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40 YEARS of Excellence in Management Education


A P R I L- J U N E




Susan Africa-Manikan ASSOCIATE EDITOR


Sherbet Katigbak-Manalili MANAGING EDITOR



Maritess Aniago-Espiritu Khristine Revilla Voltaire Masangkay ALUMNI RELATIONS OFFICE STAFF

Maya Herrera Jose Ma. Fernandez Jesse Edep Rose Cheryl Orbigo Jerry Quibilan Sulagna Bagchi Bing Cacnio Stella Ma. Mendoza

briefcase 16

AIM Celebrates 40 Years of Excellence in Management Education

Beyond East-West, North-South— Peace and Prosperity in a Four-Speed World The Islamic Perspective: New Approaches to Development, Management and Governance Innovation: Engine of Economic Growth



Jose Andres Puno Jorem Catillo

Program Feature:

Managing the ‘Wasteline’ for Environmental Wellbeing p38



Lexmedia Digital PRINTING









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: aimalumni@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



Former World Bank President Speaks at AIM The Islamic Perspective: New Approaches to Development, Management and Governance Triple A Winners Awarded During AIM’s 40th Anniversary Celebration AIM Alumni Presents Gift to AIM Chairman Emeritus Project Fostering Islamic Leadership Launched AIM and XLRI Sign MOU Aleem One of 10 Muslim Youth Awardees General Aziz Appointed as IIUM Adjunct Professor Challenges in Providing Education to Muslim Children Abadesco Elected PMAP President Suarez, 2008 Outstanding Philippine Soldier Jack Niu Appointed as HBS North Asia Service Operations Director AIM Holds 39th Commencement Ceremonies

14 In Memory of Peter Lee, TMP’80 spotlight


First Among Equals: Regina Paz Lopez, MDM 1992 Flying High With a Midas Touch: Atty. Datuk (Dr.) Pahamin A. Rajab, MDP 1975, TMP 1984 Shazam!: Manuel Salak III, MBM 1983


Cover photo by Jorem Catillo

alumnileadership alumni leadership 20 PRESIDENT’S

What is it about MBM Class 1973? page 24

Hajj: A Dream Comes True for Many Alumni . . . Gift of Gratitude for Washington SyCip . . . . . The Power of Marketing . . . . . . . . . . . . . . . . . . Self Mastery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Messages to the Emeriti . . . . . . . . . . . . . . . . . .

40 42 44 44 55



THE COMMEMORATION OF THE 40TH FOUNDING anniversary of the Asian Institute of Management was an occasion to acknowledge the farsighted vision of our founders, the generosity of our social investors and the sterling qualities of our outstanding alumni. It was likewise the time to examine the challenges and opportunities of a rapidly integrating and globalizing region. The traditional weeklong festivities included significant events. “Bridges—Dialogues Towards a Culture of Peace”—a program initiated and facilitated by the International Peace Foundation, under the patronage of 21 Nobel Peace Prize Laureates—featured Prof. Finn E. Kydland, 2004 Nobel Laureate for Economics and Mr. James Wolfensohn, World Bank President from 1995 to 2005. Mr. Wolfensohn’s talk, “Beyond East-West, North-South: Peace and Prosperity in a Four-Speed World,” asserted that the world is breaking into four distinct but interconnected tiers of wealth and growth. If present trends continue and inclusive growth remains evasive, the socio-political pressures created by these divergent developments will adversely impact global peace. He pointed out that corruption at the highest levels of government poses a major impediment to the development and stability of national economies. The forum on “The Islamic Perspective: New Approaches to Development, Management, and Governance” provided important insights for non-Islamic business practitioners in an increasingly integrated Asian economy. It was jointly organized by the Asian Institute of Management, the Institute of Islamic Understanding Malaysia, the Kelab AIM Malaysia, and the Alumni Association of AIM-Philippines. It was graced by the presence and strong support of our distinguished Governor, Tan Sri Dato’ Seri (Dr.) Ahmad Sarji Bin Abdul Hamid, Chairman of Malaysia’s very important national trust, Permodalan Nasional Bhd. Quite apart from the large share of global population that Islam represents, the enormous scale of the surpluses represented by Islamic countries underscores the need to understand the underpinnings of Islamic management and finance. In practical terms, it will be increasingly important for the entrepreneur and manager of the New Asia to know how to effectively access these resources. To Islamic investors, this could open avenues for them to participate more fully in the growth of the world’s most dynamic region. Our 40th anniversary was an impetus that animated the joint meeting of the AIM Board of Governors and Board of Trustees. The meeting tackled fundamental issues of academic standards, governance and international presence, contributed fresh and positive ideas, and gave its full support for the proposed strategy for strengthening our Institute. Moreover, the celebration of our four decades of development was the appropriate time for both our students and alumni to appreciate the opportunities and challenges of the region as professional, entrepreneurial, and socially responsible leaders and managers, dedicated to improving their respective societies. I invite you, my fellow alumni, to join the effort to build a strong, vital and relevant AIM. I look forward to your important and increasing engagement with our beloved AIM.



Homecomings and anniversary celebrations are special occasions to allow nostalgia to tread softly— to revisit the past, renew bonds with the faculty, resuscitate relationships with classmates and friends—and to see how time has changed, evolved or perchance, not changed people at all.



IN 2002, I CAME BACK TO AIM TWENTY YEARS AFTER I HAD GRADUATED to help our class organize the 35th Annual Alumni Homecoming as the lead host. I had not visited AIM since I had earned my MBM degree in 1983. Little did I imagine then that I would be staying at AIM longer than I had expected. And it all started with the homecoming! This year, as AIM celebrated its 40th anniversary and the annual homecoming as well, I am sure that many of you were elated, as I was, to see friends and classmates, many of whom came from far flung countries just to commemorate their 35th, 30th, and 25th Jubilee year. How wonderful to recall our agony of reading through voluminous case packs, cramming through our WACs, forging through MRRs and ACs, and, if one were lucky, escaping the risk of being dunked into the pool! A few classes, such as that of MBM’73 got together with even greater magnitude. In celebration of 35 years of enduring bond and friendship, MBM’73 held their grand class reunion at the Boracay Regency Hotel last January with the theme “MBM’73: 35 Glorious Years and Still Counting.” Their families— wives and kids also joined the reunion. Alex Tanwangco, Teddy Villanueva, Bobby Garcia, and class historian Felipe Diego were the organizers. Homecomings and anniversary celebrations are special occasions to allow nostalgia to tread softly—to revisit the past, renew bonds with the faculty, resuscitate relationships with classmates and friends—and to see how time has changed, evolved or perchance, not changed people at all. A more significant emotion perhaps that is almost palpable in these occasions is the surging sense of pride in what it means to be a member of our AIM alumni community. More so as AIM celebrates four decades of producing professional, entrepreneurial, and socially responsible leaders and managers. I am grateful to the many alumni who have come together to help make this year’s celebrations more meaningful. I have witnessed how challenging it is to organize the annual homecoming and my profound kudos go to the Lead Host Class. The “Asian High” theme which MBM’88 developed for this year’s homecoming is an appropriate response for the alumni to be true contributors in our rapidly integrating region. With the skills and knowledge they have learned at AIM, their leadership will undeniably play a crucial role in the transformation of the region. I congratulate my dear friends, Ofel Odilao-Bisnar and Fritz Gaston, who led their class in organizing one of the best homecomings for the AIM community of alumni, faculty, staff and friends. Kudos, too, to Dads Domingo, Joel Baradas, Ina Baradas, Connie Parungao, Beng Yatco, Mano Recto, Toby Gan, Tony Valdez, Bing Cacnio, CJ Jesena, Sonny del Rosario, Jo Gomez, Bessie Magno, and Norman Legaspi. Thank you for bringing us together again, to acknowledge the contributions of our dear professors, the friendships of our classmates, and the influence that AIM has played in each of our personal and professional lives. Here’s looking forward to our next reunion! God Bless!



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Former World Bank President Speaks at AIM James Wolfensohn warns of socio-political pressures due to divergent economies “Our world is breaking into four distinct but interconnected tiers of wealth and growth— a four speed world. If present trends continue, the socio-political pressures generated by these divergent economic developments may negatively impact global peace and stability.”

“TODAY’S COMPLEX INTERnational environment cannot be characterized by binary divisions such as North vs. South or East vs. West. Our world is breaking into four distinct but interconnected tiers of wealth and growth —a four speed world. If present trends continue, the socio-political pressures generated by these divergent economic developments may negatively impact global peace and stability.” Mr. James Wolfensohn, World Bank President from 1995 to 2005, shared this observation at the “Bridges—Dialogues Towards a Culture of Peace” held on March 5 at the Asian Institute of 4

Management (AIM). Wolfensohn spoke on the subject “Beyond EastWest, North-South—Peace and Prosperity in a Four-Speed World.” Held in cooperation with the Vienna-based International Peace Foundation (IPF), Bridges dialogues have already brought three Nobel laureates to the Philippines: Prof. Robert Alexander Mundell, who spoke about economic development by fitting globalization into the national development strategy; Prof. David Jonathan Gross, who talked about the coming revolutions in fundamental physics; and Prof. Finn Erling Kydland, who discussed peace and economic development

A I M A LU M NI LEA D ERS HIP M AGAZIN E April to J u n e 2008

in the age of globalization. “Our era is characterized by unprecedented global economic integration and material growth,” Wolfensohn said. “Unfortunately, inequity in the world is also increasing; the fruits of global prosperity are not evenly spread.” According to Mr. Wolfensohn, the four-speed world consists of 1) steadily growing, high-income economies, largely in Europe, East Asia and the Americas; 2) rapidly growing economies in Eurasia, led by Russia, China and India; 3) volatile economies in many parts of the Middle East and Latin America; and

4) retrogressing and stagnant economies, such as those found in sub-Saharan Africa. “We need to seize the moment and use our present prosperity to address the challenges of global inequity,” he told an audience composed of members of the diplomatic corps, government officials, officers of multilateral institutions and development agencies, and members of the business community and academe. “We must peacefully recalibrate the balance of political power in the world by reforming global institutions, and we must increase global aid to developing countries,” he added. “In bringing about these changes, ASEAN nations can play a crucial role. Their development success shows us a path to more equity, while their efforts at regional integration provide us with a model for using economic ties to foster regional peace and stability.” Reactors to Mr. Wolfensohn’s speech were Mr. Ramon R. del Rosario, Jr., chairman of PHINMA and member of the AIM Board of Trustees, and Mr. Rajat M. Nag, managing director general of the Asian Development Bank. AIM is a local partner institution in the 1st ASEAN-wide event series “Bridges—Dialogues Towards a Culture of Peace.” Bridges is a series of discussions initiated and facilitated by the IPF. In the Philippines, Bridges is chaired by Mr. Jaime Augusto Zobel de Ayala, Ayala Corporation chairman and CEO, and Mr. Washington SyCip, SGV Group founder and AIM chairman. “The Bridges events, especially the forum with Mr. Wolfensohn, are very timely and relevant given the strides in technology and economic development and the continuing challenges to reduce poverty, particularly in Asia,” remarked AIM President Francis Estrada.


Forum focuses on values-based performance management systems, Islamic ISO, and Malaysian Ummah Development Index


HREE CONCEPTS —values-based performance management systems, an Islamic ISO, and a Malaysian Ummah Development Index—were recently presented at the forum entitled “The Islamic Perspective: New Approaches to Development, Management, and Governance” held at the Asian Institute of Management (AIM) on March 6, 2008. The one-day event was jointly organized by AIM, the Alumni Association of AIM-Philippines (AAAIM), the Kelab AIM Malaysia, and the Institute of Islamic Understanding Malaysia (IKIM). The forum highlighted research leading to the three proposed concepts. IKIM, the foremost institute in Malaysia on Islamic studies, conducted the research. The forum sought to present these concepts to an audience of non-Muslim public and private sector practitioners in order to inform and generate reactions on their universal relevance and practicability. A second objective was to launch a Center for Islamic Management and Finance in AIM. Tan Sri Dato’ Seri (Dr.) Ahmad Sarji bin Abdul Hamid, chairman of IKIM and a member of the AIM Board of Governors, delivered the keynote address. Tan Sri Ahmad Sarji is the chairman of eight major organizations, including Permodalan Nasional Berhad, Standards and Research Institute of Malaysia, MNI Holdings, Sime Darby, and Golden Hope Plantations. He also served as chief secretary of the Malaysian government and secretary-general of the Ministry of Trade and Industry.

Acknowledged experts and regional thought leaders in the Islamic perspective on management, economics, and banking and finance likewise spoke at the forum. Most are affiliated with IKIM, which is tasked with informing the Malaysian people on the applications and implications of Islam in Malaysian society. Other speakers were Dr. Syed Ali Tawfik Al-Attas, IKIM director general, who tackled “The Islamic Worldview and its Relevance to Modern Society”; Haji Nik Mustapha bin Haji Nik Hassan, IKIM deputy director general, who discussed “An Approach to Islamic Economic System”; Prof. Dato’ Dr. Haji Jamil Osman, dean of the Faculty of Economics and Management Sciences of the International Islamic University Malaysia (IIUM), who elaborated on the “Malaysian Ummah Development Index: Its Relevance to the Muslim Ummah”; Dr. Nooreha Husain, managing director of AD-MACS Corp Consultant, who explained “Guidelines for Implementing Value-Based Total Performance Excellence Model in Business Organizations”; and Haji Abdul Aziz Long, general manager for Corporate Support Services of SIRIM QAS International Sdn. Bhd., who considered “Quality Management Systems— Requirements from the Islamic Perspective.” Reactors included Dr. Mashur Bin-Ghalib Jundam, dean of the University of the Philippines Institute of Islamic Studies; Prof. Leonardo Silos, management consultant and former AIM professor; Ms. Amina Rasul, lead convenor of the Philippine Council for Islam and Democracy; Mr.

Roberto Garcia, former chair-

man of the Philippine Quality and Productivity Movement; Mr. Jaime Panganiban, chairman and CEO of Al-Amanah Islamic Investment Bank of the Philippines; and Mr. Manolet Salak III, country manager of ING. Afternoon session speakers were Dr. Nooreha Husain, Haji Abdul Aziz Long, Amina Rasul, and Roberto Garcia. The forum sought to present these concepts to an audience of non-Muslim public and private sector practitioners in order to inform and generate reactions on their universal relevance and practicability. A second objective was to launch a Center for Islamic Management and Finance in AIM.

Tan Sri Ahmad Sarji

Prof. Horacio Borromeo of AIM and Haji Zulkifly Baharom, honorary secretary of Kelab AIM Malaysia, were the event moderators. During the forum, AIM inked an agreement with IIUM on the

establishment of academic and scholarly cooperative relations between AIM and IIUM-Kulliyyah of Economics and Management Sciences. The proposed activities will include student and faculty exchange, casewriting in Malaysia and Indonesia, as well as research on Islamic banking and finance, and Islamic perspectives on management, family corporations, governance, entrepreneurship, and leadership. Signing the agreement were Gabriel Paredes, AAAIM vice chairman; Datuk Ir. (Dr.) Mohd Annas Hj. Mohd Nor, FAIM chairman; Francis Estrada, AIM president; Prof. Dato’ Dr. Jamil Osman; and Prof. Dr. Ahmad Zaki Hj. Ismail, IIUM head of Business Administration Department, on behalf of IIUM. Witnesses to the signing were H.E. Ahmad Rasidi Hazizi, ambassador of Malaysia to the Philippines; Tan Sri Ahmad Sarji; and Jose L. Cuisia, Jr., AIM chairman. The vibrant discussions on existing problems and opportunities provided important insights for non-Islamic business practitioners in increasingly integrating Asian and world economies. Islamic banking is a fast-growing sector of banking in the world. A number of banks in East Asia have been increasing their Islamic banking portfolios. The Development Bank of the Philippines sponsored the Islamic Perspective Forum, which is the brainchild of Tan Sri Ahmad Sarji. Representatives from the business and banking sectors, the academe, the regional Islamic community, and the diplomatic corps participated in the event.

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Triple A Winners Awarded During AIM’s 40th Anniversary Celebration

Manuel Salak III, Ma. Regina Paz Lopez and Datuk Prof. (Dr.) Pahamin A. Rajab


HE FEDERAtion of AIM alumni (FAIM) representing 16 alumni chapters from around the world awarded outstanding graduates of the Asian Institute of Management during the 40th Anniversary Celebration of the institute last March 7, 2008. The ceremony was held at the Washington SyCip Park and was witnessed by the AIM Board of Governors and Trustees, faculty, staff, alumni and selected family and friends. FAIM Chairman Datuk Ir. (Dr.) Mohd Annas Hj. Mohd Nor, MM’84, and Triple A Club Chairman Sec. Jesli Lapus, MBM’73 along with AIM President Francis Estrada, presented the Triple A Award to the winners. The AIM Alumni Achievement Award, or the Triple A, is the highest recognition bestowed upon AIM graduates who have excelled in their professional, entrepreneurial, or developmental 6

endeavors. The Triple A winners and their exceptional achievements include the following: Ma. Regina Paz Lopez, MDM 1993 has long been

at the forefront of civil society, leading one of the country’s most prominent socio-civic organizations, the ABS-CBN Foundation, Inc. (AFI) as managing director. She has systematically harnessed the technology of ABS-CBN Broadcasting in novel ways for social good, and has been a pioneer in media-based philanthropy, utilizing the network’s resources to generate concern and awareness for the ABS-CBN Foundation’s various programs and projects. From rescue to education, from protection to financial security, up to the preservation of nature, she has provided through the AFI, an all-around design for the Filipino child. Her achievements and expertise in corporate social responsibility has been widely recognized, having received recognition and

A I M A LU M NI LEA D ERS HIP M AGAZIN E April to J u n e 2008

accolade from various sectors. Ms. Lopez is the first ever MDM alumnus to have won the Triple A. Datuk Prof. (Dr.) Pahamin A. Rajab, MDP 1975 started

his career in 1970 with the Government of Malaysia. There, he had the distinction of being the only administrative and diplomatic services officer who had served at every level of government administration and management. His career peaked when he became the secretarygeneral of the Ministry of Domestic Trade and Consumer Affairs in 1998. While in the Ministry, he succeeded in protecting the rights of consumers by enacting the Consumer Protection Act 1999 and was instrumental in combating copyright piracy. He also initiated the corporatization of the Intellectual Property Division and the Registrar of Companies and Business into the Intellectual Property Corporation and the Company Commission Malaysia. Datuk Pahamin is the chairman of several companies such as Air Asia Berhad, Tune Air Sdn Bhd, 4Life Sdn Bhd, SEGI Bhd and Pahamin and Pahamin Sdn Bhd. He sits in the board as director for several private and publicly listed companies, and statutory bodies in Malaysia. Throughout his career that has spanned 36 years, he has received many honors and awards, from the King of Malaysia to the heads of state governments. Manuel Salak III, MBM 1983 is currently the managing

director and country head of ING Bank Philippines. The Philippine office is a full Philippine branch of the ING group, a global financial institution engaged in banking, asset management, and insurance. After his graduation from AIM in 1983, Salak was recruited by the Bank of the Philippine Islands (BPI) to join the Bank Officers Development Program (BODP), the premier manage-

ment training program of BPI. He eventually joined BPI as manager, Corporate Banking Division (1984-1989) and senior manager, Corporate Finance Division (1989-1994). He received several individual awards for marketing (Marketing Officer of the Year 1989, 1992) during his stint with the bank’s Corporate Finance and Institutional Banking Group. In March 1994, Salak joined Baring Brothers Limited as director, where he was in charge of the development and implementation of ING Barings’ corporate fi nance activities in the Philippines. He coordinated corporate fi nance transactions that obtained International Financing Review’s (IFR) award for “Philippine Finance House of the Year”(1996) and “Philippine Loan House of the Year”(1997-1998). Salak assumed the position of ING country head in July 2000. Then 40 years old, he is one of the youngest persons to have ever held a CEO position in a foreign universal bank based in the Philippines. From his assumption of the country head position in 2000, he has exhibited a high level of leadership and maturity in achieving a smooth blending of corporate cultures, between and among the different professional teams of investment bankers and equities personnel (Barings Securities) with the emerging markets including the debt and fixed income teams of ING Bank. His leadership has created huge shareholder value both for his clients and employers and has brought to the local banking and capital markets innovative approaches and practices that have made ING Bank a leading investment and commercial bank in the country. Equally impressive is the same zeal and energy that he has shown for the various outreach and corporate social responsibility activities he has undertaken.



