society for Quality in Healthcare, Inc. (PSQua), Member, Executive Board and Chairperson, Curriculum, Training and Development Committee, Health Care Industry Training Council, Inc. (HCITC), Lead Assessor, PAQTVET-TESDA-HCITC TVET Programs in the Health Sector, Auditor for Medical Clinics and Member, Committee on Medical Tourism, Philippine Council on Accreditation of Healthcare Organizations, Inc. (PCAHO).
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Both Girls and Boys are Like Your Precious Twin Eyes! SA R I TA
B A H E T Y,
MBA
2006
This essay won the second prize out of nine finalists in the International Essay Competition 2006 organized by World Bank. A total of 1,950 essays were submitted from 136 countries. Awards were presented at the ABCDE conference in Tokyo by Mr. Paul Wolfowitz, President, The World Bank Group and Mr. Masahisa Fujita, Professor, Kyoto University of Japan and President, Institute of Developing Economies - Japan External Trade Organization (IDE-JETRO).
Understanding the Status Quo
Women in Nepal routinely suffer from lack of access to education, money and technology. Barely 25% of Nepali women are literate. They face systematic discrimination due to institutionalized chauvinism and a pronounced cultural preference for sons in Nepali society.1 From birth onwards, gender discrimination is evident—“If a boy is born, everybody is happy and they celebrate, but when a girl is born the parents become sad and worried... They think that girls are really others’ property and it’s of no use to educate them.”2 The Nepalese society follows patriarchic hierarchy in which all major decisions related to running a household are made by men. When families choose which children will or will not be educated, or who will have a better educational opportunity, sons are preferred. Educating a son is investing in his ability to look after his ageing parents while educating a daughter is considered a no-return investment. When she marries, she becomes another family’s asset.3 Girls are married off before they have the opportunity to stand on their own feet.4 The cultural practices prevalent in Nepal demean women, especially among Hindus.5 Most of the marriages in Nepal are performed following Hindu customs—many of which are blatantly discriminatory against women. For example there is a ritual called ‘Kanya Daan’6 (an important part of marriage in all Hindu marriages) which literally means giving away your daughter in alms to the groom and his family. 18
Case-let 1: Low Social Preference
“Because I am a girl from a poor family, I have to quit school. I will have to do domestic chores to help my parents so that we can save money.” I still remember these words of a¸ young Nepalese girl who used to come at my place every morning and evening to deliver fresh milk. She was barely into her early teens and had a strong desire to continue schooling. But because of her family’s poor financial status she had no option but to give up her studies and start working to help her parents. At an age when she should be going to school, carrying books in her hands, she would be engaged in collecting fodder for cattle and delivering milk door to door. I probed her as to why it was only she who was asked to help at home, and not her elder brother who went to school every morning riding a bicycle. “Because I am a girl and a girl is a liability to her parents until she is married,” she whispered. “My parents think that it’s better if I learn household chores so that later I can become a dutiful wife and mother. While I am still in my teens, they will marry me off to someone of their “I firmly choice. Traditionbelieve that if ally when a girl gets married, you educate her parents have a man, you to give a daijo 7 educate one to the groom. If individual, but daijo is deemed if you educate too small, adjusta woman, you ing to married life educate an becomes a difficult entire family.” affair— and we are five sisters and one brother. My poverty stricken family is trying to save whatever possible that can be given away as a daijo for the five of us. So why will they spend money on my education?” She sighed for a while and continued after a brief pause. “My brother will be the ultimate bread winner of the house, so my parents are
spending all their savings on his education. They are even borrowing money from village lenders just to keep him in school and pay for his tuition. The higher his education is, the better my family is equipped to demand a heftier dowry for his marriage.” I was speechless when she narrated a vicious cycle of marriage and dowry which had compelled her to pull out from school. Where the family lives on a hand to mouth existence basis, will education ever become a priority? This was roughly a decade back from today. I too was a teenager then, and was deeply moved by her plight. I questioned myself, “How can I be of some help to her? Could I lend her my books? Could I speak to her parents and tell them that a girl and a boy are just like your twin eyes—both equally important and precious. But how could I get this message across? Even if they would listen
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to what I was saying, where is the guarantee that they will understand that education is important for both a girl and a boy? How can I convince them? Will they indeed keep her in school? Who would fund her studies? What about her female siblings who were facing the same dilemma?” Many questions popped up at that time and I had answers to none. My Experience - Studying Under the Clouds of Maoist8 Threat
Although my family readily sent me to school, I had a hard time convincing them when I wanted to enroll in the University. The law and order situation in the Kathmandu valley had become terrible during the last eight plus years of Maoist guerrilla-based insurgency. Every other day there would be an announcement of Nepal bandh9, called by one or the other terrorism spreading factions. On the days of bandhs, they don’t allow
any vehicle to ply on the road. ‘Chakka Jam’ or blocking of tires is a regular feature on bandhs when the Maoist affiliated goons pelt stones and torch a handful of vehicles which dared to defy the bandh and come out on the road. During bandhs, academic institutions and businesses virtually come to a standstill in the absence of transportation facilities. Those who can afford stock up on provisions in advance and stay indoors. But what about those manual laborers who worked on a daily wage basis to eke out a living? Will education become a priority when there isn’t enough to sustain life? Hurdles to Education
I am an Indian national living in Nepal since birth. I have studied in Nepal and completed my graduation from there. The University where I studied and eventually worked as a Teaching Assistant was located
away from the capital Kathmandu in a far flung area. That region was plagued with Maoist insurgency—thefts, murders, bomb blasts were an everyday affair in the vicinity and led to an air of insecurity. Going to the University meant a travel of 60 kilometers a day in difficult mountainous terrain. On the way there were several checkpoints erected by the national army. They would require us to get down from the bus each time we reached there. Army personnel on duty would do body-frisking for each one of us to ensure that we were not carrying arms and ammunitions. A distance which could be easily covered in an hour and a half would take sometimes more than three hours—for the travel alone. I recall a day when I had my final University exam and the day was declared a bandh overnight. Early morning as I boarded a bus to go to the University, I was shocked to see a
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insights group of hooligans who surrounded the bus with hockey sticks in their hands and shouted slogans condemning the government. In a few minutes they burned several tires on the road. As I struggled to breathe in the smoke filled air, I could not help but ask myself whether an exam was worth risking my life? In such a scenario who would send their children for education when their life was looming with questions of life and death. It made it tougher to convince parents to send their girl child to school. Case-let 2: Economic Dependency due to Lack of Education
During my studies at the University, a Nepalese woman guest lecturer was invited to give a talk on women and entrepreneurship. She told us that like other women in her community, she too was married very early when she had barely learned how to write her name at school. Within a few years of her marriage, her alcoholic husband abandoned her for another woman. That was the biggest tragedy of her life, since in conservative communities of Nepal, divorces are still taboo and have a social stigma attached to it. Unfortunately, she was not educated—all
she knew was how to sign her name in Nepali. She was not in a financial position to knock on the doors of the court and endure lengthy legal procedures to get alimony. Helpless that she was, with young kids to feed and no societal and financial support, she began to wash dishes for a meager amount in the affluent households. Later, she went abroad as a contract laborer and eventually ended up as a housemaid. She worked diligently and saved discreetly. Because she was not educated, she got cheated by many middlemen who abused her mentally and physically. But she persisted, since it was a question of a square meal and the future of her children. After a few years with her small savings, she returned home and enrolled in a vocational course. Eventually she set up a small workshop to make buttons from natural materials. As she addressed us and unfolded her painful past, she proudly stated that, “If an uneducated woman like me can earn a living and give employment to another hundred needy women, you graduate students should definitely be able to work for the development of the country.” She said that had she been educated enough to take up a decent job, she wouldn’t have had to undergo mental and physical agony.
Education Makes a World of Difference
I firmly believe that if you educate a man, you educate one individual, but if you educate a woman, you educate an entire family. As a child, I distinctly remember my mother helping me to learn the English alphabet and basic math. As I progressed in school, her role got limited because however much she wanted to help me in my studies, she was not able to because of her limited schooling. Even before she could graduate, like other women of her age in the society, she was required to tie nuptials with a man chosen by her family. Continuing education after marriage for women is unheard of in my community. The woman’s role is formally limited to taking care of the household and raising kids. If such a situation existed in my family, who had resources to shoulder my education, it made me think about what happens to girls in poor families who do not have an access to primary education. Case-let 3: No Independent Identity
“Changes are needed in the legal system of the Nepalese society, where women have been indirectly treated as second grade citizens. For example, women have been legally denied
ILLUSTRATION: FRAN NG
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rights and have problems in areas such as when a person cannot get his/her citizenship based on the citizenship of his/her mother.”10 While I was still a final year student, I decided to work at the University to promote higher education especially for women. I come from a community where education for women is not a priority. After my graduation, I started to work at the University on a contract basis. I was the only Indian national working there. When I applied for the position of Teaching Assistant, I was told that even though after induction I might get a promotion, I will still not be given a permanent employee status because I was not a Nepalese citizen. This was a rule across all government and public sector organizations in Nepal. I was born and brought up in Nepal but was denied a Nepalese citizenship because I was born to an Indian father, though my mother is Nepalese. The citizenship rules in Nepal clearly indicate gender bias. I would have been eligible to be a Nepalese if my father was a Nepalese, irrespective of the nationality of my mother.
How to Improve the Status Quo?
A Snapshot of Rural Nepalese Women’s Life
1. My Ideas: Build Their Capacity to Direct Their Own Destiny Initiate the project, beginning from the grassroots: With my peers I would like to develop the following community based programs on the theme ‘Help Them to Help Themselves’ to enhance local participation and responsiveness. We11 will emphasize on solving the community problems with locally available resources. Also, we will convince the women from the lower economic strata that they themselves are the sources of their empowerment. 1.1 Change is Met by Resistance: How to Get Their Buy-in? Getting their buy-in would be very critical—these women want food for the family first, before getting literacy training. Following the Maslow’s Hierarchy of Needs12, it is necessary to first fulfill their primary needs before explaining to them the importance of education and gender development. We will adopt a multi-pronged approach wherein education and additional income generation will be simultaneously taken care of. 1.2 Walk the Talk A mother is a child’s first teacher, and she has an important and influential role to play in his/her formative years—in this light, education for a woman becomes even more significant as she is not only a parent but also a mentor to her child. Sensitizing women about gender equilibrium is necessary because unless women
Everyday while commuting to the university, I would see rural Nepalese women manually toiling in paddy fields near their thatched huts. Standing knee deep in the marshy lands with their infant babies tied on their backs, these young women would till the field everyday from early dawn to late in the afternoon under the scorching sun. Later in the day they cooked food, walked several kilometers to fetch potable water from a distant well or a hand pump, and carried the pots on their heads as they walked back home. What would education mean to them, when at the end of the day they would be physically exhausted doing their best to make ends meet? They relied on their husbands and the elder men of the house for subsistence even though they were the ones who tilled the land. These helpless women had no choice but to live with what they had in hand. For a girl is taught that once she gets married, it is her onus to keep her in-laws happy. So she should be quiet and tolerant to maintain peace at home. If she raises her voice against them, she is told that it would bring shame to her parents and family. I wondered how I could help improve their lives—would they understand what education was and how it could elevate their status in the society?
In the following section I have presented my ideas which I would like to implement along with my peers to address gender inequality and lack of accessibility to education for women.
“Sensitizing women about gender equilibrium is necessary because unless women understand that both a son and a daughter are equally capable, and thus should be given equal opportunities, the social status of girl child and consequently that of a woman can never be elevated in the society.”
understand that both a son and a daughter are equally capable, and thus should be given equal opportunities, the social status of a girl child and consequently that of a woman can never be elevated in the society. We will facilitate mothers of young girls to appreciate this fact by presenting ourselves as real life examples. 1.3 Show Them a Big Picture We will form local community cooperation teams with the participation of rural women to give them a voice. Women feel comfortable interacting with women and more often than not get easily influenced by them. Therefore, if we can persuade urban Nepalese women to share their experiences as a part of a charity program, it will make rural women see where education can take them. This will make them envision how their own lives will change if they get educated. 2. ‘Learn, Earn and Serve’13 In a society where females are generally given more duties and less freedom and opportunities than their male peers, increasing the availability of education and literacy for women and girls of all ages is a vital step forward.14 This project will be aimed at starting education at an early age for young girls, making them capable to earn their own living and then encouraging them to volunteer to serve the community. 2.1 Let a Woman be a Woman’s Best Friend: Partnering for Progress In the initial phase of the project, we will ‘adopt’ a girl child each (with the consent of their parents) from our localities and give her basic education. This way they will not feel out of place when they go to school (because of lack of guidance from parents and inability to cope up with studies in the beginning years, many girls tend to drop out of the school). This model can be gradually extended by inviting the educated women volunteers to teach an underprivileged girl in their spare time (for example during weekends). Many deprived women work as day housemaids in affluent households and stay in the slum areas. The first step of education can begin from there—the owners of these households can be tapped to educate the young daughters of their maids who often accompany their mothers at work. These homeowners will be responsible for the learning progress of their ‘wards’. 2.2 Why Will Educated Women Do It? Many educated women have a desire to reach out to the needy and help them, but most of them do not know how they can do “Both Girls and Boys... Cont. on page page 27 >>
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X I A N YA N
from the table. Will that give them a greater sense of security by sitting with other girls? Or, because they think front rows are for the more important? Look at what men do, they occupy front seats naturally. Choosing seats, to some extent, subtly reflect your confidence because seating arrangements in meetings mirror authority. No matter how good you are, the farther you are from the bosses, the less Women convince themselves that sooner or importance you project about yourself. Therelater, their hard work will be recognized, as in fore, I’d like to suggest women to improve their a Chinese saying “gold will glitter eventually confidence by taking the front seats, letting no matter how deep it is buried”. Unfortunate- your boss see you, giving him a chance to inly, in most cases, it is not true. Women should quire about you, then have his own impression learn from their male colleagues to be more of you. You may feel uncomfortable or nervous aggressive and to get more attention. sitting close to big figures in the beginning, In the business world, confidence can but remember, it cannot only boost your confibe fostered by small things, for instance, in dence but also give you chances. meetings. Many career women I interact with There are many other areas which we often use certain words such as “sorry for women can work on to improve our courage taking your time”, “you are more experienced and confidence. When the company gives you than I am”, “as you know... ” etc. in her new responsibilities, do not be anxious. Take prologue to show the challenge and her humbleness. believe in yourself. “gold will glitter eventually Some are in habit Never be afraid of no matter how deep it is of saying “ah”s failure as it will help buried”. Unfortunately, in or “en”s before you grow and prepare most cases, it is not true. answering every you for bigger opporquestion. My sugtunities. When your gestion will be having a straightforward and report is turned down, it is not the end of the powerful prologue; sticking to the focus point world—do not take it personally, think about without wandering away and adding unneces- other alternatives to fulfill your duty. If you sary explanations; and answering questions are competent, if you take on more respondecisively and firmly. sibilities, then there is no need to hesitate to Another interesting thing ask for more authority as these two should I notice in meetings is that go hand in hand. From my understanding, women tend to sit together the more you are afraid, the less possibilwith other female colity you have to succeed, because you are leagues and choose Next page >> back row seats away
CHEN,
MBA
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PHOTO: STOCK.XCHNG
Courage and Confidence, Keys for Career Women NOWADAYS, there is still quite a gap between men and women in terms of employment opportunities, benefits package, as well as career advancement. Despite the fact that more and more women occupy very important positions in the corporate world, the number is still far behind than that of men. I think the reason why the achievements of women fail to go side by side with their male counterparts is not a matter of competence, but a matter of mentality, a way of thinking. It’s a fact that historically, the men set the rules of the game in the career arena. As women want to stand firm in this male dominated career world, women can learn the rules of the game first, analyze and understand the logic behind the rules, and then try to act and think like our male counterparts. This does not mean that we should lose our female traits and act like a man. The point is that we must overcome our weaknesses such as competitionaversion and lack of confidence and courage. As a career woman, I believe that courage and confidence are very important traits that a career woman should have to win respect and advance in the corporate world. In contrast to our male counterparts who were encouraged to be brave and straight since a little boy, we women, especially under the influence of our Asian culture, were required to be quiet and reserved. In a male-dominated corporate world, a man would grab every chance to show and market himself, but a woman would rather choose to perform her job with much endeavor and quietness, and wait to be noticed and appreciated by her boss.