THE AIM ALUMNI COMMUnity presented a special gift to AIM Chairman Emeritus Washington SyCip last March 7, 2008. The momentous gift giving was done as a fitting finale to AIM’s 40th Anniversary celebration aptly held at the SyCip Park. FAIM Chairman Datuk Ir. (Dr.) Mohd Annas Hj. Mohd Nor, MM’84 and AAAIM Vice Chairman Gabriel Paredes, MBM’72 escorted SyCip to walk down the aisle lined with forty AIM alumni leaders, representing the forty years of AIM. SyCip unveiled a delicate sculpture of a golden tree entitled “WiSdom”, created by Ferdie Cacnio. The three-foot high artwork of a magnificent yet delicate brass

tree set on a red volcanic rock represents the visionary leadership of Washington SyCip who has led AIM as one of the founders. SyCip has been chairman of the Board of Trustees since 1968, the Board of Governors since 1971 and has been a constant benefactor of AIM. The plaque accompanying the sculpture cites SyCip’s wisdom and grace, as AIM alumni have been inspired to make a positive difference in sustaining the growth of Asian societies. Mr. Greg Atienza, MBM’83, executive managing director of the

Washington SyCip’s continuing inspirational role in the journey of the AIM family, the AIM alumni community presents this token of immense gratitude and respect on the occasion of AIM’s 40th Anniversary.” The moving ceremony was

well attended by outstanding members of the AIM alumni community including past and present Triple A winners, former chairmen and directors of the Alumni Association of AIM-Philippine chapter, and members of the Federation of AIM alumni.

The plaque accompanying the sculpture cites SyCip’s wisdom and grace, as AIM alumni have been inspired to make a positive difference in sustaining the growth of Asian societies.

Alumni Relations Office read the dedication from the AIM alumni community: “With his longstanding generosity, over 34,000 AIM alumni across 70 countries have been blessed with the AIM experience, preparing them to be professional, entrepreneurial, and socially responsible leaders and managers. In recognition of Mr.

AIM President Visits Alumni in China AIM PRESIDENT FRANCIS ESTRADA VISITED BEIJING, Wuhan and Xiamen last March 2008. Estrada met with alumni in Beijing to update the members on the latest progress of AIM initiatives in China. Prof. Gary Olivar accompanied Estrada during his trip. Wenzhong “Jack” Niu, MM 1998, service operations director of Honeywell Building Solutions (HBS) and head of the AIM Alumni Beijing Chapter hosted Estrada and Olivar. In photo from left: Lanying Zhang (MDM’98), Kerong Xu (MM’98), Jie Gao (MM’95). Back row from left: Prof. Gary Olivar, Jack Niu (MM’98), Mr. Francis Estrada, and Gang (Colin) Wang (MM’99).

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NEWS Modules will be mainstreamed through programs implemented in partnership with accredited local academic institutions and other training institutions. 4. Fellowship program. Fellowship will be offered to Islamic leaders from the Philippines, Malaysia, and Indonesia who have identified concrete programs for a period of two years. They will have the opportunity to increase their leadership capital instilled with Islamic values through training and mentoring support. 5. Promotion and dissemination of Islamic leadership concepts and practice. “We envision that, after Year 1, the Islamic Leadership Framework will be in a form that any academic or Islamic institution can easily run the program with minimal inputs from the AIMTeaM Energy Center,” explained UK-funded AIM project seeks to develop Muslim leaders and promote Prof. Garilao. “Engaging stakedevelopment in Islamic communities in the Philippines and Southeast Asia holders in the process also ensures that this project will be jointly owned by Islamic institutions that 1. Development of materials. work in reforming the education, THE BRITISH EMBASSY will be able to carry on developing health, governance, and economic Research to establish the link Manila and the Asian Institute the Islamic Leadership Framebetween Islamic Leadership and systems in their respective comof Management (AIM)-TeaM work. The Year 2 program will also munities, with the ultimate goal of the Bridging Leadership FrameEnergy Center for Bridging work will be done involving Islamic end with Islamic institutions and improving human security in the Societal Divides on May 3 scholars and institutions from Ma- accredited trainers able to provide Southeast Asian region,” she said. launched the project “Amanah: laysia and Indonesia. The Bridging Islamic Leadership training to the “There is a prevailing Fostering Islamic Leadership, leaders in their areas.” Leadership Framework is a social sentiment among scholars that Transforming Communities— The Center was established technology promoting leadership exemplary practice of Islamic Developing an Islamic as a leadership training and that supports multi-stakeholder leadership today does not get the Leadership Framework in the research center that would provide attention it deserves,” observed Philippines and Southeast Asia.” “We need to develop Islamic The two-year project, funded Prof. Ernesto Garilao, executive leaders who will actively work capacity to address exclusion in reforming the education, and inequities towards a society by a PhP14-million grant from director of the AIM-TeaM Energy health, governance, and without divides. The Center aims the United Kingdom, aims to Center, which proposed the project. economic systems in their respective communities, to develop Bridging Leaders who contribute to the development “The confusion and crisis in with the ultimate goal of improving human security in understand societal divides, enof Islamic communities that Islamic leadership allows radical the Southeast Asian region.” gage critical stakeholders to take are productive, peaceful, and ideology to take root. Promoting ownership of the problem and its processes to address societal ineqprogressive in the Philippines, and nurturing exemplary practice uities. Materials will be in the form solutions, and work with them to Malaysia, and Indonesia. of Islamic leadership is critical. facilitate program interventions of case studies, working papers, This project aims to develop midHon. Margaret Patricia that will bridge the divides. The and literature review. to high-level Islamic leadership Munn, parliamentary undercollaborative action will hopefully 2. Piloting leadership trainprograms that will train a wide arsecretary of state and minister result in a collective action plan ings. Pilot training workshops ray of political, military, business, for Southeast Asia of the United and modules will be conducted to that will bring about stakeholder and religious leaders engaged in Kingdom, delivered the keyempowerment to address and promoting development, multicul- confirm and continually evolve note address at the launch and reduce societal inequities, imthe Leadership Framework. turalism, and diversity.” commended the initiation of prove quality of life, and promote 3. Accreditation of academic The project will have five the project. “We need to develop greater human security. and other training institutions. main activities: Islamic leaders who will actively Signing the agreement to launch the project are (from left) Hon. Margaret Patricia Munn, MP; H.E. Peter Beckingham, Ambassador of the United Kingdom to the Philippines; Prof. Victoria S. Licuanan, dean of AIM; and Prof. Ernesto Garilao

Project Fostering Islamic Leadership Launched


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AIM and Xavier Labour Relations Institute Sign MOU THE ASIAN INSTITUTE of Management has signed a memorandum of understanding with Xavier Labour Relations Institute (XLRI) Jamshedpur on February 11, 2008. Both institutions have agreed to work together in the following areas: (1) Faculty exchange. AIM and XLRI will exchange at least two faculty members per academic year. (2) Joint executive development programs. AIM and XLRI agree to jointly design, market, and conduct short executive development programs in the Asian region. (3) Research and case development. AIM and XLRI agree to identify research themes of international, particularly Asian, relevance and to form joint teams for carrying out research on them. The findings of such research projects will be published jointly by the two institutes. AIM and XLRI also

Indian applicants for admission, AIM agrees to join the group of business schools that accept XAT (XLRI’s aptitude test) for admission purposes— and to pay the standard annual fee applicable to other member institutions. Furthermore, AIM undertakes to explore the possibility of promoting and

conducting XAT on behalf of XLRI in the ASEAN region. (5) Joint Management Journal. AIM and XLRI agree to jointly launch a new, international-class management journal by January 2010. (6) Student Exchange. AIM and XLRI agree to continue student exchange as per the agreement signed between them earlier on December 13, 2004. XLRI is an Indian business

AIM President Francis G. Estrada exchanges a file after signing an MOU with XLRI Director E. Abraham at XLRI Photo by Srinivas, The Telegraph Jamshedpur

agree to launch a concerted drive to develop Asia-based cases and, thereafter, publish jointly a compilation on an annual basis. In view of its greater expertise in case writing, AIM agrees to conduct a workshop on the subject exclusively for XLRI faculty. (4) XAT. In order to attract

school, located in Jamshedpur. It was founded in 1949, and has since been regarded as one of India’s best B-schools.

Sources: The Telegraph Jamshedpur, February 12, 2008, page J1; Th e Financial Express, Tuesday, February 12, 2008, page 3; and MBAUniverse.com.


Aleem one of 10 Muslim youth awardees


TRIPLE A AWARDEE GENERAL Tan Sri Abdul Aziz Haji Zainal, MM’96, chief of

From R: Jundam, Guiapal and Basman

MDM 2008 CLASS PRESIDENT ALEEM SIDIQUI Guiapal was among the Ten Outstanding Muslim Youth (TOMY) awardees from the Center for Moderate Muslims (CMM) headed by Prof. Taha M. Basman, commissioner of the United Nations “Through this Educational, Scientific, endeavor, we hope to and Cultural Organization make the awardees a shining beacon to (UNESCO) last March 15, other Muslim youths 2008 in recognition of and be inspired their achievements in their by their feats.” chosen fields. “Through this endeavor, we hope to make the awardees a shining beacon to other Muslim youths and be inspired by their feats. We want to inspire the Muslim youths to direct their own ‘jihad’ or struggle to achieve excellence in their respective fields,” said Prof. Basman. The CMM and the Mindanao Research Institute (MRI), both founded by Basman, sponsored the TOMY awards in 2006. “I beg of you to return to your roots...your root is Islam. And don’t forget being a Moro,” added Prof. Mashur Bin Ghalib Jundam, dean of the UP-Institute of Islamic Studies. Other TOMY awardees include Toni “Khalida” Leviste, Shahana Abdul Wahid, Dr. Naheeda Malayang Dimacisil, Atty. Bai Ashrafia Alonto Biruar, Dr. Al Radjid Jamiri, Jamel Cayamodin, Nor Asiah Adilao, Timothy Ijiran, and Norsediq Sangkad. Source: http://www.mb.com.ph/SP_ MAIN20080316.html


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Defence Forces Malaysia has been appointed as adjunct professor of management by the Senate and Deans Council of International Islamic University Malaysia (IIUM) for a tenure of two years effective January 1, 2008. As IIUM adjunct professor of management, Gen. Aziz is required to deliver public lectures at least once every quarter and to share experiences with students and faculty on how to manage organizations effectively. Any student of leadership will want to attend this lecture and learn the military techniques and principles for managing people and resources that can be applied to business situations. Prof. Dr. Khaliq Ahmad, director of IIUM Management Centre said that Gen. Aziz has hit upon a novel approach to management guidance when he delivered a case presentation entitled “A Perspective of Military Strategy: The Case They Didn’t Teach Us in Business School” at the Challenge Lunch (dCL) 2007 organized by Kelab AIM Malaysia at the Sime Darby Convention Centre, Kuala Lumpur last September 3, 2007. Prof. Khaliq and IIUM faculty who attended dCL 2007 spotted the talent and expertise of Gen. Aziz in management education. They said, “The General was down to earth in his presentation, motivated and hard-hitting. That’s what every business wants to be.” Reflecting on the impact that Kelab AIM Malaysia has created in exposing its illustrious alumni, Prof. Khaliq summed-up, “By examining

the techniques of one of the most tightly run organizations (the Malaysian Armed Forces) in the region, Gen. Aziz is able to highlight...universal [insights] about leadership while at the same time offer some tips about motivating and boosting morale.” The Management Centre wanted its faculty, staff and students to learn more about leadership techniques and AIM best practices from the case method experience of General Aziz who has started lecturing at the public lecture in IIUM. Our congratulations to Prof. Gen. Tan Sri Aziz for the well fitting appointment! We hope more alumni will be blessed with similar recognition. Perhaps AIM should also quickly tap on the expertise of its alumni as adjunct faculty. -Haji Zulkifl y Baharom, MM’89



N APRIL 12, 2008, the Asian Institute of ManagementInternational Muslim Student Association (AIM-IMSA) in cooperation with the Liwanag ng Kapayapan Foundation (LKF) held a forum to connect the development leaders of Asia. The event highlighted development initiatives in providing quality education to disadvantaged children, as well as the early childhood education program of the LKF founded by Mr. Robin Padilla. This was also a venue for other development leaders to share successful initiatives being done by their organizations. Controversial Philippine action star Robin Padilla, whose conversion to Islam brought him to the war-torn Mindanao islands of Basilan and Jolo, has pointed out that Muslims need to start speaking out more strongly. “Improving their education opportunities is one way of their empowerment,” said Padilla at a forum on development initiatives at the Asian Institute of Management’s SyCip Gorres Velayo Room on April 12. Padilla, who has put up a school for Muslim children, said if the young Muslims are taught well about their society, they will overcome the culture of victimization. “They should stand against all sorts of discriminations,” he said. Islamic sources estimate the total Muslim population in the Philippines at 10 percent or 8.48 million out of 84.8 million Filipinos. Padilla, who converted to Islam while serving a brief prison term in the ‘90s for illegal possession of firearms, picked up the cudgels of his 1,100-sq. m. Liwanag ng Kapayapaan Foundation in Quezon City which now offers free education to 30 kids in the preparatory level.

Challenges in Providing Education to Muslim Children The school implements the Madrasah curriculum, which includes lessons in the Arabic language and Islamic values, in addition to regular subjects like English, Math, Science and Filipino. Padilla said his long-term plan for Liwanag ng Kapayapaan is to establish facilities for high school Muslim students. To date, the school can only accommodate 120 to 130 children. He believes that nurturing begins in prep school, stressing that he’s trying to build a playground amidst the tumult in the southern Philippines. “When these Muslim families get into trouble in Mindanao, where do they run to hide? Here in Manila, where they meet devious characters that teach them to sell drugs and arms,” explained Padilla. “I see no immediate solution to the problem in Mindanao. Unless the military vacates Mindanao it will not experience peace,” he continued. He stressed that change can begin in the place where these

troubled families flee to. There are various levels of being “These families experienced and one continues to evolve. how it was to run away from bul- The people who are apathetic will lets and cannons. They are angry. not be that way forever. Life is a Who will they take revenge on? continuous state of progression. Other civilians?” said Padilla. The world will always see to it Also present at the forum, that everyone grows.” through a recorded video, was One such declaration leads to the topic of how she urges inner Gina Lopez who is responsigrowth. “I truly feel ble for more “These families that inner growth than 20,000 experienced how it children saved was to run away from should be a key factor of developfrom physical bullets and cannons. They are angry. Who ment. I don’t mean and sexual will they take revenge in the religious abuse and the on? Other civilians?” sense: of going to reason behind mass, confession, etc. But feeling the popularity of educational TV God within, integrating a space programs that have revolutionized the Filipino way of learning. of reflection, silence in one’s daily life. This has direct bearing on “I love the country. I think the people here are extraordinary anything one does outside.” Hopefully, more significant and I am in a honored position to exchanges such as this between help them. That’s what’s keeping the AIM-IMSA, LKF and other me active,” said Lopez. development sectors will be held Few of her legacies are E-media, Bantay Bata 163, Bantay to continue to shed light on how Kalikasan and Bayan Foundation. organizations can forge alliances through information and meanLopez tackled the issue of ingful dialogues . apathy with an optimistic view-Jesse Edep, LOB 2008 point. “It’s a realization thing. A I M A LU MN I L E A D E R SH I P MAGA Z I N E A p ri l to June 20 0 8



Abadesco Elected PMAP President

competitiveness. He is a cochampion of the Competitive HR Working Group of the National Competitiveness Council, a joint public-private partnership created under Executive Order 574 tasked to improve the Philippines’ global competitiveness ranking. The association is also ENRIQUE “RIC” ABADESCO, the sole advocate of Investors MM’76 was recently inducted in People, a set of standards by President Gloria Macapagal intended to enhance productivity Arroyo at Malacañang Palace as through world-class people national president of the People management standards. Similar Management Association of to the ISO 9002 standards, the Philippines. PMAP, previInvestors in People is a ously known as the Personnel European-based organization Management Association of the certifying organizations with Philippines, is one of the oldest and largest professional associa- excellent standards in people management. Abadesco tions in the country. Consisting of over 1000 corporate members, hopes that more Philippine organizations, especially SME’s PMAP is considered the premier organization of HR professionals would adopt the framework and practices advocated by in the country. Abadesco chose as his theme: Investors in People as a tool to improve their productivity and “Enhancing Philippine Global Competitiveness through People,” overall global competitiveness. Abadesco was senior putting PMAP collective strength vice president of the San Miguel on people management and institutional development behind Corporation before he established his own consulting firm the government’s campaign specializing on strategic HR to improve the country’s and leadership development. productivity and overall global


From L: Metrobank Foundation President Aniceto Sobrepena, President Gloria Macapagal Arroyo, Jose Renan Suarez and his wife Maria Rosario

JOSE RENAN SUAREZ, MDM 2000 was selected as one

of the Outstanding Philippine Soldiers (TOPS) for 2008. Suarez is currently captain, Philippine Navy (General Staff Corps) and director, Naval Modernization Office. He was awarded by Pres. Gloria Macapagal Arroyo last May 12, 2008 in Malacañang Palace. TOPS is a joint project of the Metrobank Foundation and the Rotary Club of Makati Metro, that recognizes the achievements, heroism and sacrifice of men and women in uniform who also embody the values of professionalism, dedication and integrity. The search fosters excellence in public (military) service. “The education I received

from AIM has served me very well in my career and personal life, and in the process allowed me to help improve the organization I belong to, the Philippine Navy. I have been given the opportunity to command important naval units as well as take charge of fleet training and a substantial part of fleet administration,” says Suarez. “With the knowledge and confidence I gained, I was able to garner awards for the best patrol ship in the navy, the fleet and the naval area commands and in 2006, the Philippine Military Academy Alumni Association (PMAAA) honored me with the Cavalier Award for Naval Operations which is given yearly to distinguished PMA alumni.”

Jack Niu Appointed as HBS North Asia Service Operations Director WENZHONG “JACK” NIU, MM’98 HAS BEEN APPOINTED as service operations director of Honeywell Building Solutions (HBS) North Asia. He assumes this role in addition to his responsibilities as service director of HBS China. He will lead the achievement of operational excellence in service and implement the service management system across HBS North Asia. Honeywell is a Fortune 500 American multinational conglomerate company headquartered in Morristown, New Jersey. It produces a variety of consumer products, engineering services, and aerospace systems for a wide range of customers, from private consumers to major corporations. Source: http://acsnet.honeywell.com


A I M A LU M NI LEA D ERS HIP M AGAZIN E April to J u n e 2008


In Memory of

H AJ I ZU L K I F LY BA H A R O M , M M ‘ 8 9 H o n . S e c r e t a r y, Ke l a b A I M M a l ays i a

Peter Lee TMP ‘80 HE WAS A LOVING FATHER, AN ENDEARing alumnus, a friend to anyone who had the privilege to know him. And then came the tragic morning of February 20, 2008 when he collapsed at his favorite holiday rendezvous, Ye Olde’ Smokehouse in Cameron Highlands that ended the life of 2004 Triple A Awardee, Peter Lee Kok Hoe, TMP’80. His word was his bond, and he was one of the most trustworthy alumni I’ve ever dealt with. While he was a brilliant marketer and businessman, what stood out most about him was his ability to relate to people. Peter is remembered for his candid ideas and generous contributions to the Kelab. In early 2002, when the Board was looking for a suitable venue to organize monthly alumni networking over tea, he suggested the idea of a Scone Club at KL Smokehouse. The Scone Club is still alive and active. When I wanted to kick start the Triple A Awardees Malaysia Network on August 27, 2007 Peter was my strong supporter. He even helped to partially sponsor the authentic chef signature western lunch for the exclusive network of the Triple A Awardees with the Kelab President YBhg. Datuk Mohd. Annas and HE Ambassador Lecaros Victoriano as the guest of honour. Peter, who dressed well, and always with a distinguished bow-tie, looked gregarious and cultured. But he was down to earth and easy to be around with. When the Kelab wanted to organize an alumni offsite meeting in June 2004 he volunteered to be the host. It is still fresh in my memory, the image exuding old-world English charm, Ye Olde’ Smokehouse. It was the perfect setting for a group of alumni passionately engaged in a discourse to plan and chart the direction of the Kelab. The personal attention of our host and his staff created the perfect ambience for the meetings with afternoon teas and a selection of pastries. The Cameron Highlands trip for our


A I M A LU M NI LEA D ERS HIP M AGAZINE April to J u n e 2008

alumni that sunny June 2004 was not just work and no play. Peter gave us many opportunities to explore the beauty surrounding us and breathe the cool crisp, clean air of the highlands. There were also visits to the Rose Garden, the strawberry and cactus farms, a trip to the vegetable market, and an educational tour of the famous tea plantation–‘BOH’.

From L: Maj. Gen. Dato’ Rahman, Haji Zul, Ching, Kol (R) Ariffin and Peter Lee

His word was his bond, and he was one of the most trustworthy alumni I’ve ever dealt with. I know alumni have many fond memories of time spent with Peter, who always accommodates us whenever we visit him during our wonderful holidays with family at Ye Olde’ Smokehouse Cameron Highlands. I can still remember the hospitality extended by Peter. Delicious and sumptuous spreads always await us at the breakfast and dining tables. I can never forget the karaoke and cigars, the intellectual jokes and hearty laughter until the wee hours of the morning. In fact, I told Peter last November of my plan to organize a Task Force Meeting for the Asian Business Conference (ABC) 2008. As expected, Peter even agreed to host that ABC 2008 Task Force Meeting and arrange for another round of visit to Cameron Highlands. I believe Ye Olde’ Smokehouse will still be in Cameron Highlands and the KL outlet. However, we are going to miss the warm fellowship and cheerful laughter of alumnus Peter Lee. May his soul rest in peace and tranquility!


AIM Holds 39th Commencement Ceremonies


HE 39TH COMMENCEMENT Exercises of the Asian Institute of Management was successfully held at the Meralco Theater in Pasig City last May 4, 2008. AIM Board of Trustees chairman, Mr. Jose L. Cuisia, Jr. conferred degrees to 84 graduates for the Master in Business Administration (MBA), 40 for the Master in Management (MM), and five Executive Master in Business Administration (EMBA Manila 8) programs. Cuisia was assisted by Dr. Ricardo Lim, associate dean, W. SyCip Graduate School of Business (WSGSB), and Prof. Ma. Virginia Quintos-Gonzales of the Executive Education and Lifelong Learning (EXCELL). The graduates of the MBA represented the last batch of two-year MBAs, as AIM now runs the 16-month MBA degree. Mr. Ramon del Rosario, president of the Philippine Investment Management Consultants, Inc. gave the keynote address. Mr. Greg Atienza, MBM’83, the executive managing director of the AIM Alumni Relations Graduates with distinction

Office, led the oath-taking ceremonies for the newest crop of AIM alumni. Students who graduated with distinction included MM 2008 graduates Glenn Z. Elle, Pierre-Francois S. Gadpaille, Punit Kohli and Madhurrya Phukan, and EMBA Manila 8 graduate Kim C. Lee. Jose Marco H. Del Pilar, MM 2008, chairman of the Student Association was given the Student Leadership Award.


A I M A LU M NI LEA D ERS HIP M AGAZIN E April to J u n e 2008

Illustration by Panch Alcaraz


Beyond East-West, North-South—

Peace and Prosperity in a Four-Speed World JA M E S

D .

WO L F E N S O H N ,

Wo r l d

B a n k

P r e s i d e n t

( 1 9 95 -20 0 5)

Speech delivered at the “Bridges—Dialogues Towards a Culture of Peace,” March 5, 2008, AIM

The subject that I have been asked to talk about and which resonates with my current interest is the issue of how our world is changing from the world that I grew up in and that some others at least also grew up in, and how, in fact, we really need to take a forward look at new issues that are confronting us. >>


S I LOOK BACK on the 50-odd years in which I was engaged in development, starting as I did in Australia, I recognized, when I look at Brian Scott and we were both thinking about what we should do when we grew up, I immediately thought that I better go and find out something about Asia. And not having any money, I thought, could I get a scholarship to go study somewhere in Asia? There were no scholarships to go somewhere in Asia. The only one I found was in Hokkaido University, where there was a school of commonwealth studies, and I was too late to get that. Even if I had applied, I probably wouldn’t have gotten it. But the truth of the matter was I then had to go to Harvard instead and do the best I could with that primitive education. But it didn’t stop my interest in Asia, and it didn’t stop my interest in development. In fact, it awakened it as I had the good fortune to meet representatives of a number of those countries in that work. But what I became aware of was that all of us who were looking at the world were looking at it in a way that really was not sustainable. As you know, for many years there were around six billion people—a billion people in the OECD countries, in so-called rich countries, and then there were five billion people out there somewhere in the developing world. And they had more or less 20% of the world’s income. And a billion people had more or less 80% of the world’s income. And if you wanted

to get anything serious done, it was with the United States and with the OECD countries and the G7. And the organization of the world was really built around what those countries in Europe and in North America would do in relation to this developing world. But I think there was a sort of patronizing atmosphere in those early days. I recall a friend, Toyoo Gyohten, whom I think you knew very well, who, as a Japanese government official, commented in 1964, and I quote him. He said, “I still remember vividly the day when I went to a meeting at the Bank for International Settlements in Basel as an observer. It was the year the Cultural Revolution was sweeping China. Red Guards were rampaging there, and it was of high concern to neighboring Asian countries. But at the meeting at the Bank for International Settlements, central bankers from all the European countries were gathered, had cocktails, luncheons, and dinners, and talked endlessly about gold, the dollar, and the pound sterling, switching among English, French, and German. There was absolutely no interest in the upheavals going on at that moment in China. The Vietnam War was at a critical stage, but, apparently, the bankers had little interest in such events. I thought uneasily that, for those bankers, the world seemed still to end somewhere near the Dardanelles.” And in fact, that was true. There was this sort of egocentric view of the world with the economic power residing in the historic countries of Europe and the United States. Indeed as people came to visit the United States, too, there was a feeling that all the modernity was coming from the United States and Europe. And I remember in a book by Robert Kagan,

“A Dangerous Nation”, a quote from a young group of Meiji reformers who came from Japan in 1960, and he quoted: “They came back impressed by American science and technology, marveling at everything from railroads and weaponry to gas lights and flushing toilets.” This was all in 1960. It seems preposterous today that Japan has the bullet train, but it’s not all that long ago, and this was the year in fact in which I grew up and in which I was trying very hard to recognize and to anticipate the changes that were happening in our planet. The economic changes, I’m sure, you’re aware of. But just to remind you how recent it is—in terms of the share of global GDP, Asia in 1991 was 7.8%. By 2007, today, the countries of this region are maybe 15%. But the projections are that, come 2050, the role of the developing world, which is now 20%, will in fact be over 60%. This is not just some modest change in the way the world operates. This is a tectonic shift in terms of how we look at our world. And of course, it will be a world of over six billion people. It will be a world of nine billion people. Of the next three billion people to come into the planet, maybe 100 million are going to the so-called rich countries as we know them today. The other 2.9 billion go to the developing world. So we’ll have a world, give or take, of nine billion people, of whom there’ll be 100 million in the countries of the G-24. And there’ll be, give or take, eight billion in the rest of the world. This poses us with an extraordinary challenge in terms of understanding what are the shifts that are going on around us, when people educated in the way that I was educated, and I’m sure some were educated,

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to think what are the changes occurring. How do we adjust to them? The first thing which is interesting for bankers particularly, is how the wealth of the world has changed even in the last decade. I was reminded of some of the work that I did in this country some years ago and in the region in general. And we were sort of putting out fires at the time in the region in general, even in China.

...we come to face our world in a very different way than we have before. It’s no longer just the rich countries and the poor countries. It’s now divided in ways that are really quite different than they were when I was growing up, when it was just rich and poor. Today we’re looking at what I call the four-speed world. Today, as we look at the global resources, we have around $5,000 billion in foreign exchange reserves, of which 60% are in Asia. China rests today at $1.3 trillion. I was talking the other day to the governor of the central bank, and he told me that conservatively they’ll get another 300 billion this year. So that will be $1.3 trillion. And that’s excluding Hong Kong, in which they have a side package of $200 billion. This is a different world, where the United States has under $100 billion and ranks something like 27th in terms of its access to foreign exchange reserves. That’s a different world than the world of 50 years ago. It’s a different world than the world of ten years ago. And it’s changing with dramatic speed, with which you in the Philippines have a very good chance of looking because it’s your neighbors that are bringing about these dramatic changes. The truth is, in the year 1500 and in the year 1840, China and India were 50% of the global GDP. It went down in 1940 to around 5-6% of global GDP. But the truth is, they’re on the way back. And they’re on the way back in massive and challenging force, not just to the established countries in the European and American environment but also massively challenging other countries, including yours, in this part of the world, largely because of their enormous educational activities, their manufacturing capabilities, and their tremendous penetration of markets around the world. I’m happy to see in the analysis I’ve done the last couple of days that the Philippines 18

is still hanging in there in very interesting ways, and particularly in technology. But I’m disappointed to find this morning, and it is this morning as I got the National Statistical Coordination Board’s report, that poverty in this country which I had thought had been diminished, the poverty incidence in 2000 was 33%, 2003 30%, 2006 32.9%. And that, of course, for me as a former World Banker, is a very challenging statistic to place before you, as this is a country where, you know, the difference between rich and poor, the so-called Gini coefficient is as high as it is almost anywhere in the world. It’s a challenge, but I’m sure one that you’ll be able to confront, particularly after the debates that I’ve been exposed to in the last 48 hours about the governance in this country. I have no doubt that central to that is going to be the issue of equity and social justice in the country, and important indeed it is. But what also is happening in India and China is that these countries are developing really massive middle classes. The estimates for 2025 are extraordinary. In China, we’re talking about 600 million people that will live between $13,000 and $50,000 a year. In India, which you know lags China and started later in its economic development, the people who will live between ten and 100 thousand dollars will be 583 million. This is a billion and 100 million people in middle class in two countries. And for those of you that travel in those countries, you can feel the change that is going on and also the management challenges that are attendant to it to try and see how the countries can do this in a peaceful manner. So it is that we have now in Asia four billion people in 30% of the world’s land mass. That will grow significantly by at least a billion and a half in this next period. But there is another half that is doing less well, which is Africa, a continent of a billion people which in that same period will grow to maybe two and a half billion people. It’ll be 25% of the world’s population by 2050. But the growth rates and the level of economic advance are trivial when compared to what I’ve described in relation to China and India. And yet with two to two-and-a-half billion people, this is not something that can be ignored. It’s also in Northern Africa that I encountered 50 years ago people in mud houses. You imagine that’s a long way away from information and knowledge. But today, as you

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travel in Africa and even in the country areas, there are people with earpieces, there are wind-up radios, there is a strong environment of information flow. So we must not just forget Africa not because it’s a challenge; it is also a very remarkable opportunity. And there, too, we’re seeing differences because what is happening in Africa, as you will have seen in the last two years, it is India and China that are taking the lead. The last meeting of the African heads of state was held in Beijing. I’ve been to many of those meetings before in my earlier capacity. The notion that it would result in an invitation from Beijing, and that’s where the meetings were being held and the next meeting will be held, is something that would’ve seemed to me in the realm of fantasy a decade ago. But it is something that I now believe will be established. At the same time it happened, 400 African businessmen went to New Delhi and $10 billion worth of business was contracted at that meeting. And for those of you that travel in Africa, there is hardly an African country that doesn’t have a town hall or a sports stadium or some such thing built by Chinese. I got involved with a friend in an African country in a modest real estate development, and I went down to visit it. When we went up country to see him, there were 20 Chinese there who were doing the development. It is a remarkable change in terms of the way our world is looking.


nd so we come to face our world in a very different way than we have before. It’s no longer just the rich countries and the poor countries. It’s now divided in ways that are really quite different than they were when I was growing up, when it was just rich and poor. Today we’re looking at what I call the four-speed world. It’ s a world in which, to understand the world, you have to look at it in different ways. Of course, there is the group of leading countries that already have a pretty well-established standard of living. Then there are what I referred to as the globalizers—that’s India and China and a group of some 20 countries—that have more than 3.5% growth per annum and which are headed to really quite substantial GDPs per capita. I remind you that China is operating at a little over 10% growth per annum,

and India at maybe 8% growth per annum. There’s a little bit of argument about the statistics, but they’re up in that sort of region. But the rest of the world, including by the way the United States, is languishing at around 1% this year, maybe a little bit more. It depends on what is likely to happen as a consequence of the existing financial challenges that that country is facing. And we’re just living at that level. The G7 is no longer the traditional G7. Some six years ago, when I was at the G7 meeting in Lyon, it was the first time that President Chirac, on behalf of the leaders, had invited the Chinese premier, the Indian prime minister, the Brazilian leader, the leader of Nigeria, and the leader of South Africa. And this was their concession to the new world. They were invited for lunch. And before lunch, at 11 o’ clock, they were each given eight minutes to speak. And so they had flown in from wherever they were, and they gave their eight minutes, starting with China. Hu Jintao spoke. Then the prime minister of India spoke. And then the newly elected president of Brazil rose to his feet and said to them, “I’m interested in talking to you, and I’m very proud because my parents had no money, and I went to a primitive education system. I became a union leader, and now I am president of the great country of Brazil. And I’m very happy to be here. Indeed I’m honored. I only wish my parents could’ve seen it. But I’d like to make a suggestion to you gentlemen sitting in this beautiful place. Maybe next year you should have your own meeting in Brazil or in China or in India because you have to get used to it, because in another 15 years, five of you won’t be here. And in 20 years, the leading country will be China. We’ll still have the United States at No. 2. We’ll have India No. 3. We’ll have Japan No. 4.” And then whatever order he gave it. He then had Brazil, Mexico...At No. 10 will be Vietnam. “Just so that it’s not too big a shock, I suggest that you might want to start meeting in our countries because you got to get used to the food and the language.” And I thought that was a pretty gutsy thing to say. And of course, everybody laughed. But the truth of the matter is, that is the way that our planet is going. And it’s exactly that issue that I think is important for this audience to understand, indeed for all of us to understand, the next two levels, having talked first about the leading countries that I

said were the OECD countries. Then the Indias and Chinas that are coming along growing at more than 3.5% a year. Then there’s a group of countries that have a standard of living of around $4,000 per capita—actually between $875 and $14,600 just to be academically correct. And these are countries, which will grow at less than 3.5% a year. Not a bad way to live, of course. They represent 1.3 billion people. A number of Arab countries and countries in this region are amongst them. And then there are the laggards, as they’re called. The laggard countries, roughly a billion people today, which will be growing significantly. They will have, in another 25-30 years, a doubled population. And the question I think those countries and that we face is still the issue of poverty. Hearing your statistics this morning,

...there is just no doubt that poverty and development in impoverished countries do lead to environmental degradation...This is a hard-edged economic issue because the impact of environmental degradation is immediate and significant in terms of economic development. we are not doing a very good job on poverty. There are those in China or in India who will not make the cut in terms of middle class. And there are not just a few of them. There are hundreds of millions of them. [There are] also a couple of billion coming through in Africa for whom the future is not a dream. Or if it is a dream, it’s not a great dream because of what they learned in the past. And then we also have within countries, not just between countries, the significant differences, in the case of China between the coastal areas and the central areas, in the case of India the agricultural areas and the cities. They vary between countries where these internal divisions occur. But it is not time to relax on the question of poverty because it’s still there. And while there is a growing character in terms of the importance of development in these countries, we’re still finding that the opportunities for poor people are not as great as we all hope

and expect that they might be. And that leads me to two really significant issues—first, the issue of inequity and poverty, and the second not-unrelated issue, the issue of environment. For those of you that have been in the environment business or have taken an interest in it, there is just no doubt that poverty and development in impoverished countries do lead to environmental degradation. This is not a trivial issue just for the elite who are concerned about the environment. This is a hard-edged economic issue because the impact of environmental degradation is immediate and significant in terms of economic development. So we are confronted then with this new perception of the world, of a world which has within it a very large number of people where equity and social justice is one aspect, but where significantly the issue of the environment in which we live is another. Inequality and environmental degradation become two hugely important issues. And as I said, they’re not just between countries; they’re also within countries. The other thing that I think we need to understand is that it is no longer just people who’ve been in the poverty business who are now taking an interest in this subject. In this region of the world, you have had with your regional organizations a very, very significant change in terms of the issues of poverty, maybe partly because of the Asian Development Bank but not alone. The IIA Work Plan, which is a plan from July 2002 to June 2008, has, as I’m told, 107 projects in infrastructure, human resource development, information communication, and regional economic integration. And it is addressing the question of poverty and development not as a matter of charity but as a matter of enlightened self-interest. Unless this region deals with the question of poverty—I’m not foreshadowing political turmoil—but the truth of the matter is that if you have a young population that can’t get jobs and have no opportunity, and they are able to see the opportunities in other countries, they become dissatisfied, as any one of us would become dissatisfied. So the combination of more information and the recognition that in many parts of the world, this issue is being confronted and rewarded for people who are young, is putting significant pressure on this region. “Peace and Prosperity...” cont. on page 27 >>

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The Islamic Perspective

New Approaches to Development, Management and Governance TA N





ANY COUNTRIES today, including Muslim countries, are suffering from dysfunctional economies. Some have neglected the advice given by Saidina Ali bin Abi Talib which says: “Your concern with developing the land should be greater, than your concern with collecting taxes, for taxes can only be obtained by developing the land; whereas he who seeks revenue without development destroys the country and the people.” Some have neglected the Islamic injunctions, including redistribution of wealth, and prohibiting monopolies and waste (tabzir). Justice is set forth in Islam as one of the pillars on which the community erects. Allah says: “And do not diminish the people their things, and do not corrupt the land” (Sura’ Hud (11): verse 85). Rules were legislated in Islam to abolish monopoly and usury, enacting measures which enable just income distribution so as to realize the Quranic


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verse: “So that it does not become a thing to circulate only among the rich of you” [Sura’ al-Hashr (59): verse 7]. Income distribution does not mean that every individual gets an equal share as another. This is explained in the Quran: “We (that is Allah) gave some of you more than others” [Sura’ al-Israa’ (17): verse 21]. If Islam can be used as a guide to a more equitable and humanistic way of progress and development, we need to measure a country’s achievements in a way that captures these values and ideals. The Malaysian Ummah Development Index (MUDI), a joint effort between Institute of Islamic Understanding Malaysia and the International Islamic University Malaysia (HUM), which will be introduced at this conference, provides a more comprehensive measurement of the development of Islam and Muslims. The Composite Development Index (CDI) comprising the Economic Development Index (EDI) and Social Development Index (SDI) established by such institutions as the World Bank, measure the social

and economic development of the country. Undoubtedly, the components of both EDI and SDI are consistent with Islamic principles. Therefore, they are included as components of the Malaysian Ummah Development Index (MUDI). The additional component introduced into the Composite Development Index (CDI) to form MUDI is the Spiritual Development Index (SDI). The Malaysian Ummah Development Index (MUDI) therefore is made up of the following three components. All the figures are based on the Muslim population. A. Economic Development Index (EDI)

1. Average monthly household income 2. Gini coefficient 3. Rate of unemployment 4. Rate of poverty 5. Ownership of share capital in limited companies (%) 6. Ratio of deposit of Islamic banking system and non financial institutions to total banking industry (%) 7. Per capita zakat