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Opposites Attract J O E L
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J O R G E
GAV I O L A
ARRIVED IN THE AIM ALUMNI Relations office to interview two students from the MBA program at around 3 in the afternoon. I know, from reading history books, that there is a preconceived notion that people from Japan and Korea do not like each other. Not going into details, I am relieved to find that such preconception does not seem to be a fact when I sat down and talked to Ms. Yeon Jang Choi (MBA’2007), and Ms. Yumiko Hatori (MBA’2007). Ms. Jang, 25, a BS Information Technology graduate from the University of Asia and the Pacific (UA&P), professes ignorance of the issue between her motherland and Ms. Hatori’s native country. Ms. Hatori, 28, a graduate of BS Political Science from the Nagoya National University does not think much of the misconception. The two first met in the Pre-MBA course which AIM offers every year. This course is meant to be a primer, and lasts a month. They were relieved to have bumped into each other. Firstly, because they have the same facial features. Later on, they discovered that they share the same interests. Their friendship has gone on to be stronger, not only are they mere classmates, and thesis partners, they also go out shopping and do things that girls usually do. When the two are not studying (which seldom happens), they go out to eat to restaurants that offer traditional Korean and Japanese cuisine together. I ask the two about their impression of each other. Ms. Jang thinks Hatori is very much organized and analytical. “She thinks of numerous ways to solve a problem.” On the other hand, Ms. Hatori thinks Ms. Jang is inclined to be more artistic and more spontaneous than she is. Ms. Jang has had more contact with Filipinos after having lived in the country for more
than seven years. After graduating from UA&P, she worked with SYKES Asia (a Business Process Outsourcing office in the Philippines) in a Korean Technical Account where she did graphical designs for over a year. She confesses that she has learned only a few words in Filipino as of yet. Ms. Hatori, on the other hand, worked for five years in an automotive company in Nagoya
and right after graduation, she decided to enrol in the MBA program with AIM. This is her first time to be in the Philippines. I ask the two about what their general outlook is toward citizens from each country. A slight pause ensues. Finally, Ms. Jang speaks up about the Japanese. She thinks the Japanese are very disciplined and this fact shows in the sense that Japan’s economy is consistently one of the strongest in the Asia region. Ms. Hatori, on the other hand, thinks that Koreans are aggressive, and very ambitious. While the word ambitious
may connote a swipe, this is not so. She counters by saying that Koreans are not afraid to expand (in business terms), and explore their environment, as opposed to her countrymen who would prefer to stay in Japan, than to go out. Having lived in the Philippines for quite some time, they are in awe of the number of women who take an active role in the development of the country. Although, there are a number of women in their respective countries who take active roles in politics, and business, the number is not as great as that in the Philippines. They believe that the main reason is that, until today, there seem to be a lot of biases towards the women of their respective countries. Although the biases seem to have loosened up a bit, it is still there. Jang has even mentioned, to an extreme, that when someone gets pregnant, they can be immediately fired since they will not be deemed as productive. “The school has given us a wider perspective than before.” Ms. Jang and Ms. Hatori answer in unison. “The school has given us a way to learn more about our respective countries from the outside.” Ms. Jang continues, “I don’t think I can stay up all night just studying. But, this school has made me try harder. And to exert more effort.” When asked about the reason why they chose AIM over the other business schools, Ms. Hatori admits that she wants to start up a business in the South-East Asia region, and that the most expedient way to go about this is to go to the professionals who know the area like the back of their hand. Ms. Jang, on the other hand, knows the school by reputation as it was once very popular in South Korea. She hopes that the school be once again the choice business school in Asia. She believes that people who are thinking of embarking a career in business should enroll at AIM.
>> not able to concentrate, and worse, your panic will influence your subordinates. When facing challenges, I say to myself ,“My boss chooses me because he knows I can. No one knows the right answer one hundred percent. Catherine, kick-off and stay focused!” My other advice to my fellow alumnae: Keep learning. No matter how mature we are, always preserve your child-like curiosities for
new things and be ready to learn from others. Know priorities. Make clear what the primary target is and stay focused. Move to other targets only when the number one target has been being fully accomplished. Be a team-player. Do not refuse to share resources with others because of something called “self-protection”. Try your best to contribute in achieving your objectives. The best way to
protect yourself is to protect your team. Have a sense of humor. Too much seriousness can create distance between people. Use humor to ease up tension or express your viewpoint in a more acceptable way. Reciprocate the humor of others with a sincere smile. Keep in mind that you are woman. Like the saying goes, “woman is water”, so be soft, graceful and accommodating.
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Volunteer Through the Eyes of a
S U SA N
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T ISN’T OFTEN THAT ONE GETS THE chance to spice up her regular workload with a socially-relevant activity. I am not a teacher nor am I a trainor in Petron, but with the challenges that have been falling on my lap one after the other, it has dawned on me that I can, after all, deviate a little from Accountancy and get my feet wet in classroom teaching. At a time when Petron is going full-blast in its Corporate Social Responsibility program to fuel HOPE at all school levels, I am privileged and happy to contribute my share in driving its educationrelated endeavors. What is HOPE, by the way? HOPE stands for Helping Filipino children and youth Overcome Poverty through Education. As seen through the eyes of an ordinary Petron employee, what is the essence of volunteerism? I believe that one must leave a place better than before one had found it. Volunteerism does not hanker for recognition. What is important is that we do voluntary work because our intentions are pure. Being a volunteer isn’t a tall order either. We give only what we can. Each one of us can contribute something. If we have no money, our presence would do or if we can motivate people, that would just be as good. We should remain relentless in finding ways to make life more bearable for our less fortunate brothers. Alas! Volunteerism may not require us to shell out money but calls on us to part with a very precious commodity and that is “time”. Time, the one thing we possess and the most precious of our possessions. As a socially-sensitive and committed company, Petron aims to have volunteerism thrive in the heart of each and every employee. Beyond profitability, we extend our responsibility to nature and man through active participation in environment-friendly projects, livelihood, housing, education, medical outreach, motorists’ assistance, and even relief operations. We embody a Petron that remains caring, in good
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times and bad. Driven by this noble objective, Petron designated your humble servant as a representative trainor to the WIWAG program. The WIWAG program, which was conceptualized by the Ernst Schmidheiny Foundation of Switzerland, is currently running in the said country as well as in other parts of Europe like Germany, Italy, Spain and Slovakia. But how did WIWAG come to the Philippines? Holcim, one of the biggest Swiss companies is sponsoring the program in Switzerland. Since Holcim has four cement plants in the Philippines, they thought of bringing the program to their constituents in Misamis Oriental, Bulacan, La Union and Davao, as a CSR project via the Education for Youth Enterprise Foundation. WIWAG was coined from two German words whose literal translation is “Business Weeks”. It is a program that aims to aid public university students to make intelligent and clear career decisions leading towards their becoming productive members of society. Yours truly and 27 other volunteers from topnotch companies, foundations and non-
“Volunteerism is putting your heart above your pocket, an everyday form of heroism.” government organizations comprise the first batch of WIWAG trainors outside of Europe. Our completion of the “Training the Trainor” Seminar conducted by Swiss instructors at the Phinma Training Center in Tagaytay in April 2005 bestowed upon us the title of “Certified WIWAG Instructor”. I had my first crack at teaching the module to 28 students of the Mindanao State University immediately after the week following the training. That signaled the birth of a partnership in education between the Education for Youth Enterprise Foundation
and Petron. For its initial salvo at sponsoring the WIWAG project, Petron officially chose the University of Makati as the first beneficiary of its generosity. From October 2005 to May 2006, Petron has conducted three runs of the WIWAG at the University of Makati while two more are scheduled before the year ends.
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llow me to acquaint you more with the WIWAG. The WIWAG is a 5-day course on business, the main target audiences of which are non-business students, like IT, Math, and Engineering students who have very little background on Business and Finance. It’s like teaching Accounting to non-Accountants, in the hope that they will be guided on options available after graduating from college like, for instance, venturing into business. WIWAG uses a computer-aided business simulation game to teach college students how to manage a company by enhancing their understanding of the functions and interrelation of Finance, Economics, Human Resources, Research and Development, Production and Marketing while fostering teamwork and harnessing individual creativity. The financial results at the end of each year would show how effectively the company officers essayed their roles in terms of making decisions in steering the company and the implications of these decisions not only on the bottom line but on the firm’s overall image as seen through the eyes of its stakeholders and the community. The culmination of all these activities is the holding of a simulated stockholders’ meeting where the individual teams present to their stockholders their company’s performance for the past five years. WIWAG supports Entrepreneurship but has an added subject on Corporate Social Responsibility. Why CSR? WIWAG espouses the belief that there is a social angle to going into business. A business does not operate in
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isolation but rather has the moral obligation to give back something to society. Like a breath of fresh air, it feels good to know that nowadays, more and more companies are becoming center-driven, meaning they combine profitability with social responsibility. Like Petron, companies are beginning to embrace CSR and integrating it into their core business. The proof of the pudding is in the eating. Do you know that lately, several students from the University of Makati who have attended the WIWAG, are trying to connect with their counterparts from other schools to explore the possibility of putting up real companies, albeit small ones? I am so touched at how emboldened they have become to venture into business armed with added learnings from the WIWAG! Can there be a better proof of the pudding? Wait ‘til you hear this other piece of inspiring news. The University of Makati won second place in the First Inter-Collegiate Case Analysis & Presentation Competition held in January 2006 at the University of the Philippines-Diliman. The three Accounting students who represented the University in the competition primarily attributed their victory to the WIWAG training in October last year, which, they claimed, greatly boosted their stock of knowledge and skills.
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They mentioned in particular how much their decision-making process, analysis of business scenarios and presentation skills have improved. Yes, this university that subsists mainly from support from the local government of Makati may have placed second only to De La Salle University Manila, but besting 13 other schools including the likes of Ateneo de Manila University, University of Santo Tomas, and Lyceum which, by the way, copped third place, is definitely something else. Small, simple feats, no doubt. But isn’t it that big things stem from the small? Dean Elyxur Ramos of the College of Business Administration of the University of Makati has so taken cognizance of these developments that he committed to work for the inclusion of the WIWAG program in his college’s curriculum. For my participation in the WIWAG, I have my bosses to thank for allowing me to squeeze this activity into my regular work as Treasury Officer. In the process, they, too, have transformed themselves into catalysts in Petron’s drive to fuel HOPE in our society. On my part, do you think I am worried that my career path is taking a slight detour? Not at all - for teaching gives me a different kind of “high”. It is something I am very passionate about. In fact, with my participation in this program, I liken myself to a turtle being thrown into the water! Though my efforts may not at all create a splash but a mere ripple, I know deep in my heart that through teaching and other volunteerism projects, I am able to touch the lives of my marginalized brethren. It feels good to be needed and appreciated for every little thing that I do for them. Yes, it is not the money that makes
a person complete and happy. It is by doing something meaningful to mankind, something that makes someone change for the better. If only for this, I firmly say, that for as long as I am strong and able, I will always be a volunteer!
It is by doing something meaningful to mankind, something that makes someone change for the better. If only for this, I firmly say, that for as long as I am strong and able, I will always be a volunteer! If in the end, my students would tell me that they appreciate my effort to impart knowledge to them, what would be nicer to hear than that? If in the end, my superiors would acknowledge that I did a good job, could I ask for anything more? If in the end my peers would admit that they admire my perseverance, shuttling to and from my volunteerism projects, rain or shine, what would be a better motivation? If in the end my colleagues would start to be curious about what I am doing, won’t I feel elated that I have been a driving force of volunteerism? And if in the end, I feel good inside, knowing that I did my best, no matter how humble my contribution may be, tell me, can money buy that? I have always believed that life is a continuing learning process, and if in my own little way, I am able to contribute to educating the youth, then that would make my day!
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insights Hindi akhoo muroon mag Tagalog.
Poi de English? (I do not know how to speak in Tagalog. Could you please speak in English?) SA R I TA
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INDEED AS I BOARDED MY FLIGHT BOUND for Manila to pursue my MBA at the Graduate School of Business at the Asian Institute of Management, little did I think that my experience at the school will indeed be such a memorable one. Life was tough to begin with at AIM for someone like me who never had a taste of traveling abroad, had never studied the ABCs of subjects like Accounting and Finance and even worse, someone who had only relished Indian vegetarian food. Gradually I began to like what I was studying and also learned more about the Filipino people and their culture. Initially I was a little hesitant as I started my internship and finally my Management Report as both required me to step out of the four walls of the dorm. However, life became much easier as the affection of Filipinos flowed when my first response to any Filipino would be “Hindi akho muroon mag Tagalog. Poi de English?” These were some of the first few Tagalog words that I learned at school, which have been indelibly printed into my memory. “Why did you choose to take your MBA in the Philippines? Why did you go to the Asian Institute of Management? What added value has an MBA given you?” These are some of the questions that I have faced during various job interviews and during my conversations with future MBA aspirants. To the first question, my answer always remains—I wanted to study in Asia, because the economy is booming and it will be an excellent chance to know more about the different cultures and countries in the region. I will now attempt to answer the question as to why I chose AIM: First, because after having lived in Nepal for the last 25 years, it was a great opportunity for me to interact with students from all over the Asia Pacific. Secondly, at AIM I got to study with professors in a 26
complete Harvard case study environment. Just before graduating as an MBA from AIM, I won second prize out of nine finalists in the International Essay Competition 2006 organized by the World Bank. A total of 1,950 essays were submitted from 136 countries. (Editor’s Note: Sarita’s prize winning article is published in this issue, page 20). We (nine finalists) were required to present our papers in front of a jury after which the awards were decided. We had an awards ceremony at the Annual Bank Conference in Development Economics (ABCDE) in Tokyo which I attended with my mother. Awards were presented by Mr. Paul Wolfowitz, President, The World Bank Group and Mr. Masahisa Fujita, Professor, Kyoto University of Japan and President, Institute of Developing Economies - Japan External Trade Organization (IDE-JETRO). I was also invited to give a short message to the audience along with the other three winners during the ceremony. I was introduced on stage as an MBA graduate from the Asian Institute of Management, Philippines. Indeed my MBA education at AIM has boosted my confidence and has helped me to structure, organize and present my thoughts in a better manner. After completing my MBA, I am now working as a business analyst in a research company which is in its start up phase in New Delhi, India. At work I find myself interacting with people with diverse educational backgrounds and nationalities. Learning teams at AIM just give you a flavor of what it is like working in an actual work environment—you often find yourself with a team of people who have different ways of working and come from different cultures. Our learning teams at AIM were composed of students from different faculties and cultures. This helped me in appreciating that it is not only important to understand tech
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nology, but also to realize that people are the most important asset in any organization. Also, it was not so interesting to read the ever growing pile of lengthy cases during the long hours at night in school. Today as I happily read long documents at work to gather key information, I know who to thank! How has this AIM experience changed me as a person? After my MBA, I now feel that I am a different person who is not as hardheaded as my classmates would describe when I began the course. Working together with a team helped me to see different perspectives of solving a problem at hand. While earlier I would just discard any idea as not feasible or even crazy, today I would give it a thought and look for how that idea would be useful. I would say, my way of thinking has changed—since the curricula at AIM always promoted creativity and “Out of the Box” thinking. As I visit different countries and look at the world, I try to look beyond what I can see—my stay at the school has made me not only more inquisitive but also more knowledgeable about the outside world. Now I don’t get befuddled by the differences in culture— rather, I appreciate it. When I had left for school, my parents were skeptical as to how their finicky girl would adjust to entirely new surroundings, new people and above all a new way of learning. After two years of study they are now convinced that AIM makes you more adaptable, more confident and above all prepares you to think on your toes- to be always ready to take on new challenges.