B. Social Development Index (SDI)

1. Rate of enrollment in learning institutions 2. Rate of graduate per 10,000 population 3. Doctors per 10,000 population 4. Life expectancy rate 5. Ratio of marriages per 10,000 population 6. Ratio of divorces per 10,000 population 7. Average number of children per family C. Spiritual Development Index (SDI)

1. Number of mosques per 10,000 population 2. Number of zakat payers per 10,000 population 3. Number of depositors of Tabung Haji per 10,000 population 4. Number of registered Muslim professionals per 10,000 population 5. Number of religious school students per 10,000 population 6. Number of crimes of integrity per 10,000 population 7. Number of drug addicts per 10,000 population The Malaysian Ummah Development Index (MUDI) makes it possible to capture the development of the Muslim community in any country in its true definition. MUDI is also an attempt to illustrate that Islam enjoins several practical solutions for distributing wealth and reducing inequalities, including prohibition of riba, encouraging savings, payment of zakat, seeking knowledge, investment in the distribution of the societies’ wealth among members, spending in the way of Allah, the right to ownership, waqf, and equal opportunities to encourage every individual to work hard and make the best of his/her ability. I hope that by the adoption of these indices, Muslim countries and countries with

The Institute of Islamic UnderstandMuslim majorities as well as Muslim minorities can formulate, manage and monitor their ing Malaysia, with the cooperation of the development plans which will result in a more Standards and Industrial Research Institute proper allocation of resources, more equitable of Malaysia (SIRIM) have developed the MS distribution of income and wealth, eradication 1900:2005 Quality Management SystemsRequirement from the Islamic Perspective. of poverty and improved spiritual developThe MS 1900:2005 is basically the Islamic ment. I doubt whether any western socioloversion of MS ISO 9001:2000, which is the gist has ever asked himself such questions, internationally accepted standard on quality comparing their Western community to the management systems. Therefore, in addition Islamic community: (i) Why does the West to the existing MS ISO 9001:2000, Shariah have a higher crime percentage compared to requirements are being incorporated, where Islamic countries? (ii) Why very much more applicable into the MS ISO 1900:2005. While murders and rapes? (iii) Why very much more suicide cases? (iv) Why very much more the MS ISO 9001:2000 already sets out the requirements of a quality management divorce cases? (v) Why very much more illegitimate children? (vi) Why very much more system that adheres to universal values such as justice, honesty, truthfulness, sincerity, AIDS cases? (vii) Why very much more cases timeliness, and discipline, the MS 1900:2005 of alcoholism and drug addiction? standard also adds the aspects The digital technology, of halal (allowed) and nonthanks to faster chips, broader rapid halal (not-allowed) to all procbandwidth and with common The development esses that need to be identified, internet standard, with the and world-wide acceptance of Islamic communicated, accepted and cell phone for example, often finance is another practiced. The user of the MS with a camera to boot, is indicator that the 1900:2005 standard will have to changing the way we live and world is looking for inculcate Shariah requirements work. What is the effect of the alternative forms into their quality management converged world on manage- of social contracts economic practice, with the emphasis ment? There are now networks and organizations that on Islamic values, which are galore—business now moves take into account onto high-speed networks, elements of fairness readily acceptable to all people and equity. in the world. Some examples within homes, offices, and of Shariah compliance which are required of throughout the mobile world. There are now voices with faces. As phones merge with comput- organizations adopting the MS 1900: 2005 standard are as follows: ers, video calls have finally taken off far-flung (a) the formation of a Shariah Compliteams now work on shared documents in virtual meetings, igniting offshoring and telecommuni- ance Unit, comprising two or more Shariah cating. How do we put values and ethics in action qualified persons, who monitor and ensure in this environment of advanced digital technol- Shariah matters; (b) appointment of a Shariah qualified person who is accountable to ogy? This is a great challenge for both private monitor and ensure Shariah is observed and sector management and public administration.

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BRIEFCASE continuously practiced in the management of the organization. The Institute of Islamic Understanding Malaysia with the cooperation of ADMACS has formulated another management standard, namely the ValueBased Total Excellence Performance focusing on Islamic ethics and values which are universal. The Valuebased Total Excellence Performance is the result of two concepts in Islam—falah (highest level of success) and ihsan (excellence). The strength of the Value-based Total Excellence Performance Model lies in the direct incorporation of core values of Islam in each of the twelve dimensions of organizational performance, namely, (i) Leadership, (ii) Objectives and Strategy, (iii) Change Management, (iv) Resource Management, (v) Best Practices, (vi) Innovation, (vii) Productivity Focus, (viii) Employee Focus, (ix) Customer Relationship, (x) Stakeholder Focus, as well as (xi) Financial and (xii) NonFinancial Results. Let me give you a few examples of such values. With regard to productivity, the Prophet Muhammad (pbuh) says, to the effect that: “Allah loves those workers who perform their works to the best of their abilities” (narrated by al-Baihaqi). With regard to the use of measurement in business, Allah subhanahu wata’ala says, “And O my people! Give just measure and weight, nor withhold from the people the things that are their due: commit not evil in the land with intent to do mischief” [Sura’ Hud (11): verse 85]. Muslims number an estimated 25% of the world population or approximately 1.5 billion people. Within the SouthEast Asian region, we have nearly 250 million Muslims. China’s population of Muslims, numbers nearly 40 million. 22

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Of the countries with high Muslim populations, the top four are in Asia namely Indonesia, Pakistan, India and Bangladesh, with a total Muslim population of nearly 650 million. The rapid development and worldwide acceptance of Islamic finance is another indicator that the world is looking

“Your concern with developing the land should be greater, than your concern with collecting taxes...” for alternative forms of social contracts and economic organizations that take into account elements of fairness and equity. There are more than 300 Islamic financial institutions world-wide, spread across 75 countries both Muslim and non-Muslim. The Malaysian sukuk market alone has originated US$60 billion worth of Islamic debt financing and is now the world’s largest sukuk market. Takaful or Islamic

insurance has grown from strength to strength. Such is the interest in Islamic finance and catering for Islamic funds, that the United Kingdom, Japan, Singapore, China and Hong Kong are actively pursuing Islamic finance initiatives. For these reasons, it is important for AIM to keep pace with the developments in the region and the emerging awareness of what Islamic principles can offer modern management and economic systems. It is vital that an organization such as the Asian Institute of Management, with its role as a graduate school of business, as well as a center of business and management research, take these subjects into its curriculum. This speech was delivered during the conference on “The Islamic Perspective: New Approaches to Development, Management and Governance” organized by the Alumni Association of AIM-Philippines, Kelab AIM Malaysia, Asian Institute of Management and the Institute of Islamic Understanding Malaysia (IKIM) on March 6, 2008 at the SGV Conference Hall, AIM Conference Center.


Oscar Benedict “Junjun” Contreras III, MM 2003 logs in the AIM Alumni Portal at least once a week. “The AIM Alumni Portal is an excellent networking and career tool. I was checking the portal to look up on class directories for possible networking opportunities and happened to stumble on the careers portion. I can say that the leads I had through the portal have been more fruitful as opposed to those generated by the executive search firms that I dealt with. I have always had a response with AIM portal leads.” Junjun was hired as Business Development Manager for SENCOR (Systems and Encoding Corporation) last June 2007. For bona fide AIM alumni, here are simple steps to maximize the benefits of the AIM Online Community: How to find Career Options: 1. Log-in the portal (www.aimalumni.org) using your EFL and password. 2. Click on CAREERS at the left hand side of your personal page. 3. Browse through the various job opportunities posted. These have been submitted by Executive Search Partners, referrals by AIM CMS (Career Management Services) and fellow alumni. 4. Contact the referrals directly. How to find Fellow Alumni 1. Log-in the portal (www.aimalumni.org) using your EFL and password. 2. Click on CLASS DIRECTORIES at the left hand side of your personal page.

3. The AIM Alumni Portal Search Engine will enable you to find fellow alumni who have registered in the portal. Search can be filtered by First Name, Last Name, Program, Year/Batch and Country. 4. There is also an option to USE ADVANCED SEARCH which will further refine your search for fellow alumni by country or by industry. 5. The contact information that will be displayed reflects the choice that the alumni opted for during registration. As a policy to respect the privacy of alumni members, only company details and EFL are revealed, and only for alumni who choose this option.

How to post your business 1. Log-in the portal (www.aimalumni.org) using your EFL and password. 2. Click on BUSINESS OPPORTUNITIES at the left hand side of your personal page. 3. Click on ADD BUSINESS atthe top of the page. 4. Fill-up the required fields. 5. Click on SUBMIT. 6. If you wish, you may upload your company logo on the next page that will appear upon clicking SUBMIT, or opt to CANCEL. 7. Click on UPLOAD LOGO. 8. The AIM Alumni Officer will notify you via email once your BUSINESS OPPORTUNITY has been approved and posted in the portal for your fellow alumni to view.

*If you do not have an EFL (AIM Email Forwarding for Life) yet, go to www.aimalumni.org and click on REGISTER at the left hand side of the page. Fill-up the required fields (this will also help us update the alumni database). Make sure your pop-up blockers are disabled. Then click SUBMIT. The AIM Alumni Officer will assign you your own personal EFL within 3-5 working days after validating your account. **Adding @aimalumni.org to your EFL will activate it as your Email Forwarding for Life. Sending an email to, i.e. jdelacruz.mba2008@aimalumni.org will automatically forward the message to your current email address which you entered in the registration page. ***For inquries and assistance, contact the AIM Alumni Relations Office at aimalumni@aim.edu.


What is it about MBM Class 1973? J O S E


M A .

F E R N A N D E Z ,


1 9 73

into the (then) premier MBA program. Because of the war, a great N EARLY JANUARY OF THIS YEAR (2008), A SIZEABLE number were able to enter under the GI Bill, which subsidized tuicontingent of the members of MBM’73 together with tion. It was a superb mix that just needed time to prove itself. spouses—and, in some cases, family members, hied off MBM’73 did not seem any different from the three classes to the tropical island paradise of Boracay to further cement that preceded it, and, to this day, one can probably cite the strong filial bonds that first took root when the class first saw one another in 1971. Despite noticeably wider girths and balding many achievements that would mark each class that preceded or succeeded. Obviously, other ingredients had to be responsible pates, the group managed to enjoy each other’s company, as for the interesting and (sometimes) volatile mix they always seem to do, reveling in each other’s that has characterized the make-up of the class company and latest achievements. Many of the Someone once said since its graduation 35 years ago. Allow this overseas-based classmates joined in the festive that the AIM MBM amateur social scientist to venture a few guesses affair marking the class’ 35th anniversary, and ‘73 class reminded him of the legendary as to what may have contributed to the making which was a sequel to a similar gathering held Harvard MBA Class of MBM’73. in Bangkok a couple of years ago. Rather than ‘49, the one “the First, the class had an inordinate number rattle off a list of achievers and achievements of of dollars rained on.” of members who were rather active in their the Class of ‘73, it is perhaps more interesting to try to fathom what makes this class tick. Going through a list respective student councils both locally and abroad. Many served as editors or editors-in-chief of their school papers. A of class superlatives would not serve the class well, since they very substantial number were involved in student politics and already know where and how they stand. Someone once said that the AIM MBM’73 class reminded him as activists for or against national causes they embraced with passion. Second, a substantial proportion brought with them of the legendary Harvard MBA Class of ’49, the one “the dollars years of work experience in the private sector, the government, rained on.” A more appropriate thing to do would be to check for similarities in the circumstances that shaped both classes. Class’49 or the military. Third, the whole class was bloodied by the fateful strike against the 2nd thesis requirement imposed by the school. was the first Harvard class to graduate after WWII, after a selfenforced hiatus also made necessary because of the world conflict. Fourth, the class learned to move as one after that strike. Fifth, some members, wanting to prolong the sense of togetherness Thus, there was a pent-up surge of young men who sought entry 24

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that was prevalent among the classmates, formed a (then) clandestine fraternity (Alpha Mu) that eventually morphed into a school-recognized fraternal organization, the Association of Asian Managers. (As an aside, the organization began to accept women as members soon after the founding years.) Sixth, the class took a lot of bold steps by involving itself in the Alumni Association (almost by default), the foundation of the Federation of AIM Alumni Associations, the AIM-SRF, the Board of Trustees, the Board of Governors, and directly with the school itself as faculty members, dean, and even president of the institute. Along the way, the class and its members never ever faced down to a challenge, preferring to tackle these head on. Finally, a fairly large proportion of class members have managed to be awarded the school’s Alumni Triple A Award, a more objective testament to individual achievement. Perhaps, one other interesting feature of this class is that each and every single member revels in the achievements or successes of the other, whether this be in the form of a Cabinet appointment, taking the top position in a corporation or agency, or simply the addition of another

grandchild to a growing family. Either way, it triggers a desire to celebrate said success with another get-together. It seems that members of the class never seem to tire of each other’s company. Now, in a typically brazen move, some members formed a band in a (brave) attempt to recall earlier years when the Shadows and the Beatles reigned supreme. Their music is not of the greatest quality, but this has not stopped the band members and any other interested class member from joining in a cacophony of joyful— and sometimes clashing sounds. One time, the class managed to pack away for good the AIM Golf Challenge Cup after winning it in successive years. Naturally, this feat elicited the usual sniping from the peanut gallery. However, an objective appraisal made by some other alumni showed that MBM’73 never ever got to field all its best golfers together in a single year. What increased the odds of MBM’73 winning in any given year was the simple fact that so many members showed up to play each year that a greater number of scores could get considered for inclusion. This simple example probably best describes the most sterling feature of the MBM Class of 1973: Its Unity and Daring in Action.

35 Glorious Years and Still Counting

Nograles, Dioscoro ‘Coroy’ Pacis, Artemio ‘Toti’ Tanchoco, Jr., and Alberto ‘Abet’ Villarosa were among those who attended the January 5 Welcome Dinner but was not able to join the Boracay reunion.

IN CELEBRATION OF 35 years of enduring bond and friendship, the illustrious MBM’73 held their grand class reunion at the Boracay Regency Hotel, Boracay Island, Philippines from January 6 to 8, 2008 with the theme “MBM’73: 35 Glorious Years and Still Counting.” “There are some of us who are still counting our professional achievements. There are some of us counting other things like grandchildren, like Jimmy del Corro who has the most number of grandchildren in our class. There are other classmates who are counting more money like Poly Nazareno and Bobby Atendido,” MBM’73 Presidentfor-life Roberto ‘Bobby’ Garcia quips. “Even if many of us are retired or semi-retired, we’re still kicking. We’re still looking forward to the years to come.” To kick-off their grand reunion, a Welcome Dinner was held at Seventh Note at the Makati Sports Club on January 5, 2008, where 35 classmates attended. Classmates from overseas flew to the Philippines especially for this occasion: Benjamin ‘Ben’ Sta. Catalina from Belgium; Min Sangkee from Korea; Derek Liew, Cipriano

‘Ning’ Lagman, Foo Kok Swee, and Stephen Sim from Singapore; and Teerachai Chemnasiri from Thailand. Before the MBM’73 band played, Ning de Guzman presented a special tribute to MBM’73 with a digital album he personally put together. Jumiely ‘Jimmy’ del Corro, the oldest in the class at 81, led the thanksgiving prayer. Prof. Bobby Lim graced the occasion. Present during the Boracay reunion were: Ramoncito ‘Mon’ Abad, Ramona Ang, Teerachai Chemnasiri, Ning de Guzman, Ramon ‘Arps’ De Vera, Jimmy del Corro, Felipe Diego, Nicholas ‘Nick’ Dy, Francis Estrada, Jose Ma. Emmanuel ‘Digoy’ Fernandez, Foo Kok Swee, Jose Maria ‘Lito’ Francisco, Jr., Jess Gallegos, Bobby Garcia, Francis Gaston, Christopher ‘Chris’ Gotanco, Derek Liew, Senen ‘Bing’ Matoto, Min Sangkee, Stephen Sim, Eduardo ‘Ed’ Sison, Roberto ‘Bob’ Sison, Ben Sta. Catalina, Masanori ‘Bruce’ Sugiura, Alex Tanwangco, Ernesto ‘Nitoy’ Velasco, and Teodoro ‘Teddy’ Villanueva. Lorenzo ‘Ching’ Ballecer, Dulce Casaclang, Antonio ‘Bong’ David, Mario ‘Mar’ Gatus, Felipe ‘Philip’ Judan, Philip ‘Popoy’ Juico, Jose Carmelo ‘Jopot’

“In Thailand we have the most beautiful ring, the princess ring. It consists of nine gems altogether. The MBM’73 is like that. We have fine gems from different countries that form a beautiful ring that keeps on shining for the rest of our lives.” The families of MBM’73 also joined the Boracay reunion. “We (MBM’73) have been friends for the longest time. What’s interesting and fun is that even our families, our wives and our children, have become friends.

We’ve become one big happy family,” Ben Sta. Catalina said. Alex Tanwangco, Teddy Villanueva, Bobby Garcia, and class historian Felipe Diego were the hardworking organizers. Nitoy Velasco explained, “The reason MBM’73 is so close is because we’re lucky enough to have a core group of classmates who keep our group intact and who go out of their way to keep our class together. The secret of our success as a class—we just don’t care about each other, we love one another.” “In Thailand we have the most beautiful ring, the princess ring. It consists of nine gems altogether. The MBM’73 is like that. We have fine gems from different countries that form a beautiful ring that keeps on shining for the rest of our lives,” Teerachai Chemnasiri added.

Behind every great man is a great woman...

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Innovation Engine of Economic Growth H AJ I


BA H A R O M ,

MANAGEMENT EXCELLENCE FROM THE Islamic perspective is not a new topic, but it is not often promoted or examined since it is always shadowed by the scientific management discoveries of the Western world. The forum held in Manila last March 6, “The Islamic Perspective: New Approaches to Development, Management and Governance” held in conjunction with AIM’s 40th Anniversary Celebrations, was aimed at providing information as well as reference to Asian business and the academic community on quality management systems and its requirements from Islamic perspectives. The question is, why should the principles and practices of Islamic management be important enough for the business community? What are the benefits and the rationale behind the move? In our society today, especially the business society, there are many who still believe that acquired knowledge is not as important as revealed knowledge. This perception has to change to give focus on spiritual understanding, to address an imbalance in the overall pursuit of knowledge. This perception needs to change because we need to harness our collective efforts towards consolidating, in tandem with the expansion of global knowledge-based economy. One hundred fifty experts who participated in the one-day forum recognized the existence of positive trends in Asia, saying that “all 26

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you need is to promote Islamic management systems in a friendly and sustainable manner.” “Merely having knowledge is not enough. Implementing it is what we are required to do immediately! We need to convert knowledge into economic value,” said Tan Sri Ahmad Sarji Abdul Hamid, chairman of Institute Islamic Understanding Malaysia (IKIM) and a member of the AIM Board of Governors, who delivered the opening address.

...there are many who still believe that acquired knowledge is not as important as revealed knowledge. This perception has to change to give focus on spiritual understanding, to address an imbalance in the overall pursuit of knowledge. Dr. Syed Ali Tawfik Alatas, director general of IKIM, contended “the heart of Islamic practice is the individual.” He traced how economies evolved over the ages, beginning with the era of hunters and gatherers, followed by agricultural and industrial eras. “It’s all a matter of shifting paradigms,” he said, adding that shifts in paradigm have “helped us to understand the universe, our reality.” Referring to the energy needed for promoting Islamic management practices, Prof. Dr. Haji Jamil Osman, dean of the Kulliyah Economics and Management Sciences at the

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International Islamic University Malaysia, said,“Tomorrow’s fuel is the energy within us. We should tap this every day. In fact, physical networking and mobility should be done on a regular basis, but what we could do as individual has started at this forum.” Haji Nik Mustapha Haji Nik Hassan, deputy director general of IKIM who is also the chair of various technical committees on management systems from Islamic perspectives concluded that technology was one of the least likely reasons for a project to fail. “The most common reasons for projects to fall are lack of knowledge, practices, know-how and poor execution,” he said. “A product may fail because it may not fit the market.” According to Dr. Nooreha Hussain, managing director of AD-MACS Corp. Consultants, innovation is the keyword and should be pursued all the time. “Keep the innovative channels open and smart management will evolve,” she said. She also cited an update that Europe is finding an answer to the limitations of traditional distribution of electricity by tapping other sources like energy from the sun, waves and wind. “Corporate innovation is the engine for economic growth in Islamic management systems and practices,” she added. The various panel discussions came up with recommendations. One of them is that cases on Islamic management for classroom learnings at AIM should be written with its relevance to dayto-day life, with focus on organizations which had the most impact on the corporate world, and on the way business is done today. AIM President Francis Estrada in his closing remarks termed the forum as a “big success” and said that the whole effort in organizing the forum has met the objectives to create awareness of excellence in management from the Islamic perspective in business, and to discuss strategies that would bring the government, academe, and alumni from both public and private sectors together to exchange knowledge and share experiences. In conclusion and moving forward, the organizers namely, AIM, AAAIM, IKIM and Kelab AIM Malaysia in collaboration with their partners in the Philippines and Malaysia, unanimously adopted the suggestion from one of the eminent panelists, former Senator Amina Rasul-Bernardo who is currently the lead convener of the Philippines Council for Islam and Democracy, that a similar forum should be held at Mindanao State University, Marawi City, Lanao del Sur before the end of the year.

>> “Peace and Prosperity...” cont. from page 19

And I’m happy to say that the region has come together at the Asian ministerials, at the IIA conference. They really focus on the issue. And it’s not just the regions. If you take a look at China or India, they are each reaching out. They see first what they can do in regard to their internal populations and how they can bring about economic activities that will reward a greater portion of their population. I think many of you know in this part of the world you have focused on the 16th Party Congress in China. The first thing that they came out with in terms of their statements was an issue on two major things. One was poverty, and the other’s the environment. This is not just for show. At the Congress, they presented their programs. They came out clearly and said, the population and environmental problems are worsening. This was the starting statement. They then went on to say, a large portion of the population find the national situation in employment, social safety nets, income distribution, education, medical care, housing, occupational safety, and public order to be seriously deficient.

This is not the view of a commentator. This is a statement by the people on the committee. And so we are seeing now, I think, a recognition, perhaps belatedly but nonetheless effectively, that should guide us all. It is that we cannot just think of our own economic advances, which are considerable in the middle class and in the upper middle class. But if we’re going to enjoy the benefits of the lives that we now have, we cannot forget, as we’ve never been able to forget, two or three billion people who need to be brought along. And I must tell you, having worked in the field for ten years, this is very hard sell. People broadly don’t give a damn if they’re well off. I’ve given speeches; I don’t know how many speeches in the course of the last 14 years. And they generally run, “Gee, that was a good speech.” You got about an hour. They tell you over drink that it’s pretty interesting. And you get in the car and drive off to the next speech, and the people that you talked to get in the car, drive back to their offices or homes, and within a very short period of time, maybe after a dinner conversation if you’re lucky, what you say is forgotten. I say that to you not because I’m a forgotten person or that I’m feeling insecure, but

because the issues that I’m addressing are not theoretical issues. They’re not issues that we can just forget. They’re the issues that are going to determine the lives of our kids. They’re the issues that are going to determine whether they live in peace or harmony, whether they have real futures. They’re issues that affect the way that they will look at themselves in terms of their moral approach, in terms of their humanitarian approach, and in terms of a self-interest approach. They just need to understand better what the challenges are that are coming notwithstanding a billion and three hundred million people coming into middle class in India and in China, when we still have two to three billion people that will be living in poverty. This is not something you can put under the mat. It’s not something that’s theoretical. It’s not something that can be forgotten. And it’s for that reason that I was very happy and grateful for the opportunity to come and talk because I think these issues need to be addressed. And I think they need to be addressed not just from the point of view of an interesting economic argument but because of your children—they will be the issues that will determine the kind of lives they will lead.


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AIM CELEBRATES 40 YEARS OF EXCELLENCE IN MANAGEMENT EDUCATION CHINESE LAMPS TWINKLING IN BRANCHES. AIR REDOLENT WITH roses. A violin stirring. The warmth of greetings. A clear view of the heavens. All was set for the 40th Anniversary Celebration of the Asian Institute of Management, one of the region’s premier learning institutions. A Week of Merriment and Management Perspectives AIM’s Ruby Anniversary Celebration in 2008 commenced on March 3, Monday, with the prestige, diversity, and elegance befitting four decades of excellence and usually pervading Anniversary Week activities. In accordance with tradition, AIM’s 40th Anniversary Week opened with an International Flag Raising Ceremony in the morning of March 3. Students from the 16 nationalities represented on campus at the time donned their national costumes and raised their countries’ respective flags. Several ambassadors and diplomatic counselors graced the Flag Raising as well as the subsequent Opening Ceremony of the International Student Fair. President Francis Estrada and Dean Victoria Licuanan cut the ribbon and officially opened the exhibit. Students from various countries, with the assistance of their respective embassies or consulates, put up colorful booths that, for the entire week, offered information on their home nations and displayed food, crafts, jewelry, and other items. A I M A LU MN I L E A D E R SH I P MAGA Z I N E A p ri l to June 20 0 8



Former World Bank President

In the afternoon of March 5, Mr. James Wolfensohn, World Bank President from 1995 to 2005, delivered the keynote address at the Bridges—Dialogues Towards a Culture of Peace. He spoke on the subject “Beyond EastWest, North-South—Peace and Prosperity in a Four-Speed World.” According to Mr. Wolfensohn, the fourspeed world consists of 1) steadily growing, high-income economies, largely in Europe, East Asia, and the Americas; 2) rapidly growing economies in Eurasia, led by Russia, China, and India; 3) volatile economies in many parts of the Middle East and Latin America; and 4) retrogressing and stagnant economies, such as those found in sub-Saharan Africa. Reactors to Mr. Wolfensohn’s speech were Ramon R. del Rosario, Jr., chairman of PHINMA and member of the AIM Board of Trustees, and Rajat M. Nag, managing director general of the Asian Development Bank. Bridges was held in cooperation with the Vienna-based International Peace Foundation.

and the Institute of Islamic Understanding Malaysia (IKIM). The forum highlighted research leading to three proposed concepts: values-based performance management systems, an Islamic ISO, and a Malaysian Ummah Development Index. IKIM, the foremost institute in Malaysia on Islamic studies, conducted the research. The forum sought to present these concepts to an audience of non-Muslim public and private sector practitioners in order to inform and generate reactions on their universal relevance and practicability. A second objective was to launch a Center for Islamic Management and Finance in AIM. Tan Sri Dato’ Seri (Dr.) Ahmad Sarji bin Abdul Hamid, chairman of IKIM and a member of the AIM Board of Governors, delivered the keynote address. Acknowledged experts and regional thought leaders in the Islamic perspective on management, economics, and banking and finance likewise spoke at the forum. Most are affiliated with IKIM. Student Talents

The Islamic Perspective

The following day, March 6, AIM held its first forum carrying the theme Islamic management. The one-day event, entitled “The Islamic Perspective: New Approaches to Development, Management, and Governance,” was jointly organized by AIM, the Alumni Association of AIM (AAAIM), the Kelab AIM Malaysia,

The Jaime V. Ongpin Quadrangle, typically called the Zen Garden, once more came alive with mirth, klieg lights, and talents beyond the caseroom on the night of March 6. At the International Student Cultural Night, AIM students showcased their wacky personalities in a revelry of songs and dances (Indian, Bhutanese, Vietnamese, Indonesian, and Ma-

laysian) as well as a fashion show of beautiful Asian costumes. Their audience included AIM governors, trustees, and other special guests at AIM’s Multi-Stakeholder Dinner. An Occasion to Look Back and Give Thanks

In the early evening of March 7, 2008, AIM marked its Ruby Anniversary with a culminating celebration aptly held at the Washington SyCip Park across the AIM campus. The park was festooned with roses and Oriental decor as the 40th Anniversary was commemorated with gratitude, lasting friendship, and wistful memories. It was not only a red-letter day; it was also a red-colored day, as the AIM community, from governors and trustees to faculty and staff, evoked unity by donning special red 40th Anniversary shirts. Guests were welcomed with string serenades performed with élan by master violinist Jay Cayuca and his ensemble. In casual and familial ceremonies, the community honored the many people who have played a principal role in establishing one of Asia’s finest graduate schools of management. In recognition of his visionary leadership, dedication, and exceptional generosity to AIM, the eminent Board of Governors, led by Chairman Jose Cuisia Jr., called on Washington SyCip as Chairman Emeritus and presented him with a crystal trophy as 400 red balloons were released into the clear summer sky.

The Asian Institute of Management has accomplished the reason for which my father agreed to finance the main building of AIM—educating business leaders in the highest academic traditions and instilling in them the skills necessary to succeed in business without forgetting their responsibilities to society... —Oscar Lopez 30

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With modesty, Mr. SyCip remarked, “I have nothing to do with AIM.” He recounted that he was in Indonesia when the Ayala and Lopez families donated the land and buildings for AIM. “When I came back, they said, you are it. So that’s what my role was.” The Zobel-Ayala family, represented by brothers Jaime Augusto and Fernando Zobel de Ayala, was likewise acknowledged as President Estrada recalled the Ayala Group’s donation of the land where the AIM campus stands. “What makes us most proud is that so many people came together to make AIM what it is,” noted Jaime Augusto Zobel de Ayala. “Just to be part of that is something that makes us proud.” Manolo and Gabby Lopez accepted the trophy on behalf of the Lopez family, as they were recognized for donating the funds used to construct the building that would house AIM. With deep gratitude, Mr. Estrada acknowledged Don Eugenio Lopez’s farsighted vision and commitment to Asian management education. Don Eugenio’s son, Oscar Lopez, said, “The Asian Institute of Management has accomplished the reason for which my father agreed to finance the main building of AIM—educating business leaders in the highest academic traditions and instilling in them the skills necessary to succeed in business without forgetting their responsibilities to society...Today, at a time when the quality of our country’s educational system, including its institutions of higher learning, is being widely criticized for obvious deterioration, AIM still stands as an important exception. AIM’s responsibility to educate our future business leaders has become greater than ever.” Dean Licuanan called on stage six outstanding professors who were given the title of Professor Emeritus for their long and invaluable contributions to AIM—Felipe Alfonso, Francisco Bernardo, Jr., Gabino Mendoza, Meliton Salazar, Victor Lim, and Roberto Lim. Toby Canto was acknowledged as well as the only faculty member who was with the original group of professors in 1968 and who continues to be an active faculty member to this day. The 2008 recipients of the Alumni Achievement Award (Triple A) were then announced by

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the chairman of the Federation of AIM Alumni Associations, Datuk Ir (Dr.) Mohd Annas Hj. Mohd Nor, and the Philippine Secretary of Education and Triple A Club Chairman of the Philippines, the Hon. Jesli Lapus. Datuk Prof. (Dr.) Pahamin A. Rajab (MDP’75, TMP’84), Manuel Salak III (MBM’83), and Ma. Regina Paz Lopez (MDM’93), were recognized for their outstanding achievements and exceptional leadership in their respective fields of endeavor. As a fitting finale to the celebration, 40 AIM alumni lined up the aisle to honor Chairman Emeritus Washington SyCip for his inestimable contributions to the Institute. A gift from the international community of AIM graduates awaited him at the end of the line. As he unveiled the token, a sculpture of a golden tree rooted on a red volcanic rock entitled “WiSdom” glinted in the purple hues of twilight. Created by sculptor Ferdie Cacnio, the gift from AIM alumni acknowledged with deep appreciation Mr. SyCip’s light and leadership.

The tribute to the founders, social investors, faculty, and alumni highlighted the year-long celebration of AIM’s four remarkable decades of management education, and gave a paean to the generosity and excellence of individuals who have made an indelible mark in the history of AIM. 40 Years of Asian High

More than 36,000 alumni in 70-plus countries. The countdown to 40,000 AIM graduates is nearing its completion— another appropriate milestone for the Institute’s 40th Anniversary. Last March 7, 2008, hundreds of AIM graduates from different periods in the Institute’s four decades, converged at the Alumni Homecoming, themed Asian High at Boni High. The annual party was held at Boni High Street in Fort Bonifacio Global City, one of the newest and trendiest places to be in Metro Manila. Master in Business Management (MBM)

Class’88 started to prepare as the lead host of the 2008 Homecoming as early as June 2007. Two months later, AAAIM and MBM’88 jointly hosted the first Alumni Family Day, held at the Zen Garden. In September 2007, the batch coordinated its first fundraising project, an On-the-Spot Painting Session with the Tuesday Group of Artists. The Asian High theme was captured in a sculpture by Ferdinand Cacnio, husband of MBM’88’s Bing Castro. The sculpture shows a man standing proudly, confidently on a high bamboo platform, which embodies Asian strength, resilience, and grace. Moreover, the bamboo poles form the letters A, I, and M. Jubilarian Updates

1973 They have “noticeably wider girths and balding pates,” admits Jose Ma. Fernandez of MBM’73. Definitely, they occupy some of the most influential positions in East Asia and beyond. But these physical and professional attributes and their busy calendars were no obstacle to a sizeable contingent of MBM’73 and their family members, who flew to Boracay


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Island, Philippines, in January 2008 for the prestigious class’ 35th Anniversary reunion. Many overseas-based classmates attended the festive affair, which was a sequel to a similar gathering in Bangkok two years ago. The reunion further cemented an already legendary friendship of the class holding the record number of Triple A winners. “The class and its members never faced down to a challenge,” notes Mr. Fernandez. “Every member revels in the achievements or successes of the other.” One achievement is the creation of a class band whose music is, admittedly, not of the most mellifluous quality, but “in a (brave) attempt to recall earlier years,” has inspired others to join in a cacophony of joy. It is one evidence of MBM’73’s supreme feature—unity and daring in action. 1978 When MBM’78 published their yearbook, they heralded “A Decade of Entrepreneurial Leadership” on its cover. Three decades on, the batch has embodied the theme of enterprise building through their individual and collective efforts. “Going back to Prof. Mendoza’s definition of an entrepreneurial manager as being a skilled administrator and a talented opportunity seeker and employment generator, then the members of MBM’78 can appropriately consider themselves entrepreneurial managers,” qualifies Prof. Sonny Coloma, who belongs to the class.

Besides Prof. Coloma, Danny Antonio, the yearbook senior editor, has been an AIM professor, in particular a core faculty of the Asian Center for Entrepreneurship. Some classmates have launched ventures such as a terminal services company, a garment and fuel trading firm, a fast-moving consumer goods distribution business, a pharmaceutical distribution company, and a small-scale financing house in Mindanao. Still others are heads cum intrapreneurs in established enterprises like the Shangri-La Plaza Mall, Metro Pacific’s investment management company, Arellano University, and the company that owns KFC and Dunkin’ Donuts. Clearly, in MBM’78, AIM has fulfilled its mission of developing professional and entrepreneurial leaders and managers. 1983 The members of MBM’83 are definitely survivors from the outset: out of 103 students upon entry, only 78 received their diplomas, translating into a survival rate of 76%. On top of that, several students managed to have flourishing romantic relationships: four in the class married while still at AIM, and four couples married after AIM. In 2003, when MBM’83 hosted the Alumni Homecoming, that event generated an all-time record income of Php 3.8 M. From that amount, Php 300,000 was channeled to the AIM Faculty Development Fund. Today, MBM’83 alumni are working or residing in 14 countries. Some 20% of the batch,

mainly Filipinos, moved to North America. A few of them have hogged the local headlines recently. Ret. Gen. Francisco Gudani testified in the Senate on possible electoral fraud related to the Hello Garci tape scandal just one week before his mandatory retirement. Another uniformed commander, Philippine National Police Southern Police District Gen. Louie Ticman, was confronted with the Glorietta 2 mall blast a few days after assuming his post. In the private sector, ING country manager Manolet Salak completed the biggest privatization on record in the Philippines—Php 58 billion— for the Philippine National Oil Corporation-Energy Development Corp. Peter Fung relaunched the Ling Nam noodle house in the first quarter of this year. And overseas in the development field, Bobby Berba became a United Nations development consultant in Angola—a job needing the occasional ducking from explosions and gunfire. Truly the men and women of MBM’83 are not only survivors; they have also helped others survive and thrive. 1988 “Beyond the job titles we measure ourselves by... there’s the better part that we don’t talk enough of—the better part of our lives,” wrote MBM’88 chronicler Tony Valdez. To date, MBM’88’s job titles are an impressive array—manager of an investment company in Shanghai, founder of a job search engine for senior managers, top executives in Ayala Land, director at Standard Chartered Singapore, president of a manufacturing company, vice president of Digital Telecommunications, heads of Holcim’s business development and regional sales and distribution, HSBC manager in the Netherlands, global head of network management for a large Nordic bank, financial advisor to Merrill Lynch, and general manager of Worlds of Fun. Still others put on the hat of owner-manager. One classmate heads a bakery ingredients business; another founded a maker of bakery

What makes us most proud is that so many people came together to make AIM what it is. Just to be part of that is something that makes us proud.— Jaime Augusto Zobel de Ayala A I M A LU MN I L E A D E R SH I P MAGA Z I N E A p ri l to June 20 0 8


COVER STORY products and pastries. A Davao resident started six ventures. A hog farmer also owns management businesses. One Filipina franchised Kumon. Two batchmates each operate a management consultancy firm and a food catering business. And Bing Cacnio, whose husband Ferdie created the official Homecoming figure, runs a prosperous graphic design outfit with him. However, as Mr. Valdez pointed out, life has a shinier ray than that reflected by computer screens or high-rise windows. In the batch, one president of an asset servicing company bonds with the earth as a gentleman farmer on weekends. A warehouse and distribution owner is likewise the coach of the national ladies’ basketball team. MBM’88 has among its ranks a wealthy philanthropist, a welfare officer for OFWs, and a manager of an angel investment group funding ventures in the Philippines. And after all is said and done, most members of MBM ‘88 are now parents of budding teenagers and incoming college students. It has been a life-opening experience for the host class of 2008, and the best is yet to come. 1993 A decade and a half after graduation, MBM’93 is well past trying to prove themselves as individuals. “We know ourselves better,” reports Troy Bernardo. “A lot of us have already settled in our lives. Some may have married, built families and careers. Some may have found themselves, taken alternative paths and roads less traveled. Still others may have realized just how comfortable it is to finally be head honcho.” Perennially calling their attention are people to hire, documents to analyze, and kids to tuck in. The ultimate reward is to find comfort in one’s skin. As Mr. Bernardo put it succinctly, “it is all about living the life we love and loving the life we live.” 1998 Batch’98 has the second highest number of MBM enrollees on record, with 191 students divided into three sections. Their sheer size notwithstanding, the three sections interacted and established lasting rapport among themselves and with other degree students. When these students were on campus, AIM and the Asian region were in major transition. The AIM Conference Center, initially called ACCEED, was constructed and


inaugurated in 1997. That year and the next, East Asia was hobbled by an unprecedented financial crisis. Not only did hundreds of AIM students witness their currencies plunging in value in just a few blinks; their job prospects also hung on the edge. But these graduates trudged on amid uncertainty and found their niches and aeries. Many plied the route of entrepreneurship. They feared the unknown, but trusted that, with the AIM experience, they would overcome the hurdles. Today, as Batch’98 looks back at its AIM days with fondness and gratitude, they themselves are at a transition stage in their lives: they are growing their families, climbing up the ladder, and defining their purpose. And the journey itself to the top is breathtaking. 2003 The Master in Development Management (MDM) Class of 2003 has rightly observed that “local and global turmoil consists largely of issues commonly held as proper subjects of development management—governance, human and civil rights, environmental protection, gender equality, peace fostering, and education.” For this reason, the class convened the National Conference on Development Management in 2003 with Former Philippine President Fidel Ramos as special guest. To cement and extend the lessons gained at the conference and from their curriculum, MDM 2003 initiated the formation of the MDM alumni group called the International Movement of Development Managers

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(IMDM). “Our collective desire as a class was to establish an alumni association that would serve to be more than just a secretariat for class reunions,” said Henry Tenedero. To date IMDM has partnered with the League of Corporate Foundations and the National Anti-Poverty Commission, trained a mango growers’ association, mentored MDM students, and conducted a reproductive health project with the Philippine NGO Support Program. It has likewise organized a leadership forum with the Financial Executives Institute of the Philippines and the League of Vice Governors of the Philippines. All these activities have been to further IMDM’s vision-mission: We envision ourselves to be dynamic, professional, and enlightened managers and leaders effecting positive change through the pursuit of good governance and sustainable development. Towards this end, we commit ourselves to a culture of excellence, mastery of self, and synergy in action, thereby enhancing our firm resolve to improve the quality of people’s lives. Coming Home

Fast forward to Friday, March 7, 2008. The jubilarians and other alumni trooped to the festively decorated Boni High Street. Acoustic singer Cookie Chua set the pace for the night. The venue pulsated to the beat of singer cum theater actress Rachel Alejandro and her accompanying group, Groove Manila Dancers. Then the music turned Indian upbeat as a set of MBA students gyrated to a Punjabi Pinoy dance that had the crowd hooting. Before long the MBM’73 band’s Beatles repertoire had their entire class singing along on stage. The Jubilarian celebrants and host classes cheerily received acknowledgments. With excitement, they and the rest of the audience also joined the search for the top five AIM artifacts and prayed for the kiss of Lady Luck during the raffle draws. Through a high-energy medley, the Sold Out band kept everyone on their feet till the end of the program. It was truly a night to remember as the alumni—the best symbols of AIM’s excellence in management education—showed that not only do they have the proclivity for professional success; they are also experts at playfulness and entertainment.