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“Both Girls and Boys... Cont. on page page 21 >> so. By coming forward to teach, they will get an avenue to utilize their skills by imparting knowledge to the younger generation. This will indeed give these ‘teachers’ a sense of accomplishment as they contribute to a noble cause. Community service also provides psychic income and a greater sense of fulfillment..15 Due recognition can be accorded to such volunteers on social occasions as an appreciation for their efforts. 2.3 Marketing for a Cause Once the child shows a satisfactory level of performance, she can be sent to a nearby local school and that is when the requirement of funds comes. We will participate in fund raising programs targeted at relatively rich local entrepreneurs. By presenting facts and figures about the dismal state of women’s education and women’s role in development, we will make an appeal to them to support education for the girls from low income families. By engaging in ‘social marketing’16 we will articulate and make public the voice of these disadvantaged women in the international arena to advocate for equality in women’s rights. 2.4 Role Reversal- Mothers Learn from Daughters Just like these days as I teach my mother how to use a computer, eventually these young scholars can also teach their mothers as they learn. Mothers will be comfortable learning from their daughters and this will reinforce in their minds that daughters can be a source of learning, too. This will give young women a sense of accomplishment and validation, and will increase their self-confidence as they help their mothers learn. Once these young girls get educated, we will encourage them to serve by educating other women. At the same time they can utilize their education to create employment opportunities. This explains the proposed ‘learn, earn and serve’ model. 3. Promoting Entrepreneurship among Women We will seek the help of enterprising women to foster a culture of entrepreneurship among the rural women. By inviting skilled women volunteers to conduct workshops to teach rural women vocational skills like making handicrafts from locally available materials (like bamboo), we can provide them an opportunity to generate sources of earnings. If women can learn how to get extra income by using readily available resources, it will not only boost their morale but also reduce their dependence on the men folk for daily subsistence. Rural women can also use their cooking skills to prepare snacks at home and sell it in the local market. As an additional economic activity, this will reduce their dependence on agriculture alone. 4. Communication Matters -Using Technology to Bridge Gender Gap
Technology can also be used to bring attitudinal changes about gender. For example, most of the rural people listen to the radio because they can understand the local language. Programs about the role of women in society, like why one should give equal opportunities to a son and a daughter can be aired in the local language (Nepali) via radio channels. Women who have made a mark for themselves in community development can be roped in to lend credibility to these programs. Such radio shows can be designed in a conversation style involving both men and women. These broadcasts will aid in bringing about a change in the mindset of people and sensitize them about gender issues. 4.1 Showing Them the Direction - One Step at a Time Information Communication Technology (ICT) can help empower women by being a source of earnings for them. ICT can provide a platform to sell their indigenous skills to a wider audience and customers. One way that could be leveraged at the local level is ICT paired with micro lending. In Nepal, community development programs still have not fully taken advantage of the opportunity to provide both money to foster activities and the channels, via ICT, to market goods and services produced from those activities. Crafts and tourism, especially in the growing area of eco-tourism, are two types of activities that can benefit the community.17 By working in partnership with the private sector we will aim to extend the reach and usage of ICT. ICT can be also be used to disseminate information about women’s rights. Having access to knowledge of how a country’s social system operates, for example, women would know what their rights are. If a woman is abandoned by her husband, she might be eligible for alimony payments. But without knowing how the system works, she cannot access her rights. Technology-enabled non-government organizations can play a role here by acting as efficient providers of that information and a link between the system and the citizen.18
Conclusion A velvet graduation in a woman’s present status can only be achieved if everyone acknowledges that women are capable enough to take on responsibilities in the outer world. The need is to create a conducive environment which promotes equal participation of women along with men in the household and also in economic activities. This will go a long way in uprooting gender disparity in the rural communities. Mainstreaming of gender issues and gender sensitization is necessary because its implementation depends primarily on human attitudes. Since gender bias is so ingrained in social attitudes, it is necessary to sensitize people to its various visible and invisible indicators.19 It
is clear that no education or communication will be successful without a large-scale change in women’s societal position.20 The support of international intermediaries to eradicate genderbiased policies and to make amendments in existing discriminatory laws will be an important step towards achieving gender balance. 1 Directly cited from http://www.etc-nepal.org/icd.php. Last accessed March 9, 2006 2 Directly quoting Ms. Inkumari from http://www.mountainvoices. org/Summary.asp?id=266. Last accessed March 24, 2006 3 Pennells, Linda, Girls and Women’s education Policies and Implementation Mechanisms. Entire section is directly cited from http://unesdoc.unesco.org/images/0011/001146/114669eo.pdf. Last accessed March 28, 2006 4 Directly cited from http://www.kantipuronline.com/kolnews. php?&nid=68490 quoting Ms. Lily Thapa, Director of Women for Human Rights (WHR) and associate professor at Padma Kanya Campus. Last accessed April 1, 2006 5 Hinduism is one of the highest practiced religions of Nepal. A follower of Hinduism is Hindu 6 Kanya means virgin girl (namely the bride). ‘Daan’ means giving away. There are so many Daans or Dhanas advocated by the Hindu scriptures and of these Kanya Daan is stated to be the supreme daan. Hindu Dharma says one who is bestowed with the act of Kanya Daan or One who has the opportunity of making a Kanya Daan in his life is the beloved child of the Lord and he will never have rebirth. This explanation has been directly cited from http://mailerindia.com/hindu/veda/index. php?hindumarriage. Last accessed March 30,2006 7 Daijo in Nepali means Dowry that the bride’s family gives in form of money or assets given to groom’s family during or before marriage 8 Maoists is the name given to the faction who engage in anti government activities and disrupt law and order in the country. Maoist guerrilla insurgency or “People’s War” was launched in February of 1996 by the Communist Party of Nepal-Maoist (CPN-Maoist). The Maoist People’s War has become a direct threat and a death-knell to the government of Nepal. This explanation is directly cited from Dr. Tiwari, C.K, Maoist insurgency in Nepal: Internal dimensions http://www.saag.org/papers2/paper187.htm. Last accessed April 2, 2006 9 Bandh means closure. During Nepal Bandhs, the entire nation comes to a halt as vehicles are forced to keep away from the road. 10 A supporting statement directly cited from Chapter 7, Nepal Population Report 2002, publication Ministry of Population and Environment http://www.mope.gov.np/population/chapter7.php. Last accessed March 10, 2006 11 We refers to me and my peers working together. 12 Reference http://www.netmba.com/mgmt/ob/motivation/ maslow/. Last accessed April 2, 2006 13 The concept of this model has been derived from Social Enterprise series No 1 Business Leaders and Non Profits by James A. Austin from http://www.hbs.edu/socialenterprise/pdf/SE1BusinessLeadersandNonprofits.pdf. Last accessed March 19, 2006 14 Directly cited from http://www.etc-nepal.org/womens_literacy. php. Last accessed March 9, 2006 15 Cited from Social Enterprise series No 2 Making Business Sense of Community Service by James A. Austin, from http://www.hbs. edu/socialenterprise/pdf/SE2MakingBusinessSense.pdf. Last accessed March 19, 2006. 16 This term has been cited from How Marketing Can Reduce Worldwide Poverty by Martha Lagace, Senior Editor, HBS Working Knowledge from http://hbswk.hbs.edu/item.jhtml?id=2702&t=marketing. Last accessed March 18, 2006 17 Based on insights from Information technology and poverty alleviation By Gabriel Accascina cited from http://www.fao.org/sd/CDdirect/CDre0055h.htm. Last accessed March 18, 2006 18 Ibid 19 Directly cited from http://www.adb.org/Documents/Books/Country_ Briefing_Papers/Women_in_Nepal/chap_08.pdf . Last accessed March 19, 2006. 20 Directly cited from http://www.unescobkk.org/fileadmin/ user_upload/esd/documents/situational_analysis.pdf. Last accessed March 26, 2006
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cover story As professionals work their way up the corporate ladder, an intangible yet real barrier keeps many females out of the top-level management in business. For this is the realm of an exclusive club of power and authority that hinges upon the simple skewed principle of male domination. Welcome to the glass ceiling. While being far from ideal, the situation has improved for many women, who have committed themselves to showing they deserve a place under the sun and in charge of men, nay, people. The Asian Institute of Management prides itself in being a catalyst to breaking the gender barrier. An increasing number of women have finished management programs and went on to
take top positions in reputable organizations and companies. They are astute managers who have earned their stripes and wield them proudly through the quality of their work. Take the case of Vicky Garchitorena, managing director of the Ayala Corporation and president of Ayala Foundation Inc. and Ayala Foundation USA. Her present positions follow an illustrious career
in private and public domains, sewn together with a passion for good governance and a dream of empowering the poor. Geraldine Bernardo thought she should work like a man to earn the respect of her father, who believed that women had no place in business. Today, she has proven herself worthy to all as she chairs the Philippine Olympic Committee’s Athletes Commission.
Indeed, success is written with a patient pen. Dinna Bayangos honed her skills in various roles with Ayala Land Inc. (ALI), the country’s premier property developer. So when ALI sought to establish a real estate arm to tap a rich OFW market, Ms. Bayangos was the logical choice to head it. For Danila Regina Fojas, AIM’s first woman distinction graduate and today the EVP and GM of Shangri-La Plaza, an effective leader, be it a man or a woman, moves “in unison with his or her colleagues towards a certain vision, someone who is fair and trusts his or her people and is able to bring an organization to greater heights.”
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Sandy Prieto-Romualdez, president and CEO of the Philippine Daily Inquirer, is the quintessential accidental leader. “My mom is a successful businesswoman and I had her as a role model... I grew up in an environment where I never felt I couldn’t do it because I was a woman. My gender was never viewed as a barrier to achieving what I wanted to.” Myrna Alberto credits hard work, spiritual fortitude, physical stamina and mental acuity in reaching the top. “You have to go for it! Follow your dreams, but you have to work hard for it as well,” she says. Today, she
is president of One Incentive Systems Advocates as well as corporate secretary for the AIM Alumni Association. Corazon Tecson Jimenez, founder of the International Movement of Development Managers, observes: “We are now bolder, we have found that we can be CEOs, we can excel and compete—whether with fellow women or with men.” An Accenture report, “The Anatomy of the Glass Ceiling: Barriers to Women’s Professional Advancement,” reveals the advances of the contemporary business environment towards eradicating the glass ceiling.
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“At no time in history have women been more visible in governmental policymaking and in corporate boardrooms... However, even in today’s most progressive societies in this regard, the role of women is frequently unclear,” declares the report, which studied 1,200 male and female executives in the US, Canada, Austria, Germany, Switzerland, UK, Australia and the Philippines. More notably: “Legitimate successes are frequently accompanied by ongoing struggles and painful backlash.” Accenture’s chief diversity officer Kedrick Adkins comments: “... While there has been
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progress in shattering the glass ceiling over the past 20 years, organizations—and societies— need to realize how important it is to capitalize and build upon the skills of women.” The key to long-term success of companies, continues Adkins, is “global inclusion.” “Revolution” may be too strong a term to describe the pioneering efforts of lady AIM graduates in our cover story, but they’re certainly making a great case for so-called “inclusion.” They are certainly the right persons for their jobs. Yes, persons. K A P
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Lala Fojas
MEETING SOMEONE LIKE Danila Regina “Lala” Fojas was both an intimidating and an engaging experience. A graduate of the Masters in Business Management course and the first woman distinction graduate at the Asian Institute of Management in 1978, Ms. Fojas embodies the AIM alumna—keen, intellectual and fair-minded. “My stay in AIM was wonderful. I had fun, I had a great time learning, meeting new people from different occupations, professions… walks of life. In a way it changed my life, but not who I am,” she said. With such a strong and powerful character, Ms. Fojas, executive vice president and general manager of Shangri-La Plaza, may easily intimidate people but her vast experience and vivid insights on life make her equally inspiring. She considers her two-year stay at the AIM as the turning point of her career, which catapulted her from the paramedical field to the corporate realm—a world that offered new experiences and lasting memories. “I was a speech therapist before I came to AIM, a very different field from business. AIM gives you the tools to go beyond your boundaries. I had a great time realizing many things about myself, about life, the fact I can actually have new learnings and shift careers as well,” she said. “Daunting” was how she described her decision to step into the business arena but the AIM administration’s decision to take her in boosted her confidence. “I would not have been accepted if the administration didn’t feel I had the capability to complete the degree course. That gave me a bit of confidence. I would admit that if you call it ‘tabula rasa,’ I was one in business.” The experience brought out the best in her and helped her gain a lot B E A
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of good friends, she said. The lessons and the training, for their part, equipped Ms. Fojas with the skills she needed to survive and succeed in the corporate environment. Moving into a new career was another “life-changing milestone,” she said, adding that her 20-year stint in food giant San Miguel Corp. gave her the growth and development she needed. “I was able to bring to bear what I learned from AIM… the tools to be able to succeed in business. I’m a corporate person through and through,” she said. Ms. Fojas joined Shangri-La in 2000 after a sabbatical from her retirement. At that time, she also decided to teach in AIM for two years, a move that she described as her way of giving back to the institution that shaped her career. Now in her sixth year in Shangri-La, Ms. Fojas continues to employ the skills she learned in AIM to bring the company to its maximum potential. She views herself as a self-propelled individual who always aspires to give her best in anything. “Honestly, I don’t think there’s a need for an inspiration, for an outside stimulus to inspire you. I strive to be the best in everything I do, I give myself to everything I work on. That’s just me,” she said. For her, an effective leader, be it a man or a woman, is someone who moves in unison with his or her colleagues towards a certain vision, someone who is fair and trusts his people and is able to bring an organization to greater heights. To young people who would like to carve a niche in their chosen fields of career, Ms. Fojas has this important advice: Be true to yourself and never lose touch of what makes a good human being. “It’s important not to lose sight of who you are and the important parts of your life— family, career and community,” she said.
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STORIES ABOUT ACCIDENTAL leaders and reluctant heroes have continued to inspire people over the years. The story of Sandy PrietoRomualdez, president and chief executive officer of the Philippine Daily Inquirer, is no different. Ms. Prieto-Romualdez herself is still amazed by what she has gone through while running the country’s biggest and most influential print media organization. “I didn’t see myself in this position when I was in AIM. I thought I’d be in developmental work but I saw that the paper does have a development agenda, which marries well with the business. The social aspect of the paper is very clear,” she said. She took over the Inquirer leadership in 1997, three years after her elder brother, then vice president of finance, died in a motorcycle accident. Her family had asked her to represent their stake in the paper.
“It’s not so much whether I could, it’s more of whether I’d be good at it.”
Sandy Prieto-Romualdez
Her experience in AIM as a Masters in Development Management student helped a lot, she said, calling it “good fortune.” One of the most important lessons she acquired was dealing with a crisis sans panicking. “I was put in such great pressure when I was in school. We learned to have discipline to focus on the goal and surmount the pressure,” she said. AIM also honed her skills in planning and analysis, spotting organizational development problems, employing the right solutions as well as understanding financial class normally entailed sifting through tons of docu-
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Dinna Bayangos
WHEN AYALA LAND INC. (ALI) decided to establish a real estate arm to take advantage of the “overseas Filipino workers (OFW) phenomenon” earlier this year, it didn’t have to look far for the perfect person to head the new company. More than being an 18-year ALI veteran, Dinna Gayla Bayangos (MBM ’88) had proven her worth in the different roles and projects she had taken in one of the country’s oldest real estate developers through the years. As a fresh recruit in 1988, the then project manager headed teams tasked with land acquisition, planning and development of residential, hotel and mixed-use projects. She was shortly promoted to head the corporate planning group, then moved on to become president and general manager of ALI subsidiary Avida Land Corp. In less than two years, she steered Avida to record financial heights, boosting monthly sales take-up by 50% and growing overseas sales from 25% in 2004 to 30% by September 2006. A couple of years earlier, in 1986, the double-degree holder (BS Finance and AB Economics) from De La Salle University had enrolled in AIM’s MBM program to further hone her professional and entrepreneurial skills and prepare her for the climb up the corporate ladder. There, Ms. Bayangos said, she learned a lot from interacting with her classmates, especially within the CAN groups. “Within a group, there was enough diversity to keep the conversations alive and the discussions productive. Within the classroom, we had established the ‘specialization’ of each one and would consult people for specific areas. A lot of these learnings I still use today,” she shared. “Dinna” continued on page 37 >>
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Vicky Garchitorena For Victoria Pineda Garchitorena, a good leader combines reason and sensitivity, strength and femininity—and these attributes she used in various roles as a physics researcher, a public servant, a media practitioner, an NGO champion and a manager for a long list of entities. After graduating summa cum laude with a degree in B.S. Physics from the College of the Holy Spirit, Ms. Garchitorena started out as a researcher at the Physics department of the Philippine Atomic Research Center and then became a teacher at her alma mater. She later joined SGV & Co., eventually leading its management services department. It was during her stint there that she pursued postgraduate studies in the AIM as an SGV scholar. “AIM integrated my knowledge and validated ideas and informaR I Z A
tion,” Ms. Garchitorena said. “I enjoyed the cases and real life stories of how to succeed, and learned how not to do things from ventures that failed. I also enjoyed being in the case groups. I developed the confidence to enter the corporate arena.” She is concurrently managing director of stakeholder relations for Ayala Corporation and president of Ayala Foundation Inc. and Ayala Foundation USA following stints with such organizations as the World Bank’s Asia Pacific Advisory Council Against Corruption, International Center on Innovation, Transformation and Excellence in Governance, People Power for Microfinance, Phil. Council for NGO Certification, EDSA People Power Commission, ABS-CBN Foundation Inc., Alliance of Women for Action Towards
Reform, Management Association of the Philippines, and many “Vicky” continued on page 37 >>
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PHYSIOTHERAPIST GERALdine “Dina” Bernardo said that going abroad never appealed to her, so she decided to try her hand at business instead. “We have a family business and summer jobs would entail me going to work in the factory. So I said, why don’t I try to help out?” Ms. Bernardo recalled. But her father didn’t believe then that women could make it in business.