MESSAGE FOR AIM ON ITS 40TH ANNIVERSARY KELAB AIM Malaysia THE YEAR 2008 IS A SPECIAL YEAR OF AIM AS THE INSTITUTE CELEBRATES its 40th Anniversary. This historic celebration should not only be marked by joyous occasions but it should also inspire all the alumni to put their hearts and minds in helping the Institute realize its vision of becoming “the graduate management school of choice for anybody who wants to operate or do business in Asia.” AIM is an Asian treasure. It lives, breathes and inculcates leadership skills into those bright men and women who enter the case rooms and go through the various immersion processes. Many of our alumni will tell the world that over their learning experiences at AIM, the lessons they have learned to value most can be expressed in two words: “Leadership matters.” AIM has proven without doubt that leadership skills can be developed and strengthened. The same leadership skills have been tested to prepare CEOs to operationalize business plans, to formulate management strategies, to executive tactics on the market front and to motivate manpower for excellence. Moving forward into another decade towards its Golden Jubilee in the year 2018, AIM has to focus on becoming an extraordinarily dynamic capability-based organization. The goal of AIM is to revive the Institute’s position as the number ONE premier center of excellence for management and organizational studies in Asia and beyond. In conjunction with AIM 40th Anniversary, let us take a walk down memory lane in a truly unique venue fondly remembered by all graduates. This is an opportunity to take advantage of history, grandeur and tradition of our alma mater to complement the leadership of AIM in its endeavor of joining the ranks of the world’s elite.

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Commemorating 40 years with gratitude, warm friendship, and wistful memories


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Managing the ‘Wasteline’ for Environmental Wellbeing The AIM-AYALA Environmental Capacity Building Project


OST PEOPLE WILL WANT to have very little to do with waste besides putting it out for collection. Beyond that, waste is often a cause of irritation and discomfort especially when we come across stinking, uncollected garbage or when we read about landfill problems and scavenging children getting buried under piles of garbage. We tend to blame the municipalities and politicians and move on to other more pleasant thoughts and activities. 38

With urbanization proceeding at breakneck speed and cities mushrooming all across Asia, the garbage ‘bomb’ keeps exploding around us, triggered by negative consequences of urbanization such as air pollution, groundwater contamination, waste collection-disposal dilemma and resource depletion. And to expect the municipalities and politicians to somehow defuse the situation may not be realistic given the fact that we are all in some way or the other a part of the problem and the solution as well. Beyond the local concerns of effective collection and disposal, waste has global ramifica-

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tions as landfills emit gases (mainly methane, which is 21 times more potent than carbon dioxide as a greenhouse gas) that contribute to global warming and climate change. Given the above concerns, effective and coordinated waste management practices like the 3 R’s (Reduce, Reuse and Recycle), composting, extended product responsibility, remanufacturing and landfill gas-toenergy projects need to be implemented to significantly reduce waste collection/disposal pressures, strain on virgin natural resources and to reduce greenhouse gas emissions.

The ‘smokey mountain’ option of waste disposal is no longer a viable option and most communities are experimenting with the basics of solid waste management (SWM)— the 3Rs (Reduce, Reuse, Recycle), to come up with viable and sustainable solutions. However, effective ‘management’ of waste requires the understanding, involvement and coordination amongst the various stakeholders in the waste management process right from waste generators (households, commercial establishments, markets, etc.) to manufacturers, junk shops, recyclers, haulers, landfill operators, municipalities, local/national governments, academic/research organizations, NGOs, communities, etc. To begin with, all these call for someone to piece together the complex jigsaw and help stakeholders visualize the ‘big picture’.

Ayala organizations. The concept received the immediate and full support of the Center for Development Managdement (CDM) Associate Dean Mario Antonio G. Lopez, and the CDM program director, Prof. Soledad A. Hernando. While the Ayala organizations were serious practitioners of solid waste management, AIM could potentially bring in its strategic, ‘big picture’ framework to research, design and deliver SWM courses utilizing its acclaimed case study methodology. Given the high level of commitment of both AIM and Ayala in furthering the cause of the urban environment and the fact that the respective competencies (i.e. AIM’s inherent strengths at the conceptual, strategic level and Ayala’s role at the implementation level) complemented each other, a partnership seemed a perfect fit.

Opportunity in Waste

Given the high level of commitment of both AIM and Ayala in furthering the cause of the urban environment and the fact that the respective competencies...complemented each other, a partnership seemed a perfect fit.

Over the years, various Ayala organizations (Ayala Land Inc., Ayala Foundation, Inc. and Ayala Commercial Center) have played a pioneering role in solid waste management. They have successfully introduced innovative and effective solid waste initiatives in their own operations and in adjoining communities and local government units. For example, the Ayala Commercial Center was able to reduce residual wastes from 20 trucks per day in early 2000 to just four trucks a day by 2006. More recently, the Ayala Foundation, Inc. (AFI) successfully piloted the innovative Pay-As-You-Throw (PAYT) concept in select buildings of the Makati Central Business District (MCBD). However, pioneers like AFI expressed concerns that although technical inputs were readily available for solid waste practitioners, very little progress had been made in the area of imparting strategic inputs. In the absence of such strategic inputs, the entire exercise became a disjointed effort specially when there were so many stakeholders and organizations. The Ayala organizations did not have the required expertise and skills to either develop/design, or effectively deliver training and other programs that were ‘strategic’ in nature. This unmet need provided a meaningful partnership opportunity to the author of this article, an environmental management consultant working with both the Asian Institute of Management (AIM) and the

The Partnership

The MOA of the Ayala-AIM Environmental Capacity Building (ECB) Partnership Project was signed on 29th June 2007 between AIM’s Center for Development Management and representatives of Ayala Land Inc, Ayala Foundation, Inc. and Ayala Property Management Association. It was intended to sustain and institutionalize knowledge and best practices on SWM considering the importance of cities in the overall growth of countries and regions. The project objective is to create significant impact on urban environmental management through: 1. Contribution to the body of existing knowledge on SWM through research and creative documentation of innovative/best practices in the selected cities 2. Conceptualization, design, development and delivery a series of training programs to instutionalize strategic concepts and principles of SWM. 3. Eventually, creation of a Ayala-AIM “Center of Environmental Excellence” that will act as a major catalyst in shaping urban environmental policy and practice in the region.

The training courses are intended venues to disseminate knowledge on SWM principles, issues, and best practices among critical stakeholders and policymakers and serve as forum to formulate and implement effective strategies and programs to address the underlying issues and develop critical thinking, problem solving, and effective decision-making skills, and teach individuals to weigh various sides of an environmental issue and to choose from a wide spectrum of information, tools and techniques to make and implement informed and responsible decisions. The ‘Industry’ Perspective

In order to piece together the jigsaw in a meaningful manner, the ECB Project seeks to present the issues and concepts of solid waste management within an ‘industry’ framework. In any industry there are producers/suppliers on the supply side and consumers/users on the demand side for the concerned product/services. Besides, there are service providers who provide support services like funding, logistics, distribution, technology/engineering, etc. All of these players operate within a set of rules/policies put in place by the industry regulators like trade organizations, governments and other national/international agencies. When all of these players play in a well coordinated, cohesive manner, knowing well their respective roles and responsibilities, the Industry functions and delivers in an efficient manner. Similar is the case with the solid waste ‘industry’. Efficient solid waste management depends on recognizing the roles and responsibilities of the various stakeholders and coordinated action, such that the waste generated is delivered to the appropriate users in the desired form. Waste generating households, corporate entities, restaurants/fast food outlets, high-rise buildings/commercial complex administrators/owners, LGU officials, city mayors/governors, recycling industry members, manufacturers, banks/lending institutions and NGOs all play a part in this solid waste ‘industry’. There is an immediate need for an action-oriented, phase-wise program to address the strategic needs of this emerging industry. With 117 “Managing the ‘Wasteline’...” cont. on page 41 >>

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A dream comes true for many alumni

Nearly three million Muslims from every nook and corner of the earth gathered on 18 December 2007 near Makkah for the Arafat standing ritual to perform the annual Hajj pilgrimage in the holy sites. Pilgrims (wukuf) standing on Mount Arafat in prayers was the high point of the annual pilgrimage. >> ALL FINANCIALLY CAPABLE, ABLE-BODIED Muslims are required to perform Hajj pilgrimage at least once in their lifetime if he/she can afford to do it from his/her own income, provided that it is (also) easy and safe for him/ her. For many Muslims, performing Hajj is a lifetime dream, a chance to fulfill a requirement of their faith and win forgiveness for their sins. He, who denies that pilgrimage is a duty of Muslims, is not a Muslim, for he denies a part which is necessarily known to every Muslim. If he postpones offering his Hajj from one year to another he may die without fulfilling his duty. How does he meet his Lord after having neglected a main pillar of Islam? The Quran proclaims: “Perform the pilgrimage and the visit (to Makkah) for Allah. The pilgrimage is (in) the well-known months, and whoever intends to perform the 40

pilgrimage therein, then he should not have sexual relations (with his wife), nor commit sin, nor dispute unjustly during the Hajj. And whatever good you do (be sure) Allah knows it. And take a provision (with you) for the journey, but the best provision is At-Taqwa (piety, righteousness). So fear Me, O men of understanding!” (2:196-7) The rituals at the tent city of Mina commemorate Prophet (Abraham) Ibrahim’s stoning of Satan, who is said to have appeared three times to the Prophet to tempt him. At the rituals, the majority of pilgrims prayed for unity among Muslims and peace for all humanity. The 19th December 2007 was Eid-AlAdha, the feast of the sacrifice, when Muslims slaughtered lambs, goats, cows or camels to mark Prophet Ibrahim’s readiness to sacrifice his son Ismail upon instructions from God.

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Concurrently, the rituals at the city tent of Mina, the ancient spot in the deserts outside Makkah, where for three days the pilgrims stoned symbols of the devil called the Jamrat. On Nahar day, they threw seven stones at the big one. For the first, second and third day, they pelted all the three with seven pebbles each. Millions filled past the walls along a gigantic platform built so that pilgrims on the ground floor and above can perform the ritual once. They hurled their pebbles at the walls, chanting “God is Great” with each throw. Afterward, many walked away peacefully and with poise. They had the look of conquest, having crushed the devil with the pebbles, the size of chickpea. The ritual has been one of the most dangerous of the Hajj, with stampedes that have killed scores of pilgrims. The scribe could recall when performing his second Hajj in 2004, a crush of pilgrims killed 244 people, and the following year more than 360 were killed when several tripped over baggage while others behind them kept pushing ahead. Saudi authorities then tore down the platform around the Jamrat and built a new one with more entrances and exits, and they planned to expand it to a total of five levels in coming years. Following which, pilgrims returned to Makkah to perform the Tawaf at the Grand Mosque circumambulating the Holy Kaaba, the first house of worship on Earth, built by Prophet Adam; whereas Prophet Ibrahim and his son Ismail rebuilt it some 5,000 years ago. Most Hajj rituals are related to Prophet Ibrahim, his wife Hajar and Ismail, and thus reflect the unity of humanity. Pilgrims commended the Saudi Government for the excellent arrangements that culminated in a very peaceful and smooth Hajj in 2007. Muslims should whole-heartedly embrace the message of unity and solidarity that is so beautifully conveyed through Hajj. The completion of all Hajj rites does not mean that the duty of the pilgrim is over; Allah demands that Muslims must continue to obey Him in all matters. They have to follow the path of the righteous people.

Saudi King Abdullah bin Abdul Aziz when addressing the nearly three million pilgrims performing Hajj and the billion-strong Muslim community the world over urged them to respect the common religion values of humankind and to recapture the spirit of tolerance that is central to Islam. All communities should promote the spirit of love, cooperation, harmony and brother-

hood. He underlined the importance of preaching love among people, “particularly when the world is facing terrorism and atrocities.” The King also reminded Muslims that their actions must be motivated by the love of Allah and His Messenger Prophet Mohammad (peace be upon him). He urged Muslims to refrain from activities that might create misunderstandings among non-Muslims about Islam. He said extremism and suicide attacks would not resolve any of the problems faced by Muslims. It is true that suicide bombings are against the basic principles of Islam. They are anti-Islamic. Pilgrims need to enlighten Muslims about the negative effects of extremism. Muslims should be taught that Islam does not approve of killings. The completion of all Hajj rites does not mean that the duty of the pilgrim is over; Allah demands that Muslims must continue to obey Him in all matters. They have to follow the path of the righteous people. Muslims should keep away from committing sinful acts to earn Allah’s pleasures. The Hajj is one of the five major pillars or tenets, of Islam that followers of the religion must abide by. The others are the Shahadah,

Haji Zul and family

the declaration of faith “that there is no God but Allah and that Muhammad is His servant and Messenger; Solat, the five daily prayers; Zakat or mandatory giving of a portion of a person’s wealth to the needy; and Siyam or fasting during the month of Ramadan every year unless he/she is sick, weak or traveling. In addition to his belief in God, a believer in Islam must enjoin right conduct and forbid indecency. Condoning a wrong or crime is, therefore, equivalent to losing one’s faith. The lowest degree of faith is that when one sees or knows of something wrong, he only feels in his heart that such was wrong and does not stop such from happening either by his hand or tongue. -Haji Zulkifl y Baharom

>> “Managing the ‘Wasteline’...” from page 39

cities and 1505 municipal entities in the Philippines, the number of stakeholders involved in this ‘industry’ even in the Philippines is simply very large, not to mention other countries in the region. From Basement to the Boardroom… and finally to the Classroom!

The MOA signing was followed up with a focused group discussion on 11th August, 2007 where solid waste practitioners from various organizations and NGOs met with AIM faculty representatives to flesh out the details. Action research and case development work based on Ayala success stories as well as other private initiatives were taken up to bolster the existing knowledge base. On 17th October, a one-day curtain riser aptly themed “From the Basement to the Boardroom” was organized, to raise the level of SWM from a largely unseen, unsung activity to a level of strategic importance. This program was attended by more than 60 participants, all key stakeholders from government, NGO, academe and private sectors. Eminent resource speakers of this conference were Executive Director Zoilo L. Andin Jr. and Comm. Tony Chiong of the National Solid Waste Management. Commission (NSWMC), Arch. Christopher C. De la Cruz of Green Building Council, Ms. Leonida Rabe of UNDP, and Ms.Marie Marciano of Eco Waste Coalition. The feedback from this event underscored the need for more sustained activities and formed the basis for the design, development and delivery of the pilot threeday training program on strategic SWM. The pilot three-day SWM program was held over the period from 27th to 29th February 2008. This program was attended by 20 participants from various Ayala organizations, other premier private sector organizations like Honda Motors, Globe Telecom, Holcim Philippines, Makati Medical Center, various other property management and construction companies and NGOs. The program combined SWM-related case studies with other relevant course material, and introduced the concepts of leadership, systems thinking, change management, project management cycle and stakeholder analysis for a holistic, strategic approach. Eminent AIM faculty

Ayala-AIM ECB MOA signing

like Prof. Mario Antonio G. Lopez, Prof. Soledad A. Hernando, Prof. Purba H. Rao, Prof. Benjamin C. Bagadion, Jr., and Prof. Antonio Ma. C. Perez mentored this training program. Dedicated CDM staff provided the administrative support including the program marketing. Going Forward

The positive feedback from the participants of both the one-day and three-day programs validated the need for such an initiative. The objective of the ECB Project in the post pilot stage is to extend research work

Success, in the long run will be realized when the collective mindset is transformed from one of “waste disposal” to “value creation”...what is lacking is a holistic view and a strategic approach to the entire SWM issue, where the various urban stakeholders fit into the jigsaw puzzle to reveal a truly sustainable blueprint for solid waste management. and develop more cases that highlight success stories, innovative approaches and best practices in solid waste management and target different stakeholder groups. Success, in the long run will be realized when the collective mindset is transformed from one of “waste disposal” to “value creation”. While ‘end-of-the-pipe’ technologies exist for recycling, composting, incineration, etc., what is lacking is a holistic view and a strategic approach to the entire SWM issue, where the various urban stakeholders fit into the jigsaw puzzle to reveal a truly sustainable blueprint for solid waste management.

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Gratitude Washington SyCip

Gift of for


WiSdom With his visionary leadership, the Asian Institute of Management has enriched Asian societies for four decades; With his long-standing generosity, over 34,000 AIM alumni across 70 countries have been blessed with the AIM experience, preparing them to be professional, entrepreneurial, and socially responsible leaders and managers; With his wisdom and grace, AIM alumni have been inspired to make a positive diff erence in sustaining the growth of Asian societies. In recognition of his continuing inspirational role in the journey of the AIM family, the AIM alumni community presents this token of immense gratitude and respect on the occasion of AIM’s 40th Anniversary.