“Loving as my father was, he told me that women have no place in business.” Ms. Bernardo thought she should work like a man to get her father’s respect. “I’m not saying a woman should act like a man, but work like a man. Besides, when I think about all these gender biases, maybe sometimes some of us bring it upon ourselves, what men think about women, so I try to cut all of that. I’m not choosy when it comes to work. In fact, the work that I do was engineering work doing costings, and buying spare parts in Divisoria,” Ms. Bernardo explained. Successful as they were with the family business, she realized that to be in business nowadays takes more than the school of hard knocks. She decided to go to AIM. “Imagine coming from a zero technical background and learning about debit and credit. I lost 10 pounds in the first month especially because the professors somehow make you feel like insects. I don’t know, either that or I was also insecure because here I am, amongst people who are economists, accountants, I didn’t have a clue what they were talking about so I really had to fast-track a lot. Within that first month I said, it was do or die, I really have to do something about it and thankL I A N N E 34
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fully, I was able to surpass it,” Ms. Bernardo said. “There is not a harder day after AIM,” Ms. Bernardo said. For all the hard work she went through as a student made her a smarter businesswoman. “I may be doing things more complicated now but I learned to work smarter, balance time and value my sanity,” she jokingly said. The Bernardos had put up a business after they got married. (She is married to AIM professor Jay Bernardo.) Being AIM graduates, they often put their heads together to come up with innovative systems which contributed to their company’s success, even winning the Personnel Management Association Employee Program of the Year in 2002. From dancing to theater and to dragon boat racing, all these Ms. Bernardo experienced because she learned how to manage her time well. She had always wanted to try dragon boat racing ever since she read about its history. When she found out there were club teams in Manila Bay, she tried it out and liked it very much. Within two weeks, she was already competing in the finals. Then the tryouts for the 2003 SEA Games national team came. Ms. Bernardo knew she had a very slim chance of qualifying because of her status and age. She tried anyway because she knew she would regret it if she didn’t. Luckily, she was able to work her way around the barriers, found herself on the team and even became the team captain in 2005. Although the team got cut from the Vietnam SEA Games, the team took it as a chance to prepare more for the 2005 “Dina” continued on page 37 >>
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Myrna Alberto MYRNA ALBERTO (ME ’01) is currently the corporate secretary for the AIM Alumni Association. She also serves as president of One Incentive Systems Advocates (1ISA Inc.), a company that she established in 1998. The company’s roster of past clients includes United Coconut Planters Bank, Citifinancial (the retail lending arm of Citigroup), Johnson & Johnson vision care division, and Equitable PCIBank. After graduating from the University of the Philippines with a degree in B.S. Statistics, Alberto carved a reputation in the human resource industry—her forte. She has had broad experiences in the field of motivation, human resource development, and training. For 13 years, from 1975 to 1988, she was Grepalife’s division head of the administration on policy services. She then moved to Rizal Commercial Banking Corporation (RCBC) in 1988 where she was head honcho of the human resource management in personnel training and development until 1995. Enrolling in the ME program J O E L
has been likened to finding the proverbial pot of gold. However, Ms. Alberto would like to distinguish that getting there is made more meaningful by the realization of the beauty and meaning of entrepreneurship. The “getting there” or “how to get there” is more important than the “pot of gold.” “Business is not just money,” she exclaimed. Ms. Alberto’s company, 1ISA Inc., has grown tremendously because of the innovations she introduced to the organization. First, she instituted risk free pricing, a concept which she learned from the ME program. With risk free pricing, the company will earn only if the clients earn as well. This is different from outsourcing (which a lot of U.S.-based organizations and some local industries engage in) wherein the program will still be paid for even if the client incurs losses at the end. She also created productivity solutions activities in the company to put the employees in hyper mode and “Myrna” continued on page 37 >>
J O R G E
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Coratec Jimenez “We are now bolder, we have found that we can be CEOs, we can excel and compete, whether with fellow women or with men,” Corazon “Coratec” Tecson Jimenez observed. In her case, she said AIM honed her self-awareness and her drive to excel. Having obtained a degree in Business Administration at St. Theresa’s College in 1972, Ms. Jimenez joined the Yuchengco Group of Companies and handled various positions. She joined such departments as personnel and administration, accounts, the office of the chairman of the board (Ambassador Alfonso T. Yuchengco), and the travel agency Pan Malayan Travel. “I learned a lot from Amb. Yuchengco. Work ethics, passion and values were things that he upheld. He paid attention to small but important things, even the way he opened doors for clients and guests, the way he always said ‘thank you’ and treated everyone with respect,” Ms. Jimenez said. In September 1995, she left to establish six service-oriented companies. She ran an underwater surveying company, travel agency, janitorial services, trading firm, building management company, and insurance brokerage between October 1995 and April 2001. After this period, she felt restless. She wanted something to refresh her corporate life and to help her fuse her leadership R I Z A 36
skills with advocacy. And so she joined AIM in 2002 through the Master in Development Program. She founded the International Movement of Development Managers, an association of the graduates of the development management programs (degree and non-degree) of the AIM and continued her education with a project planning course for development management, also in AIM, in September 2004. The organization is project based and has 780 members from degree programs plus 3,000 from certificate programs. “The AIM experience was beautiful, it instilled discipline. We discussed, not shot down, ideas. We honed good attitudes. When I finished with my studies here, I just felt so re-energized,” she said. What has she learned from her second wind? “Any leader, whether man or woman, has to develop self-mastery,” Ms. Jimenez said. “A woman has to be able to master herself, she has to know her role as a woman, a wife and a mother. If you are everywhere, you’ll get nowhere.” How to balance work and family? Ms. Jimenez said: “It is all a matter of time management. I make sure that I am at home at 7 p.m. and when there are times that I can’t, I give notice and see to it that arrangements for dinner and homework are made. Sundays are family day, and I learn from my children as well as teach them what I know.” “Coratec...” cont. on page 37 >>
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“Sandy” cont. from page 31 >>
ments, discussing a problem with colleagues and finding the best solution. In 1999, Ms. Prieto-Romualdez’ management skills were put to the test when friends of former President Joseph Estrada initiated an advertisement boycott against the Inquirer. At that time, Mr. Estrada had sued the Manila Times for a particular story. “He was emboldened to do the same to us. Half of our top 10 advertisers pulled out. It went on for six months, the pressure was getting harder to bear and revenue was decreasing,” she said. She said the incident made her realize she had the right values and set of beliefs to overcome such tests, adding it was important to keep to one’s principles and not to give in to pressure. Apart from her AIM experience, she said she draws strength and inspiration from home, where women in the family are given equal footing with men. “My mom is a successful businesswoman and I had her as a role model. I’m also very athletic. I grew up in an environment where I never felt I couldn’t do it because I was a woman. My gender in the home was never viewed as a bar“Coratec” cont. from page 36 >>
Through it all, Ms. Jimenez kept doing some civic and church activities to round up her life. In 1997, for example, she helped in organizing the Sacred Heart of Jesus Chaplaincy in Hillsborough, Cupang, Muntinlupa City. She has trained lectors and commentators, has volunteered for the PPCRV and Namfrel, and is a current member of the Alumni Association “Myrna” cont. from page 35 >>
therefore increase productivity. Her management style is relaxed but results-oriented. When the parameters have been set, she wants the results to be known then she leaves a lot of room for creativity for her team to work on. In reaching the top of her field, Ms. Alberto credits hard work, having a spiritual anchor, physical stamina and mental acuity as the major ingredients to be able to come out on top. “You have to go for it! Follow your dreams and work hard for it as well.” This is the advice that Ms. Alberto gives to anyone aspiring to succeed. Dreaming is only half of success; you have to work hard to make the dream come true.
rier to achieving what I wanted to.” Her dreams now revolve on raising kids that are good citizens with strong character, who value what they have and give back to the community what they can. For the Inquirer, Ms. PrietoRomualdez wants to see the paper as a valuable source of news and information that engages its readers in a dynamic passion 20 years from now. Using her experience as an example, she said everyone is capable of reaching his dreams. “Wherever you are, whatever situation you are in, you can make a difference, but that starts with you,” she said. Finding a person’s passion and feeding that passion are keys to success, she added. Ms. Prieto-Romualdez also said a person should strive to do something for someone in need when circumstances and resources allow it and to keep one’s heart open to caring. “It’s been quite a journey, both an adventure, a roller coaster ride, a big source of fulfillment... I dream that I get involved with movements that help improve the lives of as many Filipinos. My ultimate dream is to see that my life contributed to the betterment of people in my community,” she said. of AIM, which she joined in 2004. “A leader is a shepherd, a delegator. You have to be able to explain your vision, give direction, then let your team manage the getting there. You should of course be ready to check in at certain points to make sure that your team is on the right track, and to give suggestions when needed,” she said. “I already had all these traits in me before, but many were developed in AIM.” In the future, Ms. Alberto would like to eventually earn her PhD and teach. This way, she could always impart the knowledge her experiences have given her. Ms. Alberto co-chairs the Asian Business Conference in March 2007. The event, organized by the AIM Alumni Association, intends to bring home the numerous graduates of AIM, but this time it will be more deliberate and will have a more concrete objective than touching base. The conference’s thrust is to emphasize the Asian-ness of AIM, and to basically educate future investors if they need to invest in Asia. The Asian Business Conference will also toast the current AIM president—the first ever alumnus to be elected president of Asia’ leading management school.
“Vicky” cont. from page 33 >>
more. She was also a columnist for BusinessWorld, a radio and TV show host, and was a senior presidential consultant on poverty alleviation and good governance. It took courage to take on some of those positions, and for Ms. Garchitorena her strength was most tested when she chaired a steering committee tasked to look for the best and brightest to head certain government posts. She said it was a challenge “to find out the truth about people.” “It was very challenging, but I kept in mind that if you have a good leader for an agency then the probability that that agency would implement reforms that are good and doable is high.” In dealing with various interest groups at work and even with home issues, Ms. Garchitorena said one should have “a very strong moral compass.” “Dina” cont. from page 34 >>
SEA Games held in the country. Cashstrapped and in dire need of support, Ms. Bernardo still led her team to victory. She currently chairs the Philippine Olympic Committee’s Athletes Commission. “Dinna” cont. from page 32 >>
Now, the president of Ayala Land International Sales draws on her learnings in AIM as well as her extensive real estate investment, development and management experience to lead ALI’s effort to grow sales of its residential products to overseas Pinoys. With the real estate sector presently driven by the overseas market—in the form of remittances from OFWs and balikbayan dollars and euros—Ms. Bayangos, who is also the concurrent group head of ALI’s International Business-Asia and a member of the management committee, definitely has her work cut out for her. According to Ms. Bayangos, one of her foremost challenges is shaping the fledgling organization to support and deliver business objectives—that is, broadly speaking, establishing distribution networks in the US, Europe and the Middle East markets. This she aims to achieve by identifying “the right people who have the skills and energy to execute.” “Developing strong people skills is important as you will accomplish more through people and teams,” Ms. Bayangos asserted. “Managing your talents
“If you know you did good with your time and resources, you will not cower. But you do have to be able to communicate when needed.” Ms. Garchitorena also advised continuing education for everyone, man or woman, and especially for those in leadership and management positions. “Leadership abilities can be learned and improved. For example, listening before leading, and building on the team’s ideas. In any team, there will always be weaknesses but there will always be someone in the team who can compensate,” she said. “We have to utilize the male and female side in us. Don’t be afraid to show that you can reason like a man and still keep your femininity. You have feminine qualities, such as consensus building, which can round up a discussion, and sensitivity in packaging analysis to make it relatable. We can have the best of both worlds.” “I think every endeavor I’ve ever gone into, I just have to put enough interest, commitment and homework in the same way I did in AIM. Being successful still requires hard work but hopefully and thankfully smart work,” Ms. Bernardo said. within the organization is essential to driving the growth of your business.” The mother of two describes herself as having an informal leadership style, even going so far as to befriend her managers and staff and engaging them in some serious “face time.” The approach, she believes, allows her to communicate her vision to her subordinates in such a way that they too can relate to it and own it. “I spend time getting to know them so I know enough of how they think, their competencies, areas where they need help, what drives them and their own working and management styles,” Ms. Bayangos said. “You have to be able to identify where they would be good at and provide them with the resources and support they need to let them be effective in their jobs.” As someone who has reached the top of her field, Ms. Bayangos’ words of wisdom might well be considered gospel: “Work with passion and commitment and continuously pursue opportunities that will allow you to learn and grow professionally. Know what you want and focus on pursuing it. Find mentors in areas where you want to learn and learn as much. Be very patient.”
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alumni associations K e l a b
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Kelab AIM Malaysia 30th Anniversary H AJ I
Z U L K I F LY
BAHARO M,
THREE HUNDRED ALUMNI, GOVERNment and industry leaders gathered for the Kelab’s 30th Anniversary Dinner last September 15, 2006 at the posh and glittering Grand Ballroom of the KL Convention Centre. AIM Alumni organized this anniversary dinner, treating guests to an exhilarating weekend of networking, entertainment and excellent dining. One of the highlights for AIM President Francis Estrada include receiving the Guest of Honour, Right Honorable Dato’ Sri Mohd. Najib Tun Razak, Deputy Prime Minister of Malaysia and Distinguished Alumna, Datin Paduka Seri Rosmah Mansor. Mr. Estrada also played host, together with Datuk 38
MM
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Ir. (Dr.) Mohd. Annas, President Kelab AIM Malaysia and Chairman of FAIM in welcoming dignitaries like His Excelency Ambassador Victoriano Lecaros, Ambassador of Philippines to Malaysia, Tan Sri (Dr.) Ahmad Sarji Abdul Hamid, AIM Board of Governor and Triple A Awardees, Tan Sri Dr. Hadenan Abdul Jalil, Datuk Dr. Ian Chia, Ms. Effie Goh, Datuk Hj. Sarip Hamid and Mr. Peter Kok Hoe.
The management, faculty, co-alumni and staff of AIM extended their warm felicitations on the occasion of Kelab AIM Malaysia’s 30th Anniversary. President Estrada congratulated the Kelab’s Patron, Right Honorable Tun Musa Hitam, President Datuk Mohd. Annas, the Board and members of the Kelab on the sterling success achieved through three decades of developing their organization. In conjunction with the Kelab’s 30th Anniversary, and in recognition of her outstanding achievements as she carries the torch of AIM’s tradition of excellence and leadership, the Board of Kelab AIM Malaysia was privileged to confer the prestigious Honorary Life Member status upon Distinguished Alumna Datin Paduka Seri Rosmah Mansor, wife of the Deputy Prime Minister. Datin Paduka Seri Rosmah Mansor successfully completed her Basic Management Program in Managerial Process & Practice on 17th September 1982 from AIM in Manila. The AIM Graduates Association of Malaysia was established in 1976 with the objectives of furthering management education through representation and development in social, economic and community enterprises, providing an avenue for past graduates to meet each other and to keep in touch with their Alma Mater.
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Datuk Annas Re-elected as President of the Kelab DATUK IR. (DR.) MOHD. ANNAS HAJI Mohd. Nor, MM ‘84 has been re-elected as President of Kelab AIM Malaysia for another term of two years (2006-2008) during the 30th Annual General Meeting held at the Royal Selangor Club, Kuala Lumpur last September 23, 2006. This is his fifth term as Kelab AIM Malaysia President. The annual meeting was attended by 40 alumni. Popularly known by members, co-alumni and faculty of AIM as Datuk Annas, he was first elected as President of Kelab in 1997 succeeding Tan Sri Dato’ Ir. Talha Hj. Mohd. Hashim, MM‘76. He is also currently the Chairman of FAIM. The new elected members for Kelab’s 30th Board of Management for the next two years (except three whose terms expire in 2007) are M O H A N
P H A D K E ,
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as follows: Vice President- Mr. Richard Yeoh Yong-Woi, BMP‘84; Secretary- Mr. Shamsul Anwar Mohd. Hussein, MBA‘97 (until 2007); Treasurer- Ms. Norizan Ibrahim, BMP‘90 (until 2007); Directors- Mr. Raymond Yap Yin Min, MM‘96 (until 2007), Ms. Annie Wong Sow-Chin, EMBA‘99, Mr. Thillai Varna Selvaratnam, EMBA‘99, Mr. Wong Chee Kiong, MBM‘82 (Sabah Branch Chairman), and Mr. Haji Zul Baharom, MM‘89. Interestingly at this 30th AGM, Former Auditor General of Malaysia and Triple A Awardee, Tan Sri Datuk Dr. Hadenan Abdul Jalil, MBM‘75 and Former Vice President (1998-2004) Maj. Jen (R) Dato’ Abdul Rahman Daud, MM‘84 were unanimously elected as Internal Auditors of the Kelab.
In his adjournment speech to the 40 alumni who participated in the election process, Datuk Annas, on behalf of the new Board thanked all present for the confidence given to him to serve as the Kelab’s President for another term. He felt grateful to serve and would dedicate his leadership to the best of his abilities. Datuk Annas welcomed and congratulated the new Board and appreciated the excellent services of the outgoing Board members namely Kol (R) Ben Ariffin, MM‘97, Ms. Ong Li Dong, MM‘97, Mr. Richard Azlan Abas, MDP‘95, Mr. Ching Lai Huat, MM‘84, , and competent Auditors, Haji Kasmuri Sukardi, MM‘94 and Mr. Augustine Charles, MM‘97. He hoped they and alumni at large would continue to enhance their support for all Kelab programs and activities.
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EPTEMBER 19, 2006 WAS A LANDMARK in the life of the AIM Alumni Family in India! Mr. N R Narayana Murthy accompanied by Mrs. Sudha Murthy arrived punctually at 7:00 PM at the Sunset Lounge of The Hilton Tower in Mumbai, and received a warm welcome from over 150 invitees and alumni. During the fellowship Mr. Murthy was engrossed with AIM alumni and guests over candid expressions of ideas on subjects ranging from what is ailing the Indian Economy, to what can be done to be globally competitive. Mr. Narayana Murthy shared his words of wisdom with visiting alumni from Hongkong, Indonesia, Philippines, Chennai, Delhi, Goa, Pune, Mumbai, and Bangalore. Surprise guests from the Philippines were MBM ‘72 batch Mr. Gerry G. Arellano who walked up to the venue after seeing the sign board at the hotel lobby. Mr. Arellano was attending a conference in the hotel. Another pleasant surprise was from Prof. Suresh Seshan, the undisputed Finance Guru who taught MBM in ‘70s and ‘80s. He especially made a visit to Mumbai via Bangalore from California where he lives. Amongst the esteemed guests present were Mr. K C Mehra, Dy. Chairman of Forbes Group, Mr. Saroj Data, CEO Jet Airways, Mr. Bhaskar Bhatt MD, Titan Industries, Mr. Sharma, Country President Alstom, Mr. Hazara, CMD Shipping Corporation of India, M H Farokh, Mr. Sanjay Behl, Reliance Infocom, Ms Ritu Anand, Dy. MD of SBI, Mr. M N Singh, former Commissioner of Mumbai, Mr. Allana of Allana & Sons, the Consul General of Australia, Switzerland, Singapore, and the Philippines amongst many others.
The alumni contingent was as energetic and active with over 65 coming all the way from Hongkong (Rajesh Bajpaee, CEO Euroasia), Delhi (Satti Arora, Mitu, Prasun), Goa (Blaise), Chennai (Jawahar Vedvelu), Malini Shankar, Secretary to Govt. Pune (Keskar, Dayama, Joglekar), Bangalore (Padi, Seshan). The Mumbai contingent was well represented by senior alumni Dr. P N Singh, Mr. M P Singh et al. The evening was also graced by the presence of members from the academe: Vice Chancellor
Mr. Kondap, Vice Chancellor Mr. Ram Chandra Rao, (India’s first defence university) Director of Symbiosis Business School Dr. Gupte, eminent management consultant; Prof Pandya, Mr. Prem Kamath (Former Liver brother’s HR director). Mr. Narayana Murthy was formally welcomed into the AIM Alumni family, upon his nomination to the Board of Governors, by Mohan Phadke, who attached a lapel pin on his coat collar. In his welcome address, Mohan fondly recalled the close relationship of AIM Alumni with Mr. Narayana Murthy, who had addressed the Annual Day in 1998 and also the Graduation Ceremony in Manila in 2002. Mr. Narayana Murthy inaugurated the
Alumni India website to a big applause of appreciation from the audience. Speech of Chief Guest, Mr. Narayana Murthy dwelt in his characteristic manner with compassion on what are the challenges of the future for Indians. He made a fervent appeal to graduates of AIM not to be complacent in speaking out and stand by what they believe in. He has great hopes on the intellectual capital being produced at AIM, and is personally looking forward to a more exciting interaction between the AIM management and students. Mr. Murthy said, “If we want to grow, we will have to increase our exports, create more jobs, increase disposable incomes, bring more capital through FDI.” The evening ended with a token of appreciation presented to Mr. and Mrs. Narayana Murthy by Mr. Satti Arora, Secretary of the Association. Mr. Keskar proposed a vote of thanks and special mention was made of sponsors Mr. S K Datta, CEO of Jet Airways and M/S Jet Airways. Acknowledgements were also given to Rajesh Bajpaee, for contributing the giveaways, and to alumnus Prashun Choudhury for partly sponsoring the website. The media was in full attendance and later the event was flashed on television and published in print media in ample measure. The Alumni Association India is grateful to Former Philippine President Fidel V. Ramos, AIM Co-Chairman Jose L. Cuisia, Jr., and AIM President Francis Estrada for sending messages of felicitations, which were published on the web.
To visit the AIM Alumni Association India website, please go to http://aimalumni-india.com/home/.
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programfeature
The ARMM HRD Project Bringing Peace to Muslim Mindanao MA.
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S ERRANA
“We want this project to succeed by building co-ownership,” said Prof. Edel Guiza, Director of the ARMM HRD Project. “To facilitate this process, we involved ARMM officials right from the start through a participatory process of identifying their priority management training needs up to the course designing and deciding on the mechanics and structure of the training.”
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N DECEMBER 2004, TWO YEARS AFTER the visit to the Philippines of Prime Minister Koizumi of Japan, the Japan International Cooperation Agency (JICA) and the Autonomous Region in Muslim Mindanao (ARMM) launched the Human Resource Development Project (HRDP). Prime Minister Koizumi had made a commitment to President Gloria Macapagal Arroyo to provide a “support package for peace and stability in Mindanao.” JICA’s support for the ARMM HRD Project is centered on its “Seven Principles of Human Security” which involves the following approaches: 1) using a people-centered approach to reach those in need; 2) protection and empowerment; 3) placing emphasis on the most vulnerable people whose survival, livelihood and dignity are at risk; 4) focusing both on ”freedom from want” and “freedom from fear”; 5) inter-sectoral approaches; 6) enabling both government (central & local) and local communities/people to realize
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sustainable development for their countries; and 7) cooperating with various actors. On the occasion of the fi ftieth anniversary of Japan–Philippines Friendship, Mrs. Sadako Ogata, President of JICA shared her perspective on the human security concept as it may relate to the Philippine situation, particularly in Muslim Mindanao. During his first State of the Region Address in 2005, Regional Governor Datu Zaldy Uy Ampatuan committed to a better Muslim Mindanao under his watch in the next three years. He will continue to implement some highlights of the programs of Autonomous Government that would carry on the vision and mission of his administration. “Through leadership, teamwork, courage and determination as well as fiscal discipline and transparency, our administrative dynamo is enough to energize our strength and capacity to deliver a positive response,” Datu Ampatuan said. “By our commitment and sincerity, we can earn a clout of trust and confidence from our people and
partners in development... Indeed we can even transform ARMM into a proactive government instrumentality as envisioned”.
FIVE PRIORITY AREAS: Economic Development Social Development Infrastructure Support and Logistics Development Administration and Governance Peace, Public Order and Security In partnership with JICA and ARMM, the Asian Institute of Management’s Center for Development Management (CDM) is currently implementing a series of development management training courses from November 2006 to March 2007 under the JICA spon-
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sored Human Resource Development Project (HRDP) for (ARMM). This project will consist of five batches of 10-day training courses on the five priority areas identified in the Regional Executive Agenda of Governor Datu Zaldy Uy Ampatuan. These include: 1) Economic Development, 2) Social Development, 3) Infrastructure Support and Logistics, 4) Development Administration and Governance and 5) Peace, Public Order and Security. The focus is on the enhancement of development management skills and knowledge for the effective and efficient implementation of the ARMM development agenda. Several Focus Group Discussions with the representatives of all the agencies in ARMM were undertaken to identify their training needs and discuss the mechanics of the training. This included the criteria for the selection of the participants from among the hundreds of regional and province- based managers of the regional government. The participants will consist of middle managers, preferably key
players and decision makers in their respective agencies, from the devolved and ARMM created agencies. The participants are expected to come up with action plans at the agency and cluster levels, which they will implement when they get back to their respective offices. After the training completion of the five batches, AIM will facilitate a one-day multisectoral briefing in Cotabato City to disseminate information and generate feedback on the priority development projects of the five clusters. This will also encourage participation and involvement of the major stakeholders in the execution of the plans. “We want this project to succeed by building co-ownership,” said Prof. Edel Guiza, Director of the ARMM HRD Project. “To facilitate this process, we involved ARMM officials right from the start through a participatory process of identifying their priority management training needs up to the course designing and deciding on the mechanics and structure of the training. The participatory approach we
are using here fits well into JICA’s thrust of promoting human security through protection and empowerment approaches.” The first training course was scheduled last November 6-17, 2006 at AIM Makati Campus for the Economic Development Sector focusing on helping the participants analyze and plan on how to strategically intervene as government agencies in four selected industries and subsectors such as halal, seaweeds, rubber and aquaculture. The faculty line-up includes Professors Ed Morato, Danny Antonio, Andy Ferreria, Liza Dacanay and Sol Hernando. The second batch was scheduled on November 27 to December 7, 2006 for the Development Administration and Governance Cluster to be held in Davao City and its concrete output is the Administrative Code for the ARMM. The training courses for the rest of the clusters will be from January to March 2007. For more information about the ARMM HRD project of CDM, please contact mserrana@aim.edu.
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T R AV E L
goes to
NOVEMBER 1-4, 2006
Dinner at the Samudra Seafood Restaurant hosted by AAAIM-Philippines Chairman Ric Pascua
A warm welcome at the Ngurah Rai International Airport, Denpasar, Bali Tour to a typical Balinese community
At the Batik Popiler, makers of authentic batik
AIM President Francis Estrada and Mr. I Gde Wiratha, Head of the Bali Recovery Program A friendly game of golf at the Nirwana Golf Club with Mr. Ric Pascua as champion
Ubud tour and shopping Appetizer: Special Babi Guling (roasted pig) After a ďŹ ve-hour spa treatment at the Maha Spa at Jimbaran
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A night of sumptuous buffet and cultural show featuring the famous Balinese dances - the Sekarjagat, Baris, Oleg Tambulilingan and the Cendrawasih - at the Ambara Stage, Inna Putri Bali Hotel
AIM Alumni International Night hosted by Mr. Bun Bunan Hutapea, Deputy Bank Governor of the Bank of Indonesia and Chairman of the AIM Alumni Association-Indonesia
Dinner by the beach at Jimbaran hosted by the AIM Alumni Association-Philippines and the AIM Alumni Relations Office
Tasty grilled seafood galore by Bagus Cafe
Lunch at the Dirty Duck Diner (Bebek Bengil)
TELL US WHAT YOU THINK! Where do you like to go in the next AIM Alumni Tour? Vietnam Thailand Shenzhen Hong Kong Others, please specify What is the best month for you to join the tour? Tanah Lot Tour
E-mail us at aimalumni@aim.edu. See you in the AIM Alumni Tour 2007!
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showcase
BO O K SHEL F
D R . M O R ATO L AU N C H E S “ S T R AT EG I C PLANNING AND MANAGEMENT” BOOK
Dr. Eduardo A. Morato, Jr., AIM professor and former Dean of the Institute, launched his 11th and newest book, Strategic Planning and Management, on July 12, 2006 at the Asian Institute of Management.
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TRATEGIC PLANning and Management is a comprehensive planning and programming process designed for entrepreneurs, leader strategists, corporate planners, strategy teachers and students at the college or graduate degree levels. In his Introduction to the book, Dr. Morato emphasizes its application and practitioner orientation and how it follows a systematic step-by-step methodology that allows practitioners and students alike to craft and operationalize strategies and install the right structure, systems and people. Strategic Planning and Management follows a learning “building block” approach. Chapter One talks about four different types of Strategizing: adaptive, creative, ideological and rational. Chapter Two expounds on the rigorous rational Strategic Planning Process which uses both the top-down (or right to left) and bottom up planning methodologies. Chapter Three discusses the four levels of External Assessment to discern trends, patterns and cycles in the macro, industry, market and micromarket environments. This is to discover opportunities and threats. Chapter Four goes into the ten levels of Internal Assessment which dissects the performance, strengths and weaknesses of the strategizing organization. Chapter Five goes back to the four types of
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tegic planning process discussed in the book. Dr. Lydia Echauz, President of Far Eastern University, hailed the publication of the book as a welcome development in the teaching and application of strategic planning and management. She pointed out that compared to the available textbooks on the same subject which are written by foreign authors and which are voluminous and expensive, the 148 page book by Dr. Morato is expressed clearly and concisely and makes use of local enterprises, and organizations as examples. Dr. Echauz said that she recognized the cost effectiveness of some 200,000 college students at the University Belt alone using the book. She said that the book
According to (Dr. Lydia Echauz, President of Far Eastern University), a great teacher and author is one who can simplify a seemingly complicated subject into something non-threatening, understandable and applicable. Dr. Morato is one such author and teacher.
strategizing and explains different approaches to Strategy Formulation and Strategy Evaluation. Chapter Six delves into Strategy Implementation and Resource Mobilization to highlight the execution part of the process. Finally, Chapter Seven focuses on Organizing, which articulates the various means by which strategists can organize people to ensure proper strategy implementation. An Online Instructor’s Manual and an Online Student Workbook are supplementary materials for teaching and learning the stra-
reflects Dr. Morato’s wide range of experience in working with various sectors of government, business corporations, enterprises and NGOs. As such, the book will greatly benefit college and graduate school students, entrepreneurs, and public and private institution planners and leaders. It will make a good first book in the introductory subject in a college management course or in the last course in an MBA program. According to her, a great teacher and author is one who can simplify a seemingly complicated subject into something non-threatening, understandable and applicable. Dr. Morato is one such author and teacher. Strategic Planning and Management is published by Pearson Prentice Hall and is distributed locally by National Bookstore.
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SP O RTS
A I M S TA F F B R I N G S P R I D E T O P H I L I P P I N E F I G U R E S K AT I N G T E A M
SHERBET
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BMP
20 0 5
The adage “practice makes perfect” holds true for Edelweiss Rivera, who this year took home a total of 10 golds and five silvers in two international figure skating competitions.