C A S T R O - C AC N I O ,


1 9 8 8

AS THE AIM COMMUNITY CELEBRATES will feed, and the winds will change. Yet you the Institute’s 40th anniversary, the wait patiently, nurturing and protecting it as occasion is also marked by the elevation of Mr. best as you can, because you know, in time, a Washington SyCip to Chairman Emeritus of tree will grow, will bear fruit, will offer shelter, the AIM Board of Trustees. First to be elected will sustain your needs. chairman of the board in 1968, Mr. SyCip Ferdie has entitled the sculpture WiSdom, has been through all 40 with the letters W and S challenging and painstaking capitalized to stand for Mr. AIM years. And as he retires SyCip’s initials. He believes from “active duty,” it is that only the wise have the but fitting that the Alumni faith needed to see “ideas” recognizes the sustained through and to work at them leadership, dedication diligently till they bear fruit. and the inspiration he Indeed, AIM was a has provided. mere idea at its start — In February 2008, a recognition of a need for visual artist Ferdinand top-notch business education Cacnio was approached for young executives and and requested by the AIM entrepreneurs in this part alumni, represented by the of the world, “not quite like AAAIM (Alumni Association the Harvard Business School of AIM-Philippine Chapter) but perhaps as good as ...who knows what and the FAIM (Federation of would happen to a Northwestern,” as Mr. SyCip planted seed? Certainly, once said. And so for 40 AIM Alumni Associations), weeds will grow, bugs to create a fitting gift of years now and counting, will feed, and the winds gratitude for Mr. Washington will change. Yet you wait the Philippines and Asia nurturing and have our very own Asian SyCip. The gift needed to be patiently, protecting it as best as you can, because you substantial and significant Institute of Management. know, in time, a tree and quite simply, special. Imagine there’s no will grow... Ferdie, as he is known heaven...the lines from mostly by MBM Batch of 1988, created a song so popular during AIM’s early growth a sculpture of a robust tree of life, fully period...Can you imagine this country developed and thriving, deeply rooted on without an AIM? a piece of our earth. The resplendent tree It’s not easy if you try. is made of welded brass with a root system intricately integrated into a natural red rock. Ferdinand Cacnio hails from the quaint fi shing village of Malabon and is now based in urbanized As he was developing the gift, the artist thought: When you plant a seed, you have got Quezon City in the Philippines. He holds B.S. Psychology and Civil Engineering degrees to have faith that one day it will grow into a from the University of the Philippines. tree. For who knows what would happen to a Visit www.ferdinandcacnio.com or http://cacnio. planted seed? Certainly, weeds will grow, bugs multiply.com or email cacnio_ fr@pldtdsl.net

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The Power of Marketing by Nelly Nailatie Ma’arif

NELLY NAILATIE MA’ARIF, MM 1986 HAS MORE THAN 20 years of experience in marketing. She started her career as a marketing trainee and later became vice president for marketing of multinational companies such as Unilever, Nestle Indonesia and Nestle Malaysia. Her passion in teaching has inspired her to transfer her years The real life business of experience into a book— experiences of The Power of Marketing. Asian and Western Nelly’s first international corporations...has textbook takes you from the further enriched beginning of the marketing this book. practice to present-day. The real life business experiences of Asian corporations such as Yamaha Music Company, Honda, Hyundai, Panasonic Gobel, Tiger Balm, the Japanese trading companies (sogo sosha), and the Korean chaebols and of Western corporations like Hewlett-Packard, Unilever and Nestle, has further enriched this book. The Power of Marketing also presents BiNus International’s research findings of recent surveys covering around 1,750 business executives from Jakarta, Indonesia as respondents. The results indicated that marketing has achieved its “Most Important Position” among other companies’ management divisions. To obtain a copy of the book, please email the author at nmaarif@binus.ac.id.


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Self Mastery by Eduardo A. Morato, Jr.

SELF MASTERY IS THE MOST ELUSIVE OF ALL HUMAN QUESTS. A lifetime is never sufficient for most people. Learning to be the best that you can ever become demands the full faculties of the brain, the heart and the spirit. This search for the ultimate self begins with learning to think, using both the rational, analytical and critical mind and the associative, creative, systemic and integrative mind. It then conjures that other way of knowing without knowing why you know. This is learning to intuit. Separate, but equally powerful, is the emotional mind, the one that feels and empathizes. Learning to feel brings the self to its sensitive, sensual and stimulating dimension. Next, learning to do puts into action everything that At this height of one thinks, intuits and personal excellence, feels. This is followed by the five pillars of being the need to transmit and and becoming conspire receive messages, both to transform the self trivial and important, in learning to communicate. towards transcendence. These elevating pillars Raising the level of the are wonderment, self to assume greater a wider world view, responsibility and accept wisdom, walking personal accountability the way of the spirit for others is learning to and the will to live. lead. Finally, there is full self actualization and total human development in learning to be. At this height of personal excellence, the five pillars of being and becoming conspire to transform the self towards transcendence. These elevating pillars are wonderment, a wider world view, wisdom, walking the way of the spirit and the will to live. For a copy of the book, please email alumni@aim.edu.



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First Among Equals R EGINA PA Z LOPEZ , MDM 1992


S PART OF THE 40TH ANNIVERSARY CELEBRATIONS of AIM in March 2008, three outstanding alumni were conferred the much coveted Triple A award. One of the winners included a winsome and dynamic lady who heads the ABS-CBN Foundation. It was quite apropos for her to be awarded on that occasion, for the event also acknowledged the family of Don Eugenio Lopez, her grandfather, for the donation that would fund the building of the school that was to be known as the Asian Institute of Management. Ms. Regina Paz Lopez is the first Filipina, the first MDM degree holder, and the first CSR practitioner to receive the Triple A since it started 33 years ago. A Transit to the Real World

After taking her elementary and secondary studies at Assumption College in the Philippines, Lopez proceeded to Newton College in Boston to take up Liberal Arts. She did not finish the course. Instead, she shifted to philosophy, but recalls “I couldn’t stand the smoking in the classroom.” Being away from the Philippines for more than a decade, she decided to come home to enroll in the Master in Development Management program at AIM in 1991. “I had been away from the country for almost fifteen years— in an organization that controlled “AIM was a most movements and thoughts,” she shares. “AIM was a most welcome and welcome and refreshing experience—transiting refreshing experience—transiting me to the real world, me to the real world, awakening awakening long asleep long asleep muscles through critical muscles through critical thinking and expression.” thinking and expression.” The AIM experience appealed to Lopez. “I relished the classroom discussions, expressing insights. It was a period of distinct awakening for me.” She became an AIM alumna in 1992. By then, the ABS-CBN Foundation Inc. (AFI) had already been established. In 1989, the country’s largest media and entertainment company created a non-stock, non-profit organization to generate funds to assist those in need, and to ensure the proper utilization of donations. Eventually the AFI adapted a developmental approach as it embraced a mission of improving the quality of life for every Filipino child in particular, and for every Filipino in general. Leading a String of Firsts

Taking on the helm of the AFI, Lopez describes her work. “Being managing director of the ABS-CBN Foundation was, and continues to be an opportunity of great personal growth for me, not only in terms of skills and dealing with the world, but in terms of discovering the inner resources to provide the leadership the foundation needs.”

Under her leadership, the AFI has established groundbreaking and highly successful programs in the field of child care, environment, education and microfinance. Bantay Bata (Child Watch) is the first ever media based hotline for abused children. The effort also provides counseling, legal advice and medical help. In 1997, the program was awarded the United Nations Grand Award for Excellence besting 187 countries. The Children’s Village in Norzagaray, Bulacan is also the first residential service of its kind for abused children. The educational arm of the foundation, E-Media also has a string of firsts. For the first time, a media organization joined forces with the Department of Education to produce world class educational material. This is the first time that a wide spectrum of subject matter has been audio-visualized, covering science, English, math, history, values, literature, critical thinking, sports, culture and even the culinary arts. E-Media has found its way into 8,000 classrooms, and has distributed almost 7,000 TV sets and educational tapes to schools throughout the Philippines. The program also received a United Nations Recognition Award for excellence in international public relations, and a UNESCO award. Its episodes have garnered honors in Chicago, New York, and Japan. For two consecutive years, it has won an international award besting 14 European and North American countries. “First Among Equals” cont. on page 52 >>

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Flying High with a Midas Touch ATT Y. DATUK (DR.) PA H A MIN A. R AJA B, MDP’75, TMP’84

“He is a fine gentleman with sterling qualities: honest and straightforward in his endeavors. If a task is given to him, he sees it through.”

RIPLE A WINNER 2008, ATTORNEY DATUK (DR.) PAHAMIN A. RAJAB’S views on world aviation laws, particularly in the area of bilateral air services agreements and intellectual property law are most sought after by clients internationally. As chairman of AirAsia, he has been working actively behind the scene advising and coaching the management team on the winning strategies during the height of their negotiations with regulatory regimes and airline experts to secure landing rights at new destinations in the Asia-Pacific region. Datuk Pahamin obtained his law degree from the University of London and was called to the Bar in 1997 after acquiring the Certificate in Legal Practice (CLP) from the Legal Profession Qualifying Board. In 1993-94, he read Islamic Law at the International Islamic University Malaysia (IIUM) and graduated with a Diploma in Syariah Law and Practice (D.S.L.P.). In 2006, he was conferred Doctor of Laws (honoris causa) from the University of Newcastle, New South Wales, Australia. As a boy from Bachok, Kelantan, he successfully completed his secondary education from the Kamil English School, Pasir Puteh, and headed to the University Malaya in Kuala Lumpur. In 1970, he graduated with a Bachelor of Arts (Hons.) degree majoring in International Relations. In 1976, while in the government service, he was sent to AIM to participate in the Management Development Programm. Following this, he won the Federal Government scholarship to do a postgraduate study at the University of Wisconsin, Madison, USA and graduated in 1978 with Masters in Arts in Public Policy and Administration majoring in Economic Development. To blend his public service experiences with advanced knowledge in business management, the Federal Government sent him again to AIM in 1984 to participate in the prestigious Top Management Program. After 32 years in the Malaysian Civil Service starting as assistant secretary, Establishment Division, Datuk Pahamin became undersecretary, Finance Division, and then served as minister counsellor at the High Commission of Malaysia in the United Kingdom. Subsequently he was promoted as director general of the Farmers’ Organization Authority and then as director general, Road Transport Department before retiring with the position of secretary general, Ministry of Domestic Trade and Consumer Affairs. When Datuk Pahamin was appointed the chairman of AirAsia in March 2002, many were surprised. After all, he is a taskmaster, especially when it comes to tightening loose ends in accountability. “Flying High...” continued on page 53 >>


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“Hard work is a great ethic— Manolet rapidly distinguished himself after graduation in 1983, rising there are no shortcuts to through the corporate banking and corporate finance divisions of BPI and real success. Prioritize the receiving awards as Marketing Officer of the Year. After a little more then learning/training over pay and eleven years with BPI, he joined Baring Brothers Limited and was responsible accelerate your learning curve. Practice teamwork—there for transactions that helped Baring obtain International Financing Review is no such thing as a single (IFR)’s award for “Philippine Finance House of the Year” (1996) and indispensable superstar.” “Philippine Loan House of the Year” (1997-1998). In July 2000, Manolet was named country head for ING in the Philippines; at 40, he was one of the youngest persons to hold a CEO post among foreign universal banks in the Philippines. The quintessential investment banker, he says that winning an important mandate gives him a rocky mountain high and a successful close will bring him to cloud nine. The manager in him acknowledges that it is repeat business that is the true test of service excellence and customer satisfaction. He says he is grateful for the chance to have worked alongside the ‘taipans and captains of Philippine business.’ “Being a small part of their company transformation is reward in itself.” He loves the learning that has become an integral part of his job and values the friendships and relationships he has forged. At the end, though, he says that it is the fact that all of these things allow him to work with others to help the less fortunate that makes it all worthwhile.







On the Fast Track

P R O F.

A LITTLE OVER 25 YEARS AGO, WHILE STILL pursuing his MBM at the AIM, Manuel Salak III became a permanent part of the annals of AIM when he and his group famously suggested that the best way to manage a micro-managing founder-CEO of a family firm was to marry his daughter. To this day, he maintains that it was a perfectly reasonable solution as the aforementioned daughter was part of case fact and not a product of wishful thinking. Even then, his knack for appreciating the human side of the management equation was already evident. This year, Manolet, as friends call him, joined the ranks of AIM’s TripleA awardees. The TripleA award is conferred to outstanding alumni of the Institute by the Federation of AIM Alumni Associations (FAIM), representing 16 alumni chapters from around the globe.





“SHAZAM!” continued on page 54 >>

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SPOTLIGHT >>“First Among Equals” continued from page 47

With all the recognition bestowed on her projects, Lopez elucidates more on what she finds more important. “The most fulfilling achievement was the study done by the University of the Philippines’ Institute of Science and Math Education, which stated that the educational programs resulted in as much as a 25% increase in academic performance— and even behavioral modification,” she proudly shares. Bantay Kalikasan (Nature Watch), the environment arm of the ABS-CBN Foundation also has a string of credits to its name. This effort, to protect children and families from environmental hazards and pollution, includes a project to reforest the La Mesa Watershed, which provides water for 12 million Filipinos residing in Metro Manila. Twice the program has mobilized the public: first by soliciting five million signatures to get the Clean Air Act passed, and second by stopping a housing project to save the La Mesa Watershed. “The reforestation of the La Mesa Watershed has a 92% survival rate, and more than 20,000 volunteers have been involved in the effort. It is the first ever media based hotline for the environment,” says Lopez. Bayan (Community) Microfinance is also trailblazing the way for training entrepreneurs at the grassroots level, filling the vacuum of most microfinance institutions. The Bantay Bata project highlighted the poverty of resources that gave rise to such abuse in most cases. Because of this, the Foundation initiated a pilot project granting small loans for micro enterprises to 25 women in 1993. With a mission to provide families with socio-economic opportunities to enable them to live dignified and decent lives and secure the future of children, Bayan Microfinance became a full development program in 1997. 52

Bayan Microfinance offers livelihood opportunities to the poorest-of-the-poor. This program has now become a separate organization now known as the ABS-CBN Bayan Foundation Inc., with former AIM Dean, Eduardo Morato, Jr. as its president. To date, 7,955 urgent medical cases have been assisted, 368,340 children touched by Bantay Bata, 4.6 million public school children directly reached by ETV and 87,000 children supported by Bayan Microfinance. All these programs exhibit the success of a formula which Lopez firmly believes in: “Efficient and transparent ground level activity, coupled with media exposure in terms of advocacy is a formula that works,” concludes Lopez. Succeeding through the Inner Self

For her devotion to these life changing projects, Lopez has received numerous recognition aside from her latest Triple A triumph. Among these include the Ten Outstanding Citizens of Quezon City, Community Service (2002), Sandugo Kabalikat Award from the Department of HealthCenter of Health Development (2002), Honor and Prestige Award given by the Alumni Association of the Asian Institute of Management (2002), Rotary Club of Makati Peace Award (2003), People of the Year (2005), and Outstanding Women in Environment Award given by the National Council for Women of the Philippines (2005). Her style of leadership is benign, reaching into the inner self for direction rather than relying on volumes of theories. It is also a blend of being open and consultative, yet being clear and insistent at the same time. “I have found that my commitment to my own internal growth is the key,” she muses. “One cannot lead if one is not real, not genuine. It must start from there.” Her ideal leader is her

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meditation teacher, Samuel Sagan. “I totally respect the way he has built his organization,” she enthuses. “He is loved and to an extent even feared. But he gets everyone to do their work from their hearts. He constantly pushes people to become better and

tion. And their dynamism. Maneuvering this in the right direction is crucial to succeed.” Ripples of A Better World

In the midst of sustaining these momentous projects that benefit millions in the country, Lopez finds time to relax with “...the value of inner life is crucial...not in the sense her two sons. “I love reading and dancing, and I go on meditation of religion, but more in the sense of stillness, intensives at least twice a year. I of clarity—building up resources of will and heart sometimes swim and wakeboard and integrity. For me this with my kids,” she smiles. is the key to success.” When asked about what excontinues to give the skills so that cites her about the future, Lopez they can be that way. His insights shares, “The foundation has continue to open new vistas of two huge projects right now. The knowledge for me. He just gives cleaning of the Pasig River and and gives and gives. He walks his Bayanijuan. Both excite me. The talk and what he is continues to essence of Bayanijuan is building inspire me as to what I can be.” the country from the bottom She thus defines her concept up—by infusing our successful of leadership as “the ability to indevelopment initiatives in an spire and bring people from where integrated way in communities they are to a consistently better at the ground level. This includes place. It’s finding the gold within education, environment, child oneself and letting that ripple in a care and microfinance. This is all dynamic and heartfelt way, such done in a spirit of Bayanihan— that it builds people and organiza- networking with the government, tions. Leadership is seeing what civic and private sector.” can be...and then going for it.” For the youth, Lopez has this For Lopez, being in touch with advice: “Dream big...Don’t hold the inner spirit also provides an im- back. Pursue your dreams with petus for growth and a instrument will and integrity, with a sense for peace. “My modus operandi of principle and a genuine heart. continues to evolve,” she shares. Living life this way will not only “Right now, I am keenly aware that fulfill you, it will create ripples of reaction and confrontation is not at a better world around you. There all advisable. I am also more and are divine forces, and when there more realizing the importance of is will, integrity and heart...they stillness and clarity—that deciare there. You are never alone.” sions and actions coming from this Asked what is the secret of her space are much more productive. success? “On one level, honest and “To me the value of inner life efficient government, corporate, is crucial,” she continues. “Not in and civic society partners,” Lopez the sense of religion, but more in muses. “And on a deeper more the sense of stillness, of clarity— significant level, my reliance and building up resources of will and commitment to inner growth. This heart and integrity. For me this is is the fuel that drives all things.” the key to success.” And with her charisma and inAs she gratefully acknowlner will, many positive changes will edged in her Triple A acceptance continue to ripple and improve the speech, many individuals have lives of many, as Ma. Regina Lopez played a key role in AFI’s success. continues to inspire a multitude of “It is people that compose the hearts and minds. She is indeed a heart and soul of an organizafirst among equals.

>>“Flying High...” continued from page 48

The Success of AirAsia

Datuk Ir. (Dr.) Mohd. Annas, president of Kelab AIM Malaysia and a former colleague in the civil service has known Datuk Pahamin for more than 15 years. On why Datuk Pahamin was chosen for his post as Chairman of AirAsia, Datuk Annas has this to say: “It may have been his exposure both in the private and public sectors. He is a fine gentleman with sterling qualities: honest and straightforward in his endeavors. If a task is given to him, he sees it through.” While Datuk Pahamin has firm opinions on the topic of accountability, his honesty and humility is readily evident. One would be curious as to what factors have molded his exemplary character. Without any doubt, it must have been his blended knowledge in law, public administration, business management, diplomacy and international relations. The distinct business model adopted by AirAsia is that of the low-cost, no-frills airline, also referred to as budget airlines. It has a different product and market strategy from the traditional and more widespread model of the conventional scheduled network carriers. Its focus is to offer low-price services. As such, AirAsia’s corporate strategy and objectives have a major impact on its cost structure and cost levels. It is self-evident that as an international airline, it sees its prime mission to be a scheduled low-cost, no-frills operator. A key strategic decision is the degree to which an airline focuses on the carriage of freight as well as on the passenger business. AirAsia, one of the pioneers of budget airline travel in the region, has been recognized as one of the world’s most innovative companies by Fast Company

magazine, the only ASEAN brand and the only airline to make it to the “Fast 50” list. Other notable companies include Google, Nike, Facebook, Apple, Disney, GE, BMW and IBM. AirAsia ranked number 43 this year on “Fast 50” list, as announced in the March 2008 issue of Fast Company. The Fast Company editors, Alan Webber and Bill Taylor, (the two former Harvard Business Review editors) described AirAsia as “innovative down to its corporate bones.” It also credited AirAsia for operating costs that are the lowest of any airline in the world, and so are its fares. Previous awards won by AirAsia include “Airline of the Year 2007” by the Centre for Asia Pacific Aviation (CAPA) and the “Best Low Cost Airline in Asia” by Skytrax Research of London. Within a short span of six years, under the dynamic leadership of its Chairman Datuk Pahamin, and the excellent management of its CEO, Datuk Tony Fernandes, AirAsia today flies 90 routes and 47 destinations with a fleet of 67 aircraft, employing 5,000 people. It has ordered 175 new aircrafts in the hope of becoming as big and as profitable as Ryanair in the European Union. (Ryanair was set-up in 1985 and is Europe’s largest low-fare airline today. This year, Ryanair will carry 52 million passengers on 645 low-fare routers across 26 European countries with a fleet of 163 new Boeing 737800 aircraft to be delivered over the next five years. The airline employs 5,000 people.) Innovative Strategies

Recently, while launching the KL-Singapore sector, AirAsia started giving away 300,000 free tickets, 5 cents tickets. and other benefits for its passengers to pay merely RM19 for their bus rides from KL City to KL International Airport. From KLIA, passengers can

almost fly for free to Singapore Changi International Airport. From Changi, the passengers can connect to the world! “Entering the Singapore market was a major coup for AirAsia, which initially had no future in the republic,” says Datuk Pahamin. “Today, it provides the linkage for many travelers from Singapore, and via Singapore to Malaysia and Asia at low fares. “Giving away free seats and dropping fares to very low levels have helped spread the AirAsia brand. Encouraging travelers to book online has allowed many to book seats from remote cities anywhere in the world.” Datuk Pahamin recalls how the brand became synonymous with travel. “AirAsia’s strategy was tactical. It launched the brand and used red as a base coat. Our airline lured travelers by offering thousands of free seats. Low-cost travel was a thing then, and the promoters of AirAsia just knew how to get people excited with its low, at times zero, fares. “Many first timers flew with AirAsia and this speaks of volumes about the airline’s tagline: ‘Now, everyone can fly.’ With AirAsia, Malaysians had the choice of traveling cheap, and it is not a surprise that one planning a holiday would ask: ‘Does AirAsia fly there?’ “AirAsia, as a brand, has gone beyond cities to towns and small villages. Today, it links many Asian cities to Kuala Lumpur. Soon, it will be linking Europe, India and the Middle East to Malaysia. Most passengers think of it as one carrier, but it’s actually a co-branded collection of several, to allow AirAsia to set up hubs in three countries (Malaysia, Thailand and Indonesia).” The ASEAN Open Skies Accord

According to Datuk Pahamin, history will be made on March 30 when the first commercial

aviation agreement between the European Union and US enters into force. “The accord signed at the EU-US summit in Washington on April 30, 2007 will create a single transatlantic Open Aviation Area in place of the existing regime of individual bilateral, between the 27 EU member states and the US. Subsequently by 2009 the whole ASEAN will become open skies. ASEAN airlines can fly to all ASEAN capitals without restrictions.” It is estimated that there will be more than one billion travelers per year before 2015,

“All the best-laid travel plans will unravel, if you should fall ill during the trip. It’s best to keep your prime health with regular exercise and a proper diet. Have health will travel!” with South and East Asia, the Middle East and Eastern Europe identified as the most rapidly growing tourist areas. What is the challenge in improving the passenger experience? “Air travelers today are more technologically savvy than ever, quickly embracing new breakthroughs that enable them to access information both on and off the ground. In a very real sense, passengers can now manage much of their flight experiences from start to fi nish. They have taken the lead in this techno-revolution, with airlines playing a supporting role by implementing more self-service options,” said Datuk Pahamin. As an accomplished father of eight highly successful children, Datuk Pahamin concludes, “All the best-laid travel plans will unravel, if you should fall ill during the trip. It’s best to keep your prime health with regular exercise and a proper diet. Have health will travel!”