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n the 2006 ISI World Recreational Team Championships in Boston, Massachusetts, USA, in July, she was among the 13 delegates who helped the Philippine team achieve 9th place out of a total of 122 teams from six countries where she bagged three golds and five silvers for individual events. In August, she again took home four golds for individual events and three golds in group events in the Skate Asia Schenzen 2006 at the World Ice Arena. This time the Philippine team placed 1st among 25 teams from 11 countries. Edelweiss, or Weiss as she is fondly called, got into figure skating rather late at the age of 23. While most great skaters
“All these accomplishments would have been impossible for me to achieve without the AIM’s encouraging climate in broadening their employees’ horizons professionally and personally.”
started at a young age, Weiss believes that those who started learning the skill late in life can still do extremely well. “It’s a challenge but it didn’t dampen my enthusiasm for the sport. Talent is one big factor but determination to learn and hard work are corroborative acts that make a skater excel. I believe my commitment, dedication, and passion are the prevailing values that helped me achieve excellence in this sport,” she says. True enough, Weiss, just a few months after getting into the sport, won her first two golds at the Skate Manila 2002. In the next three years, she has collected 18 golds and three silvers in several local competitions. When asked what led her to figure skating, she relates, “When I was in grade school, I read a newspaper article about the Philippine Women’s Ice Hockey Team. I told myself that one day, I, too, would become a national athlete and represent the Philippines. So initially, I wanted to try ice hockey; however, my sister suggested I enroll in figure skating instead. And so I took her advice, and now years later, I represent the country as a figure skater!” Figure skating was an unpopular art-sport in the Philippines until it was introduced in 1991 with the opening of the first ice skating rink at the SM Megamall. Today, Filipino ice skating delegations have excelled in international arenas. “Filipinos are innately talented. Ultimately, I believe it is passion that propels us to conquer the world,” Weiss proudly asserts. Weiss is currently the Program Assistant for the Master in Management Program of the Washington SyCip Graduate School of Business of the Asian Institute of Manage-
ment. She is also taking up her Masters in Entrepreneurship at the De La Salle University. It is truly amazing how she is able to cope with work, studies and skating practice all at the same time. “It is just a matter of scheduling and adjusting my activities, and more importantly, finding time to do each activity. All these accomplishments would have been impossible for me to achieve without the AIM’s encouraging climate in broadening their employees’ horizons professionally and personally,” she says.
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Datin Paduka Seri Rosmah Mansor: Charity Transcends Beyond Politics and Religion
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spotlight IT IS NOT OFTEN THAT A YOUNG NATION LIKE MALAYSIA IS blessed with a politician’s wife, who is an intellectual, a thinker, a sociologist, a caring mother, a professional manager, a talented singer and a leader par excellence, all wrapped up in one. Even then, the nation could never have enough of her services. Distinguished Alumna Datin Paduka Seri Rosmah Mansor, as wife of Deputy Prime Minister, Datuk Seri Najib Tun Razak currently serves as the Acting President of BAKTI (Association of Wives of Ministers and Deputy Ministers), Chairperson of PUSPANITA (Association of Wives and Lady Officers) Ministry of Defense and President of Netball Association. She is also Patron for Children in Hope Foundation Malaysia, PENCINTA (Malaysian Association of Loving Citizen), Thalassaemia Association Malaysia, Heart To Heart Association of Malaysia, Malaysian Association of Disabled People, and Warriors Day Fund Campaign 2006. She sits in the Board of Trustees of Malaysian Humanitarian Malaysia. Currently, Rosmah is leading a think-tank group known as “Kumpulan Penasihat Permata Negara” which is a non-profit organization focusing on the development of early childhood education. Charity Begins at Home
Rosmah has been involved in raising funds by organizing various events to uplift the lives of disabled children. She is committed to this cause of helping the disabled and makes it a point to include visits to related institutions and organizations in her itinerary for local and overseas trips. Citing a visit to Japan a few months ago, she speaks at length of the importance of the proper assessment on disabled children in order to identify the most appropriate type of help to be given to them. She recognizes the need for interaction and integration between normal and disabled children. The environment must be conducive, like having the normal and special schools (for the disabled) located side by side. “The disabled must not be allowed to feel discriminated or left out. Some of the less seriously disabled could be equipped with the appropriate skills, using computers or manning a telephone switchboard, for instance, to help them become financially independent in their adult life,” she stresses. She also points out the importance of having barrier-free public areas so that the disabled could move about like normal people. There’s much room for improvement in this aspect in Malaysia. Malaysians are caring but there is a lot to learn from overseas, particularly in the developed countries, like the United States, UK and Japan. This area of learning has become one of her priorities, and she is planning to explore several other programs, including a music and dancing program for children with Down Syndrome. Her hopes and plans for the disabled are indeed music to the ears, particularly to the ones who need help the most. “Imagine a new technique which uses music to help a child learn mathematics or where children are taught to use their brains effectively rather than just memorizing their lessons. It will be a showcase of the many talents for the disabled,” she articulated. Rosmah said Datuk Annas, President of Kelab AIM Malaysia and his Board are hitting the right notes in granting a donation of RM10,000.00 for HOPE Foundation in conjunction with the Kelab’s WO RDS
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30th Anniversary Celebrations. “I am very pleased that AIM alumni are supporting our quest to make life better for the disadvantaged in society,” a beaming Rosmah says. The First Chancellor
Rosmah went to a top boarding girls school at the prestigious Tunku Khursiah College in Seremban. She obtained her B.A. (Hons.) in Anthropology and Sociology from the University of Malaya. She then went on to pursue post-graduate studies at the Louisiana State University, where she graduated with a Master of Science (MSc) majoring in Sociology and Agriculture Extension. She successfully completed “BEHIND EVERY the four-week Basic Management SUCCESSFUL MAN Program (BMP) in Managerial & Practice from the Asian IS A CARING AND Process Institute of Management in Manila on September 17, 1982. Professors LOVING WIFE.” Horacio “Junbo” Borromeo, Jr. and Albert Ladores, who facilitated her BMP ‘82 batch recall that it was really a pleasure working with her class. Before becoming a full-time politician’s wife, Rosmah served as an Executive with the Agriculture Bank Malaysia for six years whereupon she moved on to a property development company, Island & Peninsula Limited to serve as Business Development Manager. In August 2006, Rosmah was installed as the first Chancellor of Universiti Industri Selangor, the first industry-centred university to be a hub for the training of engineers and technocrats owned by the State Government of Selangor, which was established in 1999. Leadership Starts with Self-Management
Those who know Rosmah always marvel at the abundance of energy this wife of the Deputy Prime Minister and mother of four has as she attends to her hectic daily schedule. But she is always ready to share pointers on how to keep up: “Adopt positive thinking with the right attitude towards life and manage your time properly. Learn and practice how to prioritize things. How to prioritize would depend on what the important things in life are”, and topping her list are her “family, home, children’s education, husband’s career and healthy living,” she adds. When asked about how she manages the very tight schedule of her husband, the Deputy Prime Minister of Malaysia, Rosmah philosophically said, “Behind every successful man is a caring and loving wife.” She went on to share her well kept secret of self-management and harmonizing it with the practice of everyday leadership: “It is not impossible for everybody to be a success. Setting high goals is not necessarily a matter of striving to become a country Prime Minister or a company President. Stretching yourself doesn’t have to mean increasing your income, fame, power or social status. It means digging deep into your own heart, finding what you are capable of and not settling for anything less. It means... exercising and walking that path everyday.” Rosmah strongly believes that self-management determines the success of everyday leadership. Self-management enables everyday leaders to balance the many demands of their life, stemming not just
Z U L K I F LY
“Charity Transcends...” continued on page 52 >> BAHAR OM,
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ER PHYSICAL FEATURES BELIE THE FEMININE strength and passion for the many meaningful advocacies she has committed to. Slender, lithe and as fragile as a porcelain doll, Nguyen Thi Thuan’s influence and knowledge has catapulted her to become the first (and only) female Vice Rector of the University of Labour and Social Affairs in Hanoi in its 45 year history. She is also the Chairperson of the Vietnam AIM Alumni Association (VNAA). Her many achievements have been recognized by being a recipient of the Labour Medal of the Ministry of Labours, Invalids and Social Affairs, and the Labour Medal, Commendation of Vietnam Trade Union. Her trek on her leadership path for the betterment of her society, particularly in the field of labor, gender issues and poverty alleviation has been determined and consistent. Her work experiences in the Hai Ha Candy Factory from 1981- 1985 as an officer of the personnel division gave young Thuan the responsibility of establishing labor norms and security. Using the knowledge and experience gained from this, she went on to work with the Research Institute of Labour Sciences and Social Affairs, Ministry of Labour, Invalids and Social Affairs (MOLISA) first as a researcher (1985-1990), then as Head of General and International Relations Division (1992-1994).
Days at AIM
In 1996, Thuan went to the Asian Institute of Management to take the Program and Project Development Management (PPDM) course. Her love for learning being insatiable, she went back to AIM in 1997, graduating with a Master in Development Management degree in 1998. Her thesis was “Strategy on Mainstreaming Gender Issues into the Poverty Alleviation Program of Quang Tri Province through the Quang Tri Woman’s Union”, funded by MISERIOR of Germany. “What I remember most about my days at AIM was the willingness to share and the support from my AIM professors and classmates. My fondest memory was when Professors Edel Guiza and Hernando took care of me like my mother when I was hospitalized in Makati. I will also never forget the times when my classmates and I would go to a Japanese restaurant in Greenbelt at 9pm to enjoy their food at half the price.” The teaching techniques she absorbed from the Institute certainly helped her in her profession. “I have applied those methods in all my jobs since my graduation from AIM . I am especially fond of using the negotiation skills during management meetings and even while teaching. I really like the ‘win-win position skill’ that was taught in the case rooms. Another thing I have learned from my professors is the passion for their students. I think educators who have passion and compassion will be able to sow good seeds for life. AIM has given me the three most important factors for my career and life: knowledge, thinking and doing methods, and compassion.” In 2004, Thuan obtained a PhD in Economic, Gender & Poverty from the National Economics University in Hanoi, with her dissertation, “Mainstreaming Gender Issues into the Poverty Alleviation Program in Central Region of Vietnam.” WO RDS
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The Vice Rector Fulfills Childhood Dreams
Thuan had always wanted to be an educator. “Being a teacher is my childhood dream because I had always wished to share my knowledge and my passion, and educate the youth, especially poor children to become successful people in life. “Before becoming a teacher in a university, I used to train officers in poverty alleviation projects. I always use participatory methods in the training programs. It is very useful and easier for me to apply these methods in my new job.” When she worked as Vice Director: National Office of National Target Programme for Hunger Eradication and Poverty Reduction (HEPR) for MOLISA in 2000, Thuan conceptualized and managed international activities and projects with International Organizations on poverty alleviation related to education, health care, credit, agriculture, infrastructure, and gender issues. She participated in the formulation of The National Target Program for Poverty Alleviation Strategy for 10 years (2001-2010). “I developed the Gender Training Curriculum for The National Program for Hunger Eradication and Poverty Reduction (Program 133). This curriculum was first published in 2000 and continues to be used for training courses of Program 133 up to now.” She was also the first teacher to give lectures on gender issues in the Poverty Alleviation areas for all of the officers and staff who were working at the provincial and district levels of all 61 provinces of Vietnam, as well as for the Vietnam Women’s Union (2000). Her new job as Vice Rector is not without its challenges. “The University of Labour and Social Affairs has five faculties, three centers and nine units. I am in charge of international relation issues and managing Social Works Faculty, Social Counseling Centre, Foreign Language and three “I HOPE THAT ONE DAY, THE Section other administraWORLD WILL HAVE NO WAR tive units. “The most AND HATRED, NO STARVATION challenging aspect AND COLDNESS. THAT WOMEN of my new job is ALL OVER THE WORLD WILL that aside from managing these BE RESPECTED BY SOCIETY units, I also have AND FAMILY, AND RECEIVE to concentrate on developing the THE SAME CONDITIONS university’s curricuAND OPPORTUNITIES TO lum as well as give DEVELOP LIKE THEIR MALE lectures at the same time. This means I COUNTERPARTS.” have to try my best every day.” But Thuan faces up to her tasks with a winsome smile. “Anyway, I like this challenge because I can work very hard every day. This is a very good discipline which AIM has imparted in me.” Thuan’s knowledge gathered from more than 25 years of experience in labour and social work, especially more than 10 years in poverty alleviation vocation has also most certainly helped her transfer her wealth of knowledge to students in the Social Works Faculty that she is in charge of. “On Passion and Compassion” continued on page 52 >> AFR I CA-MANI KAN
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Nguyen Thi Thuan: On Passion and Compassion
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Toh-Hor Goh: The Lady is a Champ
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spotlight
W
HEN TOH-HOR GOH GRADUATED FROM THE ASIAN Institute of Management in 1978, it was a harsh world for working women—perhaps harsher for someone with a Master in Business Management. A native of Johor Bahru, Malaysia, Effie, as her friends call her, seems to have what it takes to ease up in the corporate world. She completed a Commerce degree at Singapore’s Nanyang University in 1974. She can speak five languages aside from English, Mandarin, and Bahasa Malaysia. Because pursuing higher education has always been her interest, she enrolled at AIM, where she had a culture shock. “Studying in a new environment that uses different methods of learning was a great experience and culture shock,” she recounts. “The stress was aggravated by the presence of many local classmates who were very vocal. I had a challenge overcoming the fear of using my second language, English, in reports and assignments, and worst of all, in speaking up in class and in discussions... Without speed reading training, I had to put in triple the effort.” Thankfully, being one of the few ladies in class was no hindrance. “I did not encounter any unique issues with my male classmates. Could it be because I was the only female foreign student, and I got special treatment?” she muses. “Since I was not as articulate as the others, I decided to speak less and talk only when necessary, giving me more opportunities to train my observation, listening, and analytical skills.” When thesis writing came, Effie fearlessly chose Prof. Francisco Bernardo as her mentor. “He was a known ‘killer.’ He failed students whose thesis did not make the mark. Although I underwent tremendous stress in completing the thesis, it was worth it. All the knowledge learned over the two-year period was consolidated in a thesis.” With her MBM degree, Effie returned to Malaysia, only to find that the road was not strewn with roses. Besides Malaysia’s economy being in the development stage, “I had difficulty finding a company that would employ me as I was overqualified,” she explains. “What’s more, I’m a lady. I received such remarks as “Not many men have received their first degree, and you, a lady, come with a master’s degree.’ Thank God, a foreignowned company finally employed me. My British big boss did not discriminate against women, and I was given the opportunity to prove myself.” As brand manager of a new garment division of The Malayan Thread Co., Effie was asked to plan and implement strategies in expanding the thread manufacturing business into other related areas. “I coordinated successfully to achieve the company goal of establishing a new division that generated bigger revenue than its traditional business.” In 1980, after delivering her first baby and taking on the demands of motherhood, Effie decided to face another challenge—that of working in the hotel industry, which was at its lowest. Her first stop was at the Merlin Kuala Lumpur, now called The Concord. With 700 rooms, it was the biggest hotel in town, yet it was struggling to keep afloat. As sales director, Effie had to reorganize the sales department to improve performance. “I was the first professionally trained person and a woman to join the hotel in a managerial position,” she notes. “You could imagine the antagonistm I encountered, not only from the opposite sex but also from the old female staff. I received no cooperation, so I had to work doubly hard to understand the logic of the industry and the hotel’s shortcomings. I took the initiative to be with junior operations staff, who were in direct contact with the guests... I helped them solve operaWO R D S
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tions problems. My own staff perceived this as lowering my managerial position. My argument was, if I were not with them, how would I know their problems and what guidance should be given? Most importantly, by doing so, I could find out what truly made the guests tick.” Effie looked for new markets for the hotel’s huge number of rooms. “I got myself actively involved in tourism planning and promotion with the Tourism Promotion Board and National Airline, on tourism development with the Malaysia-Japan Economic Association, and in other activities that would indirectly help promote the industry.” Effie was proven right in her actions when the Merlin KL became the milking cow of Merlin Management Corporation, and she herself moved up to the post of group marketing and sales director. She planned and implemented marketing and sales strategies, which were so effective that from an initial six hotels in 1982, the group expanded to 18 hotels in international locations just three years after. “Since then, I have been engaged by different companies to take charge of marketing for their new ventures in the hotel industry or existing hotels with marketing “IT IS A BLESSING problems,” says Effie. “In the THAT MORE AND MORE ‘80s, tourism was a sunrise industry, but it received little RECOGNITION AND support from the government... I foresaw its development and OPPORTUNITIES ARE how various components would GIVEN TO WOMEN. contribute to its success.” After SO YOUNG WOMEN her stint at Merlin, she assumed a similar position at Federal HoSHOULD SEIZE THE tels International. In 1985, she OPPORTUNITY.” established EG Marketing and Management Services and became a consultant to clients in the service and consumer product industries. “At the time, few people completed tertiary education,” she notes. “No marketing professional was available. I was the rare MBA and lady graduate who was ten years ahead of my time. I realized then that clients always had problems in executing recommendations given by the consultant, thus resulting in unsatisfactory performance. I decided to operate my business differently—as a consultant on secondment arrangement basis to the company, so that I could ensure that all strategic plans and policies were properly implemented and performance was monitored accordingly.” In 1986, Effie was appointed president of the AIM Graduates Association of Malaysia, now called Kelab AIM Malaysia. “I spent substantial time in managing the AIM club, planning activities and talks by AIM professors, and short training programs,” she relates. “Through all the hard work and the support of board members, I managed to build a handsome reserve for the club. I am thankful to Prof Jesus Gallegos Jr., then AIM dean, for his vision and for giving the club all the necessary support.” By 1988, merely 10 years after leaving the halls of AIM, Effie received the prestigious Alumni Achievement Award, or Triple A, which is reserved for those who have exhibited exemplary leadership. “I believe in leadership by example,” states Effie. “A good leader must be able to set a clear direction and goal for his followers, monitor performance, and give guidance when
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>> “Charity Transcends...” continued from page 47
from playing several conflicting roles, but also from the demands on physical, mental, emotional and spiritual capacity. Self-management requires good nutrition, maintaining a healthy weight, proper rest, physical exercise, time with family, work and social balance, intellectual growth, appropriate outlets for emotion, application of virtues, a sense of humor, individual spirituality, and being grateful for Allah’s blessings. The Secret of a Beautiful Woman
Rosmah keeps herself in good form by having a balanced diet, exercising (she likes to play badminton) and getting enough rest. If there is no badminton, she will go to the gym. “Many of my friends also wonder why I do not suffer from jet lag, and I jokingly tell them that I have no time to feel tired or jet lagged,” she says, laughing. But on a more serious note, she points out that exercise is indispensable to a healthy life. She also believes in its importance to generate
>> “On Passion and Compassion” cont. from page 48
Management Style and Leadership Icons
Fortunately for Thuan and the female population in Vietnam, “ the issue of gender equality is taken care of very well by the Government of Vietnam. I do not have any problems being a female leader in Vietnam and I have been supported by everyone especially where I am currently working at. The female teaching staff of the university are very happy because this is first time in its 45 year history that they have a female leader. They believe that a female leader is more understanding towards their problems, and can support them better.” Thuan displays a very supportive management style to her staff. “I give directions clearly and specifically so that my subordinates can develop their full potential. If they encounter difficulties, I will assist them in handling the situation. Each time I support them, I transfer my skills and knowledge so that they would not face the same difficulties in future situations. I think a manager/leader needs patience. They should try at all cost to avoid anger when they are not happy with their subordinates’ performance.” 52
health and an “energy explosion” in order to keep the negative effects at bay. “Attitude is everything. If you are negative, it simply shows on you and your face. And you also feel all ruffled up,” she says in response to compliments about her youthful look and cheerful disposition. Sing her heart out
Rosmah has four children, with ages between 16 and 30, either working or studying overseas and she keeps in touch with them through the phone, e-mail and SMS. When she has some quiet time, Rosmah relaxes by listening to music with Datuk Seri Najib and their favourites are the evergreen sentimental songs. She is in fact a talented singer. Rosmah recalled that as a little girl, she used to sing at the weddings of her relatives. When she was an undergraduate in University Malaya, she was roped in to sing for the university’s cultural troupe. She enjoyed singing along with her classmates at the finale of BMP ‘82 in Manila. Now, as a wife of the Deputy Prime Minister, she is using her singing talent
Thuan muses about the difference between a leader and a manager. “I do make a difference between the two roles. A leader needs to think and strategize at a macro level in the long and short term to develop the country/organization. A manager is someone who assists the leader to carry out the strategies in certain functions of the country/organization with the assistance of the organization’s staff. “In my opinion, the ideal leader is Japanese Prime Minister Koizumi. His policies are always balanced. They do not go against any party. My ideal manager is Bill Gates. He is very successful in business and he also cares for the world’s many concerns.” As the leader of the Vietnam AIM Alumni Association (VNAA), Thuan’s vision is for AIM to open a branch in her country. “AIM Alumni members can participate in the training activities. This will not only benefit the Institute but Vietnam as well, in terms of training highly skilled human resource.” Dreams for the Future
As a graduate of the Economic University of Vietnam and with many years of experience in the development sector, Thuan shares her thoughts on AIM’s Master in Development
for a good cause—to raise funds for the less fortunate. The highlight was singing a duet with a disabled child. AIM’s Innovative Expansion
As Honorary Life Member of Kelab AIM Malaysia, Rosmah hope that AIM could design modules to train leaders in NGOs to manage and operate charity organizations in Asia. “It is not too long in the future when we will have the Asean economic community firmly established. Leading up to this, I hope AIM can become a pioneer in training Asians for Asia, so that Asian nations, and in particular Asean countries, will become less dependent on skilled foreign managers,” she said. She concluded that the memorandum of understanding signed between AIM and the Institute of Islamic Understanding Malaysia (IKIM) last September 2006 for a post-graduate expansion programme in Islamic management teaching, is an excellent example of innovative expansion into a new and exciting field of the 21st century.