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SPOTLIGHT >>“Shazam!” cont. from page 51

Along the Way

Manolet says that his AIM experience taught him the value of hard work; that perseverance and long hours will pay off in the long run. He said AIM taught him the value of prioritizing and of friendships—both invaluable when the time and resources available seem inadequate for the tasks assigned. But also, he says that AIM taught him the value of instantaneous processing, the ability to “give a smart response to unexpected situations when you are flat out unprepared”—surely a skill that must have stood him in great stead in the always challenging world of investment banking. He ends with this: “Finally, AIM has taught me to be competitive. Everything in life is about competition, and you are defined by your conduct and relative rankings in this competitive world.” From working, he says he has learned three important lessons. First, be sincere and honest as “Even while on earth, you will always come face to face with life’s reckonings.” Second, to be solutions oriented as “clients will always have their own unique requirements.” Third, he says you must “surround yourself with good people and be responsive to their own needs (and this is very difficult). In ING Manila, I introduce our team by saying that these are the people who do the real work and I am here to sign their vacation leaves.” He says his own particular management style is one that relies on teamwork and consensus building. “Buy-in is the single most important factor for people motivation, performance and collective accountability.” He says that he tries to lead by example and that “it is important that people see that you are willing to make hard decisions when necessary.” He says “a leader sets himself apart by being able to create or 54

present a vision to his team, and is able to provide the inspiration to get the work done.A leader is also able to challenge others to rise and develop into leaders themselves.” When asked about who he would consider his ideal manager, he betrays his interest in comic books by invoking Captain Marvel, who with one magic word SHAZAM absorbed the wisdom of Solomon, the strength of Hercules, the stamina of Atlas, the power of Zeus, the courage of Achilles and the speed of Mercury. “Very few individuals possess several outstanding traits in combination and they normally stand out for their individual ‘one moments in time.’ But I do respect Gandhi for his ability to generate buy-in for a whole nation; Abe Lincoln for his fortitude to make hard decisions in a time of crisis; Napoleon Bonaparte as the master of timing and opportunity; Steve Jobs for leading a team that made sustained creativity a science and a passion; Jack Welch for being remembered as the CEO of the best managed company for a long, long time, and finally my parents for giving me the DNA and values and having successfully managed the tough business of raising a decent family.” Looking Forward

For those in AIM who look forward to embarking on their own journeys in the near future, he has this to say: “Hard work is a great ethic— there are no shortcuts to real success. Prioritize the learning/ training over pay and accelerate your learning curve. Practice teamwork- there is no such thing as a single indispensable superstar. Never sacrifice the values that your parents taught you: Pray, and pray always—you can do your darn best but results will always be up to God; find the opportunity to help others—share your success and the well will never dry up...and finally, have fun while you’re doing it.” He says that when he is

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hiring, he looks for the school background, the grades “as there is a high correlation with the technical competency”, good personal references and “hunger as seen in the eyes.” Drive and motivation are key, he says. He continues to be excited about and engaged by the challenges of the future. He sees the crisis that was touched off by the sub-prime problem as presenting challenges “in terms of redefining business models, risk and liquidity management and product suites.” He counts off technology; “AIM has taught me to be competitive...and you are defined by your conduct and relative rankings in this competitive world.”

the changing retail environment especially as it is affected by mobility and access; and the new opportunities in asset and wealth management as factors that will change the landscape of the business he is in. Finally, he believes that “mergers and acquisitions will provide continued excitement.” He points not just to increases in size but also to extensions of the product portfolio, with some institutions offering a full portfolio of financial products (banking, insurance, wealth management, etc.) through a single distribution channel. He puts five things at the forefront of management attention for the next five years: talent management, leadership and change management, values, effective strategy execution and succession planning. As to AIM, he says he hopes that, however the MBA program changes, the WAC is kept as it helps develop analytic and synthesis skills. He also believes accounting is critical for the development of logic. Renewing

Manolet believes that keeping on top of the game is important. First and most importantly, he says that one should love the work and ‘wear the skin’. “A priest

doesn’t say: I have a 9 to 5 job, Mondays to Friday and weekends I’m something else.” Second, he says there is no excuse for not keeping in touch with what is happening. Third, he advises fomenting ‘an atmosphere of sharing and communication.’ “A lot of great ideas come in half-baked spurts and team communication lets you connect the dots.” He says that challenging other people keeps him challenged and that mentoring and coaching are probably the toughest demands on good managers. All of this, of course, requires superhuman abilities, especially when there is also a family to take care of. He says he is blessed with a great wife and children who are very supportive. “They tell me how sloppy I look on TV but nevertheless provide me with the affection and emotional support that drive the stress away.” He says he keeps himself sane by “finding meaning in my work—whether it’s the thrill of the hunt, being with a satisfied customer, developing my employees, helping my country, and/or a combination of the foregoing.” To relax, he watches movies with the family, reads and goes out to listen to good live music. His hobbies also include miniature modeling and comic books. He loves art and has a collection of Onib Olmedo paintings that he is justly proud of. He calls his sports the plebian B: badminton, billiards and basketball. His list of favorite books include The Iliad by Homer, The Lord of the Rings by J.R. Tolkien, Bullfinch’s Mythology, Barbarians at the Gate, The Guns of August by Barbara Tuchman, and The Jungle Book by R. Kipling—a fairly eclectic collection but one that speaks of a man who is fascinated by how things came to be and how people and civilizations work. Perhaps he doesn’t even really need to utter the magic word, SHAZAM!

Messages to the Professor Emeriti The January-March 2008 issue of the AIM Alumni Leadership Magazine paid tribute to the six professor emeriti of AIM. Here are messages to them from the AIM Alumni Community.

I take this opportunity to thank you all. Your guidance and support during my two years at AIM has immensely helped me to build a successful career. I pray to God to give all of you a very healthy, happy and peaceful life. Surendra Joglekar, MBM 1973 My favorite professor was no other than ‘Mr. Strategist’ Gabino Mendoza who mostly taught me everything in the classroom. His overtures, body language and OCP (outside the case room participation) with him became the source of inspiration for me. May he live long! Shaikh Muhammad Ali, MBM 1995 To Prof. Vic Lim, my best regards. May God give you health and long life, so you can transfer your useful knowledge and experiences to everyone! Gatot Sugiono, MM 1998 We can never forget our professors—the time they took to groom each one of us into today’s business leaders. I don’t think we can ever repay what you have done for us. We pray for your long life. Kaiser Naseem, MM 1984

Our batch, MBM73, was indeed very blessed to have interacted with all of the six of you, in the AIM corridors and case rooms where you refereed the verbal jousts of the members of our animated class...or even tolerated our repetition of case facts... or tortured us through those WAC nights with those deceivingly simple cases...they were “fun” days...you have helped mold and make us what we are now. Thank you for imparting wisdom, imposing discipline and making a difference in our lives. Perpetuo de Claro, MBM 1973 Triple A Awardee Some of the best teachers in the world have contributed to management lessons at AIM. They articulately and earnestly challenged graduate students during the caseroom discussions and MRR presentations all the key points of management strategy, corporate values, business development, leadership styles and situations. Students of all backgrounds have learned from the experts’ personal anecdotes, accessible guidance and sage advice. Distinguished Professor Emeriti Gabino Mendoza, Felipe Alfonso, Victor Lim, Francisco Bernardo, Jr., Roberto Lim and Meliton Salazar so ably lead the forefront of teaching expertise at AIM. Their teaching captures the fundamental essence of what the faculty collectively teaches future managers of Asia and beyond.

Malaysian alumni are very passionate with Gaby and Felipe simply because of their frequent visits to KL either for teaching assignments or speaking engagements at management and business conferences. No matter how busy and tight their schedules, there would be windows for them to meet up with the Kelab officials and former students. They were tough nuts to crack at the caserooms and during MRR defense but the best of friends once we have graduated!

“...you have helped mold and make us what we are now. Thank you for imparting wisdom, imposing discipline and making a difference in our lives.” This is a wonderful post-AIM learning on management and organizational studies whether young or old, regardless of profession. Gaby, in particular, has expertly crafted some of his lively commentary on Asian leadership, from both a practical and theoretical perspective, into an easy and extremely relevant work that can be applied to business performance. He is a great management guru of our time! Haji Zulkifly Baharom, MM 1989 KELAB AIM Malaysia

Continue the good works you have done. You have been a big boost to prepare us in this dynamic, globally competitive and fast-changing business environment. You were considered great mentors to the young minds of your students. Hope you will continue to share your knowledge and expertise for many more years. Emmanuel de Vera, SFP 2006

I enjoyed Prof. Bobby Lim’s Sources and Uses of Power (SUPER) course. I have used his techniques many times in my life after AIM. I had one very good day in AIM. That was the day when Professor Mel Salazar allowed me to do the Michael Porter analysis for a case. I was allowed to present my slides for the first 20 minutes, and then ran the case like he would. I stood in front of the whole class and he just sat like a student and watched while I ran the show for an hour or so. In the end, I was almost shivering, but he warmed me up with such kind words. He just said, “Maybe you should take up teaching as a career.” That was very heart-warming to someone who had been out there alone in the middle listening to various students saying so many varied and sometimes caustic viewpoints about the case and its analysis for about 60 long minutes. Shasank Kalyan, MBM 1997 Gaby Mendoza was the man who directed my thesis. The sleepless nights, the uncertainty of it all , the blood, sweat and tears. My knees were shaking at the presence of Gaby. But somehow Gaby’s presence gave me the motivation to try harder and push my boundaries. Gaby, the exact discipline of reading, questioning, exploring and hard work which you have inculcated, which I applied when I studied law in Australia. And I succeeded. What more can I say, you are the man. Maria Lourdes De Guzman, MM 1985

For Vic Lim: You have inspired me. Your leadership not only as professor but as a mentor who inspires almost imperceptibly and as naturally, is a quality I am sure that many in AIM shared from you and shaped the development of their own lives and careers, whether admitted or not. For Gaby Mendoza: You pushed your students to their limits and challenged their minds, imagination and emotions. You taught them that a manager should be committed to the soundness of his position which he can defend at all times. Bobby de Castro, MM 1980 The formidable presence of Professor Gabino Mendoza and Professor Meliton Salazar for many years in AIM will be felt for the next 40 years. Norman L. Goss, TMP 1985 What makes them tick? They have all the understanding heart and listening mind! Gabrielito Garcia, MDM 1994

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Messages to the Professor Emeriti

Let me share with you a little story about Prof. Vic Lim. Our dear Prof. Vic Lim was appointed vice-chairman of the Board and president of PASAR Corporation (the company where I am employed today) in 1993. He held this position until 1998 when a new president was appointed and Prof. Vic Lim was elevated to chairman of the

board of PASAR Corp. In February 1999, Prof. Vic Lim was appointed interim president of PASAR Corp. prior to its eventual privatization in June 1999, to ensure a smooth turnover to its new owners. Prof. Lim hired me as senior manager of PASAR on April 15, 1999. PASAR had just had a labor strike on April 6-9, 1999 and I was tasked to handle Industrial Relations Department, a newly created function, to restore industrial peace and harmony.

confidence I got along with it. Indeed, we were taught how to learn and re-learn, and this was the beauty of it all. Indeed, we think differently than others, most of the time we are left alone standing with our ideas, but when the smoke settles, we still remain standing and become more valuable to the company we work for as each day passes. Prof. Vic Lim, who was my MRR adviser, advised me, during the last days we had at AIM, to be patient, and to concentrate on small victories, and to do your very best, and that’s exactly what I did, and I am happy with where I am today. In short, I am where I am today because of so many things, my AIM education playing a major role in it. But without the help of Prof. Vic Lim in hiring me in PASAR, I wouldn’t be where I am today. I owe it to him. I finally got in touch with Prof. Vic Lim through email in July 2005 and thanked him for all that he has done for me. I was in tears while I was typing my email to Prof. Vic Lim, tears of gratitude. I am very grateful to all of those who have touched my life for the better, to Prof. Vic Lim, especially, who is my idol in green barong, matching green pen ink, and green car. J. Paul R. Tan, MM 1998 Prof. Mel, on my way to migrate to the US, I stopped by your office to bid adieu. I clearly remember your words—“Good luck Lorna. The next time I see you, you’ll

I am very grateful to all of those who have touched my life for the better, to Prof. Vic Lim, especially, who is my idol in green barong, matching green pen ink, and green car. Prof. Vic Lim left PASAR after a smooth turnover to the new owners in May 1999. Today, I am asst. vice president of Human Resources Management and Community Relations and was promoted to this position in October 2002. What I found out is that wherever I am assigned or whatever task I am assigned to, even in fields not related to my college degree, (I am a chemical engineer but now handling HR & ComRel), I can contribute to making that department a better one than it was before, or even starting from scratch. My advantage among all the other officers and managers of this company today? My AIM MM degree, and the self-


A I M A LU M NI LEA D ERS HIP M AGAZIN E April to J u n e 2008

be vice-president.” That motivated me more than you know. You’re the reason why “strategic” means so much to me not just in my career, my clients, and my personal life. As a management consultant and executive coach for SME’s in America, I have become VP many times over. Thanks for the inspiration. Lorna Runkle, MBM 1983 On the day of our graduation on May 19, 1974, some of us met Prof. Mel Salazer at the AIM dorm. He told us that AIM could

not teach you two things: one, intuition, and two, common sense. It is still fresh in my memory. Komandur Srinivas, MBM 1974 For Gaby Mendoza: Famous for his “Soooo?”—always challenges ideas and opinions! He is one of the greatest professors I had in AIM! Julius Rommel Tiples, MBM 1997 Prof. Mendoza is in a league of his own. His style forces the students to think deeply, organize their thoughts, and have relevance and sense in what they say before they start speaking. MBA 2008 student I have no words except “fabulous” for Prof. Mendoza. He is what I call “crème de la crème” faculty. The manner in which he conducts discussions is awesome. He is one of the rare guys who brings out the fact that case discussions can be a powerful tool of learning. MBA 2008 sudent ERRATA January-March 2008 issue. Page 5, News, paragraph 7 should have been “Mr. Roberto de Ocampo, Executive Director...and former AIM President.” Page 16, ”Remembering Bob,” Mayo Lopez is “MBM’70” not MBM’71, and the message from the MBM’74 class was written by Marilyn Juliano-Luciano.

My Dad, My Teacher S T E L L A

M A .

M E N D OZ A ,


1 9 92


Y EXPERIence of Gaby Mendoza the teacher is probably very similar to that of every one of his students, with the only difference being that he is also my father. I was Gaby’s student in SY 1991-92 as a student of Development Management. Actually, he only taught our class twice—both times teaching country management cases. But like most of his students the impression he made on me as a teacher was lasting. Apart from the obvious benefits to my professional development, I was curious to study at AIM to get to know my father in a different setting. I found out that he is essentially the same man I know at home. Like most of his students I enjoyed his classes but unlike most, it was for a personal reason. I raised my hand often so I could hear him address me as “Ma’am!” The novelty of that wore off fast as the questions got harder to answer. From the very beginning of his class you know he is a teacher to reckon with. There is no pandering, no attempt to grandstand or to impress the class—just that hard drive he has to get us to think, think, and think some more. I recently had the honor of watching my dad teach again. He is the same teacher now as he was then, the mind just as sharp. At the end of a very

strenuous debate, the students practically begged him at the end of the class—“But Sir, what is the answer to the case?” And in Gaby fashion, he said, “I don’t know.” “But you are the teacher!” was the surprised rejoinder. “That doesn’t mean my answer is better than yours.” That’s Gaby as a teacher—

He has the consistency of a man of integrity, the discipline of a lover of learning and the curiosity of a natural born student of life. My father is a great teacher, because he is a great student.

he challenges you, but he respects you and expects you to have an opinion. You gain a certain independence as his student, and I did as his daughter. And as a daughter, I have the same security and comfort that his co-workers in AIM do that this is someone who will always work and fight hard for the common interest (in my case, my interests) and not just his own. But I suspect he lets me get away with a lot more mischief than he ever did let AIM. He has the consistency of a man of integrity, the discipline of a lover of learning and the curiosity of a natural born student of life. My father is a

great teacher, because he is a great student. I expect the habits he developed as a young teacher are the same he cultivates today. He prepares assiduously, never teaches a class the same way twice, and is always ready to teach new subjects. The greatest adjustment he’s had to make in his later years was to be excluded from teaching the degree classes. I feel sorry for those students who can still benefit from his teaching but are denied the chance. I may not have sat in as many classes with my dad as my teacher as his other students had, but he has been my teacher all my life. That makes me the luckiest of Gaby’s students.

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Whatever amount you choose to give as a gift, annual donations to the AIM Alumni Fund for Scholarships will be pooled together to allow deserving individuals to study at the Asian Institute of Management and earn a master’s degree. Scholarships shall be given to talented individuals who would otherwise be unable to undertake the program because of financial concerns. Your continuing help and involvement as a graduate of AIM will help your school make positive changes and growth possible, increase diversity in the case rooms and contribute to the education of exceptional individuals who we hope will be at the forefront of the shaping and reshaping of a new and exciting Asia. Be AIM’s partner in expanding and growing the number of the best and brightest AIM scholars. Give to the AIM Alumni Fund for Scholarships. To make a donation now, send an email to aimalumni@aim.edu.

Profile for AIM Alumni Publication


of Excellence Celebrating in Management Education APRIL-JUNE 2008 | VOLUME 3 ISSUE 2


of Excellence Celebrating in Management Education APRIL-JUNE 2008 | VOLUME 3 ISSUE 2