Management program. “The MDM program is extremely wonderful. All courses taught in the program helped me tremendously with my career. However, I observed that some of my classmates, who do not have a background in economics, faced difficulties with courses such as economics and finance. In order to raise the bar, I suggest that economics and finance need to be taught more intensely in the MDM program.” With her vast range of experiences and knowledge in the development sector, Thuan continues to hope and strive for many things in society. “Managers in the development sector are fulfilled when people live better lives. I also continue to dream that one day, every child will be able to go to school, every citizen can live in a safe, stable environment, spared from wars, natural disasters, and plagues. I hope that one day, the world will have no war and hatred, no starvation and coldness. That women all over the world will be respected by society and family, and receive the same conditions and opportunities to develop like their male counterparts.” With Thuan’s passion and compassion for the poor, the youth, and the women in society, the good seeds she has sowed will one day bear fruit to a better life for others.
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>> “The Lady is a Champ” continued from page 51
ever necessary so that the direction will not sway.” Also in 1988, Effie changed industries and joined MBf Finance Berhad as marketing manager of its new consumer loans division. The objective of developing the department, whose products are a credit card and personal loans, into a key source of income for the firm, was achieved within two years. She then shifted to the promotion of resorts, in particular for the Primula Resort Group, Kuala Terengganu. Effie transferred to Hong Kong in 1994 as a lecturer for a masteral business program of an online university. Soon after, she became general manager of News Holdings Group, Hong Kong, an offshore finance and investment company that solicits trust funds from Taiwan, Brazil, Canada, and Hong Kong for investments in North China. Nevertheless, Effie somehow kept going back to the hospitality industry. From 1995 to 2000, as director of marketing and sales, she was responsible for overall marketing and sales and implementation plan for the opening of the five-star The Andaman Resort in Langkawi, the Eden Garden Hotel in Johor Bahru, and her biggest project, the six-star Nexus Resort Karambunai in Sabah. “When opening a new hotel, especially an independent hotel, the first two to three years is the toughest, as the hotel has not established awareness and confidence in the target markets,” she explains. “Once the hotel has positioned itself in a certain category, it has to maintain and protect that image.” Because of her unparalleled experience in the field, a hotel-owner client has tagged Effie “a walking encyclopedia of the hotel industry.” But in 2000, Effie tried her hand in a completely different sector. As CEO and executive director of two of Sabah’s largest public transport (stage bus) companies—Tuaran and Luen Thung—she reorganized the companies’ management and operation structures and supervised overall operations. After four years, however, and for the umpteenth time, she returned to her professional first love. She is now the executive director of EG Marketing and Management Services. “Over the years, somehow, marketing of products and services became my forte,” she explains. “During my 25 years of working, I spent 15 to 18 hours a day at my job, as I am almost a perfectionist. I have great interest in my jobs, so I have no complaint. Although my
jobs involved lots of overseas traveling, I never took advantage of business travel for my personal vacation. I did have a pleasant impression of Europe. My jobs were very demanding, and I always had tight deadlines to meet—so much so that I do not know how to enjoy my vacation if I am given one. But the knowledge I learned from AIM definitely helped me to take on big responsibilities.” AIM itself has changed since Effie’s days. The number of females in the student population has risen from 9% in 1968 to 24% at present. “The percentage looks encouraging,” she comments. “However, considering that it was over a period of more than 35 years, then the percentage is nothing great. There could be several reasons behind the low figures. First, gender preference still exists in the commercial world, although there was much improvement over the last 30 years. Second, ladies do not want to risk investing in high-cost education whose ROI is not guaranteed. Third, we’re generally not as career-minded as men. Finally, a married woman is usually the one who sacrifices in terms of career development.” Looking back at her long career, Effie considers the first 20 years the most discriminating. In those days, “when there were opportunities for promotion, the female employee with professional qualification and hands-on experience would still lose out to a man without qualification but with some hands-on experience,” she laments. “The female staff would do all the important jobs, but the male manager would get all the credit and even enjoy much higher pay. My male VP once told me, if I wore pants and not a skirt, I would have taken his position a long time ago. “When a male feels threatened by his competent female colleague, for sure, he will make life tough for her,” she continues. “Knowing the environment as such, I put full commitment in my responsibilities and enjoyed every minute of it. I believe there are eyes around that watch and judge who the real performers are. My recognition came when I was always approached as a resource person in management and marketing... It is a blessing that more and more recognition and opportunities are given to women. So young women should seize the opportunity.” But what should a woman do and be to reach the top of her field? “She must be very knowledgeable in her field and always updated,” advises Effie, who was made Honorary Life Member of Kelab AIM Malaysia in
2003. “She is a good listener, able to see both the details and the big picture, and to see or hear another side of everything. She is good in human relations. She does her homework before any presentation or negotiation. She is positive and persistent in her endeavors, and keeps calm in any situation.” Of course, a lady being a lady, her physical appearance matters, too. Effie believes that a professional woman “knows how to present and carry herself properly, as the way she dresses projects the company and her own image to the public.” Away from the public eye, Effie likes to read, dance, listen to soothing music, watch movies like Happy Feet, relax with friends, and attend business networking and social and educational activities. Most of all, she likes to spend time with her two children. “I believe in giving them the opportunity to learn, to grow up and be independent, and take responsibility for whatever they do. “In the first years after my AIM graduation, society’s perception of a woman’s place is still in the kitchen,” she recalls. “It was tough for a woman: she has to be a wife, mother, housemaid, and co-breadwinner. I had to balance the role very well.” Nonetheless, Effie’s successful balance has resulted in successful children. Her daughter, Sylvia, is a certified accountant working for KPMG, UK. Her son, Kingston, was a Freeman Scholar who graduated from Wesleyan University, USA, last May. He is employed by a financial corporation in New York. Effie is proud of what her children have attained, especially considering her own humble roots. “I have four brothers and three sisters. My father was the sole breadwinner. Not only that, he had to look after his brothers as well. As a result, anything more than basic food and clothing was considered luxury. I have learnt to be very independent and self-reliant. I learnt more than what I was expected to know in order to survive in a male-dominated business world. People look to me to seek advice, assistance, or ideas, and I have not turned to anyone for help. It has become a natural behavior. As such, no one has had greater influence on me than my father.” To professionals who are still figuring out which path to take and how to create a mark, Effie has this to say: “Know your interest area, your limitations as well as the possibilities. Then choose a career that can hold your attention. Only then can you develop interest in whatever you do and enjoy it.”
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classnotes M B M Cecille Calleja, MBM 1982 writes: “God has been so kind and has given me a chance to get back to the corporate world in record time from almost nada. I am now Vice-President of Corporate Affairs for the controversial Rapu-Rapu Polymetallic Project in Albay which is being developed by an Australian firm called Lafayette Minerals Inc. To work in one’s own hometown is sweet. “It would be good if AIM (especially the Bicol Alumnae—whoever the rest are) does some fund raising to help the many unfortunate who lost their homes and livelihood in the recent typhoon. I do not even know if the Bicol AIM is organized and can do anything to help... but let me know how I can assist to speed up the process if there are those with similar sentiments who would want to get together and do something good in the name of God, of mankind, of corporate social responsibility!“ Ma. Liza Matias Calizo, MBM 1983 writes: “After almost 15 years of corporate life, I decided to join the academe. I am now the College Dean-Business Administration (Manila Central University, Caloocan City).”
Marilen Patricio, MBM 1986 writes: “Not all AIM alumnae are in the workplace. Back in 1996, I made a major decision to stay at home and become a full-time mom. Yes, I’ve had my “what if” moments. There were times when I ponder as to what or where I would be if I relentlessly pursued a career over the past 10 years. However, I also wonder about the status of my marriage and my three children if I did not put my family first in priority. I realized that it was no sacrifice at all, as far as choosing family over career. For me, it is a humbling experience. I believe my decision was pleasing in God’s eyes for He has provided us abundantly all these time.” Maria Cynthia Tanega, MBM1988 “Hello fellow AIM alumnae, alumni and professors!
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“I wonder if our MACS professor George Tan is still connected with AIM. During one of our class sessions in MACS (second semester 1987), we were required to hand-in a brief wish list of what each one of us foresee ourselves to be doing 10 years thence. On top of my wish list was: to manage my family business. “Looking back, I think my wish list has come true. Since 1997, I was working for a family business which my husband had set up prior to our marriage. Performancewise (e.g. major acquisition which is debtfree after the third year, mostly due to my good financial management), the credit still goes to the founder. My consolation is that these newly acquired properties are registered in Honolulu as owned by my husband and me (by the entirety). “Work schedule is not an eight-tofive kind. I have to be quick in reshuffling schedule for the day, the week and the month, depending on the changes in the flow of business transactions at hand. This flexibility has its merits as long as we know how to strike a balance between personal and business lives. So far, my husband and I have tailored our business to fit the lifestyle we want, the stress level we can take and the Christian values we want to live out. “ Rachel Christine Geronimo, MBM 1996, is now the Vice President, Remedial Management-Asset Recovery Group of Union Bank of the Philippines. Rachel writes: “My two years at AIM were valuable for many reasons but mostly because I learned: 1) General Management. No matter how specialized one’s role is, the “big picture” orientation always helps AIM alumni make excellent, relevant business decisions that benefit the entire organization with long-term effects. 2) Change Management. I recently found myself in the midst of sudden, critical corporate change. International Exchange Bank, my beloved employer of 9 years, was recently absorbed by UnionBank. The merger jolted the entire iBank and naturally I was personally affected by the news. Were it not for the seeds of “change management” planted in me by AIM 12 years ago, I probably would not have dealt with the uncertainty and apprehension too well. The AIM influence helps alumni turn corporate upheavals into opportunities for professional and personal growth. “ Makiko “Mac” Kinoshita, MBM 1999, is now Director, Operations of GE Consumer Finance. Mac writes: “ After graduating from AIM, I joined McKinsey as Strategy Consultant.
The experience was great as I learned to think from the top executive perspective of truly big corporations and propose strategies for further growth. Then I felt like making things really happen by myself, and joined GE as Project Manager. Now I lead a 150-staff Operation Center as Director. It is still uncommon in Japan to have a female leader in her 30’s in the operations field, and I also feel a bit odd sometimes surrounded by subordinates who are mostly senior to me. In this position, I make full use of what I learned at AIM such as Strategy, QA, OM, HRM, as well as working with people with different backgrounds. I am truly grateful for my AIM experiences! “Japan is changing greatly, both its culture and business. I hope the AIM students obtain the most updated information about Japan, and will have a chance to work in Japan in the future.”
and management are taught really well at AIM. This unique learning experience has enabled me to have a better understanding of our roles in society - as a person, as a family member, as a corporate citizen. My AIM experience has also taught me to view life in a more positive light. I have become more cognizant of opportunities for both my professional and personal life. “Now, in between conducting client visits and scheduling my 6-month old Natanya Marie’s visit to the pediatrician, I find fulfillment in being a working mom. Similar to my AIM years, I had to find the right balance between career and family. My spouse is very supportive of my growth and this enables me to face the challenges of modern-day motherhood.” Sharon Patricia Joyce “Shaoui” Serrano, MBM 2003, is now the Audit Manager of Globe Telecom with company address at Pioneer cor. Sheridan Sts., Mandaluyong City. M M Ke Rong Xu, MM 1998, is now the Information Security and Controls Manager – Greater China of Kraft Foods (China) Investment Company, with company address at 12 floor IBM Tower, Pacific Century Place, 2A Gong Ti Bei Lu, Chaoyang District, Beijing, PRC 100027. Ke Rong writes: “I wish all my professors and classmates are happy every day and that all their dreams would come true.”
Maria Teresa Cano-Lopez, MBM 2000, is now the Assistant Vice President for Mirant Philippines, with company address at 5th Floor, CTC Building, 2232 Roxas Boulevard, Pasay City, Philippines 1300. (With photo) Maria Teresa Cano-Lopez with husband Sherwin and daughters, Moira and River.
Maria Teresita “Maritz” Luna, MM 2002, is now the Resort Manager of Euro-Pacific Resorts, Inc. with company address at Dimakya Island, Coron, Northern Palawan. Maritz writes: “AIM pushes you to your limits and that helped me learn that I have more potentials hidden in the inner depths of my being. All my professors are my favorites but I will give special mention to Profs. Lagman and Lopez. They put an extra zing to class discussions. I remember a
Naomi Eileen Tejero, MBM 2001, is now with BPI Capital Corporation as manager for Money Market Dealer for Institutional Markets. Eileen writes: “AIM has taught me how to manage my time excellently. Of course, the fundamentals of business
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classnotes quote from Prof. Lopez: ‘We do not need to win all battles to win the war, but make sure you win the battles that will win the war’. “At present, I am managing a resort in Palawan called Club Paradise. We just won the ‘Resort of the Year Award for 2006’. It really is paradise here!” Pham Thi Hong Minh, MM 2006, is now the Training Department Manager of the Bank for Foreign Trade of Vietnam – Vietcombank Training center, with company address at No. 198 Tran Quang Khai, Hoan kiem, Hanoi, Vietnam. Pham Thi writes: “My significant learning experiences at AIM involve management skills: the way to learn and the way to live. AIM is the best learning environment in the region. I learned not only from the professors and case studies but also from my classmates who come from different countries in the region. I remembered the management game in Module 2. This was a group work where we practiced management skills in real situations. My favorite professors are Prof. Angtuaco, Prof V. Lim and Prof Gavino. I would not have passed the difficult time in AIM without their encouragement. “After AIM, I came back to the bank I have been working for and got a new position. Before AIM, I was a supervisor in the Card center of Vietcombank. After MM 2006, I moved to Vietcombank Training center and became the Training Department manager. My personal life has changed as my children have now grown up and are preparing for elementary school.” M E Arlene David, ME 2000, is now the Admin & Finance Manager of PEST AWAY CORPORATION with company address at 30 Saint Francis Ave. JPA subdivision Muntinlupa City. Arlene writes: “My memorable AIM experiences include Prof. Tommy Lopez’s earth shaking talk on being better-ER than competition and Prof. Ed Morato’s speech during our graduation where he said ‘consider yourselves obsolete everyday because competition can duplicate your features.’ These two learnings have been instilled in my mind and heart so that I continuously strive to learn, improve and innovate. In fact in 2003 our company PEST-AWAY was the 1st ISO 9001:2000 certified in our industry. “In 2005 we began consciously practicing the principle of CRM. We
even created our own CRM department to increase customers and to better improve ourselves. “We are getting the best termite inspection tool from HOME-SAFE inspection in Oxford, Mississippi to differentiate ourselves from other pest control companies.” Recent business trip to Singapore and Malaysia Aug. 16, 2006 from left William Mikesell – Sales Manager, Janah Aranilla – HR Manager, Kathy Chua-Guervarra – Service Operations Manager, Arlene David (wearing red), Jonathan David – General Manager
H C M Agnes Rosario “Bing” de Leon, Health Care Management Program 2003, is now a National Trustee of the Philippine Mental Health Association, Inc. (PMHA) and President of the Phil Society for Quality in Healthcare, Inc. (PSQua). Prof. Bing’s message to her classmates and professors: “To my classmates: Do let’s implement in our organization/s the effective practices that we have learned from our class discussions to improve our performance and revenue that will ultimately redound to better services to our beneficiaries. “To my professors: Volunteer some of your expertise to non-profit NGOs that they may continue their good work.” B M P Penn-Ylem Policarpio, BMP 100, 2001, is now the Associate Director of SanofiAventis with company address at 3F Feliza Bldg., 108 VA Rufino St., Legaspi Village, Makati City. Penn writes: “I have taken three courses in AIM. The Marketing Strategy Course, the BMP 100 and the Finance for non-finance manager course. All has been very valuable in my line of work (Marketing and Sales for a Pharmaceutical Company). More than the lectures and the learnings, I value the discipline that these courses have instilled in me like those of Tenacity and Resiliency (in short, the courses were difficult).
Please send your latest Class Notes and photos to the AIM Alumni Leadership Magazine at aimleader@gmail.com. Should you need to contact our alumni, please contact the Alumni Relations Office at aimalumni@aim.edu. “My favorite professor? I think Professor Ugut for the Finance course, because she explained finance in a very “friendly” way for non-finance enthusiasts like me. For BMP 100, Prof. Jing and Prof. Marte – because they made BMP 100 a lot of fun. “I recently got promoted to Associate Director (May 2006) after heading Marketing for Personal Heathcare Division for five years. I now head both the marketing and sales teams. From a marketing team of five people, I now head seven marketing people, two National Sales Managers, 14 Key Accounts/District Managers and 65 Med Reps. It’s a very exciting year this 2006, we just recently launched a new breakthrough: the probiotics brand and a new variant for Lactacyd.” Penn’s message to her classmates: “Special mention to the BMP 100 Batch, hope all of you are fine and doing well. Keep the AIM spirit alive, my friends! Hello of course to my Best friend Friendship Jay and to Senior!” P D M Udani Mendis, 39th PDM 2004, is now the Deputy Executive Director of Lanka Jathika Sarvodaya Shramadana Sangamaya with company address at 98, Rawatawatte Road, Moratuwa, Sri Lanka. Udani writes,” Thank you to all the professors for giving us the opportunity to actively participate in class. To my classmates, I will always have the sweet memories of our friendship and team spirit. I hope to meet all of you at a get together.“ Udani can be reached at email address sarvotec@sltnet.lk. Tricia Aura “Twinkle” Balo, 40th PDM 2005, is program manager for the Leyte Family Development Organization. Twinkle writes: “Working in the development world is full of challenges, you have to face many issues, fight many battles - and yet it is as fulfilling and satisfying as any other job I could think of - and even more. My AIM experience has helped me shape new strategies and approaches in my work. It built my confidence to explore
new things, making use of available resources to maximize the power to create change, to continue to make progress in my work with women, children and young people - helping the vulnerable population in the fight against HIV/AID, rallying for children in claiming their rights, and assisting for the availability of health services in the community.” Anna Tatlonghari, Marketing Strategy Course 2001, is now the International Sales Operations Manager for Avida Land Corp. (subsidiary of Ayala Land) with company address at G/F Mondragon House, HV de la Costa, Salcedo Village. Anna writes: “Taking up the MSC in AIM was indeed an experience. After 5 years I can say that the knowledge and skills I learned from the Institution definitely helped me in reaching my objective in my career plans. “Prof. Faustino, Prof. Miranda and Prof. Norberto are my favorite professors. Their enthusiasm and great knowledge of different expertise inspired me to apply all their teachings in my present work. Kudos to them! “I am presently heading the International Sales Operations for Avida Land Corp. a subsidiary of Ayala Land. Tasks are to: Manage operations and ensure productivity and efficiency of our satellite offices abroad, i.e. Milan, Rome, London and Dubai. “I was also assigned to handle New Businesses Group. Before the present post, I established the Leasing and Tenancy Management Services for our Condo project. I also spearheaded road shows in Cebu and Pampanga. I also did the research for setting up our satellite office in Dubai. And lastly the setting up of our Call Center to service clients abroad for their post sales inquiries. “For a time, I also handled Ayala Land’s Corporate Marketing for the Ayala Malls; Glorietta, Greenbelt, Alabang Town Center, Ayala Center Cebu and two other minor malls. It was my duty to ensure good relationships with our sponsors and partners, and develop and enhance products of the Malls depending on the market’s characteristics. To her classmates, Anna writes: “Glad to be a part of MSC Batch 2001. Hope everything’s doing great with you guys. Class reunion soon?”
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classnotes Work: Love Made Manifest Estrella Amistoso, PDM 41, 2005 The world is my work place. It is where and who I am. The wonderful experiences and the teachers I came across taught me lessons and I have learned. The books I read, the people I work with, my family and friends define my well-being because of the relationships I make with them. Relationships are important because that is the way we find the purpose and meaning of life. Running a non-profit/non-government organization is not an easy task. Due to lack of resources and strategy, our Board thought of dissolving it. However, the objectives intended to be achieved became clearer as I learned the ways and means to build and design programs. Through the Program Development Management Course (PDM 41), I gained insights and understanding about OIPs, SWOT Analysis, LOG Frame, Social Entrepreneurship and Development strategies. The case discussions and role playing were of great advantage. I shared the lessons with my working team who never failed to give their support when I was giving up. Thanks to AIM, it saved not only my organization’s life but the lives of those it serves. Hence, changes were necessary to move on. With a new name, Liwanag ng Buhay Foundation, Inc., a brighter light beams on every development project it conceives. Our team members uphold the principle of oneness in the spirit of service. Diversified as they are (four are teachers from public schools, one is a retired KLM pilot, another is a Justice of the Court of Appeals, two are from the field of medicine, five are Physical Therapists, a retired businessman, spiritual leaders, volunteers and youth groups), we continue to follow our path bringing service to where it is needed. Multi-tasked – that’s how I describe our forces. I am never without a homework spending hours at night doing reports, manuals and concepts. But development does not take place in the office but in the community so much so that mobility is parallel to my duty. Perhaps it is our affinity to nature
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that brought us close to the mountains where indigenous people live. My sensitivity towards physical and emotional handicap accounts for my background in Physical Rehabilitation. Our medical missions carried out among the Ilongot Tribes in the Sierra Madre Mountains and our affiliation with the Aetas made me gain better knowledge and understanding about their lives and concerns. It breaks my heart to see the problems that affect their habitat and the harsh conditions in which they live due to extreme poverty. Through collaboration and effective communication, we have designed for them an integrated development program utilizing renewable energy and a selfgenerating hydro system unit to tap their natural resources. The IPs have apportioned a 2-hectare land in their ancestral domain in which a school and a project to house the elderly will be constructed by our health and education team. Folks say that work is love made manifest. After PDM, work is never the same again. With a clear vision and objective, I now can use the tools to empower others as I do to myself. Productivity is greatest when leaders have the ability to bring the best out of other people. Effective leadership stems out of one’s desire to make a difference and we all can. Our mission is to evolve as human beings doing what we can in our humble way in making this world a better place. FA M C O R Annabelle Besa, FAMCOR 2005 is the Treasurer in Trust/ Marketing Manager and Co-owner of Bucksley’s Litson Manok and Gen. Merchandise Inc./ Munchster’s Inc. Co. Annabelle writes: “Taking the FAMCOR program was an enjoyable experience; it wasn’t just about business but digging deep into family relationships and meeting people who serve as an inspiration and example to family businesses like ours. “Businesses in the provinces are very conservative and the founders are usually skeptical about changes within the management itself. After the 5-day course program it meant going home and sitting down with my father and giving him a brief overview of what happened and what changes must take place. I myself was rather hesitant to tell him everything but as Professor Gavino said, we need healthy families to have a healthy business. And thus was the need to break the communication barrier that hindered me from opening up most of the time. Amazingly, my father listened and agreed to some of the changes that
needed to take place. At that point I felt more like a partner than a daughter. It was one of the highlights in the FAMCOR program for me-the ability to separate yourself as a member of the family and as an executive of the company. Parents will always be parents as we were taught. It is in their nature to feel fear and the need to protect their children from disappointment, but we were also taught to stand up as individuals to make parents understand and accept the fast changes in the realm of business. “I also immensely enjoyed the CAN groups, simply because we were grouped in one age bracket and we were all 2nd generation. There was one parent with us and she gave us leeway to openly participate in the discussions and it made me feel more like being in a family rather than with a group of businessmen. “I don’t have a favorite professor because I learned from all of them. I felt that five days was too short to swallow everything. It was like a race against time, trying to remember every single detail so as to make all the learning worthwhile. Of course the faculty was not just faculty. They were a team of wonderful minds put together to enhance the capability of each individual into being the best of what they should be. They showed intellect in their fields and wit beyond compare. There was never a boring day. “Right now, I’m still part of the family business. Temptations to leave have come and gone and I feel that certain pull to the business. I have been working with my father for the past eight years and I learn
something new each day. Of course I have also learned to spread my own wings by putting up my own business and learning from it as well. There are two things that I am trying to master right now -- the art of failure and the art of giving back. Our country needs companies like ours to keep progress on the go. And failure is just another gift from up above to make us realize that not everything is easy nor will it ever be but there is a solution to everything. “I have also started helping my parents with Gawad Kalinga. I think and believe that the lesson behind every success in life is to give back and be thankful for every grace and blessing given. My father is the epitome of the unification of the rich and the poor. And I will gladly follow in his footsteps even if it meant giving more for others than for myself. “The FAMCOR program has influenced my values in such a way that now I understand that reading books and learning the basics of management or marketing or accounting is and never will be enough. Application, acceptance and a well-driven mind is what we need to keep the ball rolling. “To FAMCOR 11: After a year I think we are still all on the same boat towards success. It was a joy being part of this class/group. Age was never a hindrance for I know that we are all still young at heart. “To my professors: Thank you for inspiring me to be who I am todaysomeone eager to teach and learn. I will continuously strive to learn to master the art of failure and giving back.”
O B I T U A R Y
Lot Miranda, MDM 2001 N OV E M B E R 2 0 , 2 0 0 6
Yeshi Choden Lama, PDM 2005 SEPTEMBER 23, 2006
Bisan Singh, MDM 1990 D EC E M B E R 2 , 2 0 0 6
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end note ALUMNI QUOTES ON LEADERSHIP “A leader needs to think and strategize at the macro level for the long term and short term development of the organization.” Nguyen Thi Thuan, MDM 1998
“Leadership is the ability to deliver positive outcomes at the right place and at the right time.” Estrella Amistoso, PDM 41, 2005
“Leadership is the uncanny ability to manage people-the most valued resources” Sarita Bahety, MBA 2006
“Leadership is influence, responsibility, and accountability. It is not an automatic result of rank or position. If you do not inspire respect, cause positive change, or make difficult decisions, then you are not a leader even if you are well-placed in your organization. Conversely, you can be a leader even without the rank for as long as you exhibit leadership qualities.” Sarita Bahety, MBA 2006
Leadership is “Leadership the motivation that equals vision, makes your mission commitment and integrity. A leader is become true. - Pham Thi Hong Minh, MM 2006 one who advocates for change to effect constant improvement of the organization, the empowerment of its people, the effectiveness and efficiency of its systems.” Agnes Rosario de Leon, HCM 2003
“Serving and harnessing people towards a better, more purposeful life.”
Leadership is learning to move on even when the best has left you. You need not be the president or the king to move mountains or make the impossible happen, it is making people know and trust that you are bringing them to make a choice they cannot refuse because they know you are right. And lastly, leadership entails long battles and deafening cries but in spite of it all, you remain the strongest. - Annabelle Besa, FAMCOR 2005
“Leadership is influencing, encouraging and caring for others.” Ke Rong Xu, MM’98
“Leadership is instilling value in another. It involves making others see and believe a vision and doing whatever it takes to achieve the realization of such vision.” Penn-Ylem Policarpio, BMP 100, 2001
“Leadership for me is best described by John Maxwell: ‘GOOD LEADERSHIP IS THE BEST MEANS FOR LEAVING A LASTING LEGACY’. The law of legacy states that ‘True success is measured by succession’. So I make it an aim to practice being the best in everything I do thereby becoming a person of influence to be able to effect positive changes in our organization.” Arlene David, ME 2000
Maria Teresa Cano-Lopez, MBM 2000
“Leadership is the motivation that makes your mission become true.” Pham Thi Hong Minh, MM 2006
“A person shows leadership when s/he is willing to give more to a cause than anyone else; when s/he is willing to serve and to sacrifice just to show others the value of the cause; when s/he is willing to take responsibility not just for triumphs but more so for defeats; when s/he does not expect others to be like him/her but instead guides them to be the best that they can be; when s/he finds the greatest fulfillment in knowing and seeing that his/her people (e.g., staff, apprentices, subordinates) will be better leaders than him/her.” Sharon Patricia Joyce “Shaoui” Serrano, MBM 2003
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“Leadership for me is not just taking the lead to come up with good plans and concepts but making sure that the direction is clear to the whole team. The leader should also have full control of the team and the project without compromising the creativity and uniqueness of each individual. The leader should also provide enough guidance to ensure that all plans can be executed the right way.” Anna Tatlonghari, MSC 2001
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