Un saludo muy cordial,
Santiago Iñiguez de Onzoño
Decano.

Technorati Tags: IE Business School, Instituto de Empresa, MBA blog, MBA, ExMBA , Santiago Iniguez

Listas para que cada uno arme su propia aventura, en las secciones de ManagemenTV hay opciones de "killer management" hasta ideas para el "after office". "Entretenimiento inteligente, universalidad en sus contenidos y accesibilidad absoluta fueron los principios que guiaron la rigurosa selección de programas que incluye la grilla de ManagemenTV - además de requisitos insoslayables como excelente producción, inmejorable estilo, un toque de irreverencia, y la más absoluta seriedad", señaló Tristán Barreiro, gerente general de ManagemenTV, quien agregó que el canal estará presente en toda Latinoamérica, con una señal en español y otra en portugués.

HSM aplicó todo el know-how adquirido y el feedback de su comunidad global de clientes para hacer de ManagemenTV una propuesta netamente diferenciada, que muestra que el mundo del management no es tan estrecho como el imaginario colectivo lo dibuja. Más información en www.managementv.com.

The global ranking is based on criteria that include the degree of internationalisation of the participating business schools, professional progress and salaries of graduates three years after graduation, international projection of the programmes, levels of diversity among the student body and faculty, and the extent to which students’ and corporate clients’ expectations are met.

IE Business School shapes leaders that promote innovation and change in organisations, equipping directors with an entrepreneurial mindset that generates employment, wealth and social wellbeing. Recognised as one of the world’s leading business schools, IE Business School has an urban campus in Madrid and a faculty of more than 400 professors who teach students from 73 countries on its master, PhD and executive education programs. IE students use innovative online and presential learning formats, including the IE Communities platform where they exchange knowledge and experiences with 35,000 IE graduates that currently hold management positions in some 85 countries.

While a number of business schools in India and across the Asia Pacific region will still accept students straight after their first degree, a growing proportion of top MBA programmes around the world insist on a significant level of hands-on experience in the workplace.
Melbourne Business School, Australia and Thunderbird, The Garvin School of International Management, USA, for example, look for a minimum of two years professional experience. IE - Instituto de Empresa, Spain and Cass Business School, UK, specify three years, while at Ashridge, UK, the minimum specification is five years previous work experience.

One of the main reasons schools now insist on this level of experience, is the expressed preference of recruiters for individuals who can ‘hit the ground running’, as soon as they graduate from an MBA programme. According to the latest TopMBA.com research from the organisers of the QS World MBA Tour, which surveyed more than 500 employers in more than 30 countries, over 50% of potential employees of MBAs look for candidates with at least a year’s prior work experience. Only around 8% of organisations are willing to look at individuals who have clocked up less than a year’s experience before embarking on their MBA studies.

However, this pressure from recruiters is only part of the reason behind the drive for experienced students. Sandeep Gupta worked for major companies such as Cadbury Schweppes and Siemens before studying at Cranfield School of Management, UK. He believes prior work experience plays a key part in getting the most out of the MBA experience: “Sitting in the classroom, during a case study discussion, it’s easy to identify with the characters involved because, more often than not, you can see a similarity between what you have experienced in the past and what the case study depicts.” He continues, “However, since you are now sitting outside the workplace, you can see the situation with a more neutral perspective and can identify who could have done what to produce a different outcome. There’s also an element of glamour and awe associated with words such as ‘vision’, ‘strategy’ and the like, which are used liberally on an MBA programme. These words have little meaning unless you can fit them into the bigger picture. And the only way you can do that is through prior practical experience.”

Sandeep Gupta’s view is shared by another Indian MBA, Rajesh Kothari, who studied at IESE, Spain after six years working in the financial services sector at home. “I found my work experience was invaluable to me on the programme. Making a real contribution to classes is extremely important – this most certainly isn’t the sort of study where you just politely sit and listen. When you want to make a point in class it definitely helps if you can draw upon previous experience and if you don’t have it, it really shows. The case study approach offers a very practical form of learning and the ability to draw upon six years in the workplace was a major bonus.”

Source: www.TopMBA.com

Five months of networking, still no new job
You're doing all the right things to land a great position, but aren't getting anywhere. What's wrong?
By Anne Fisher, FORTUNE senior writer
May 17, 2006

(FORTUNE) - Dear Annie: Is it really true that senior-management jobs are more often found through networking than by any other means? I'm skeptical, because it just isn't working for me. I'm in charge of international marketing for a division of a large global company. In the aftermath of a merger last year, my job is less interesting than it used to be. I'm ready to move on, and since January I've been doing everything the networking experts recommend: going to conferences, heading up a trade-group committee, getting in touch with former colleagues and other acquaintances to hear the scuttlebutt about possible openings, etc. But so far, nada. What do you think?
-Net Zero

Dear NZ: I think you haven't given it enough time yet. Five months may seem like forever when you're anxious to make a change, but networking your way into a senior-management position may take longer.

A few statistics: ExecuNet, a career-services network for executives earning $100,000 a year or more, reported in its latest annual survey of the senior-management job market that 70% of human-resources chiefs say they rely heavily on referrals and other networking contacts to find candidates for executive job openings, which are almost never advertised anywhere (on job boards, for instance).

Doing all the right things, as you have been, puts you out ahead of most of your competition. The ExecuNet poll shows that, while 84% of senior managers agree that broad networks of personal and professional contacts are crucial to success, just 19% say their own networks are in "excellent" or "very good" shape.

"Networking is time-consuming," says ExecuNet president Mark Anderson. "But sooner or later, the payoff will be there, and probably when you least expect it."

Anderson recommends that everyone - not just people who are currently seeking a new job - spend at least one hour a week getting to know peers at other companies, going to work-related social events, or even meeting new people through volunteer work.

"Over the course of a year, just one hour a week adds up to a full workweek of effort, and you'll be amazed at how many new connections you've made," he says.

Anderson speaks from experience. Some years ago a friend from an old job told him about ExecuNet, and he started looking into it. Later the same year, Anderson went to a Stanford alumni luncheon and got to chatting with ExecuNet CEO Dave Opton. The two hit it off, and Opton eventually hired Anderson.

"I got this job through two different networking events that were six months apart. It's not always quick," he notes.

"People tend to attribute a promotion, or a great move to another company, to luck, or to being 'in the right place at the right time.' But far more often, it's the result of networking," Anderson adds. "The more people know who you are and what you're good at, the 'luckier' you're likely to be." So hang in there.

Madrid, April 2006. Students from the IE Business School International MBA programme have won first prize in “Cerebration 2006”, the international business plan competition organised by NUS National University of Singapore.

The winning team comprised Michael Cole from the US, Mohammed Al-Menifi from Kuwait, and Deepanjan Mukerjee and Kapil Jhindal from India, all currently studying the IE International MBA. Click here to see the team. Cerebration is an annual business plan competition, designed to promote the internationalisation of companies in Singapore.

This international success comes on top of last year’s achievements in Singapore, when a team of MBA students from IE were awarded second prize in “Cerebration 2005”, and IE students obtained the first and second prizes in the 2005 and 2006 editions of the “Innovation Challenge” organised by Thunderbird. “These international prizes evidence the high level of our MBA students as they compete against teams from the world’s leading business schools,” says Gonzalo Garland, Director of External Relations at IE.

“Cerebration 2006” attracted 641 teams of MBA students from 117 business schools and universities in 31 countries. The six finalists were from IE Business School(Spain), Kellogg School of Management (US), HEC Montreal (Canada), RSM Rotterdam (Netherlands), S.P. Jain Institute of Management and Research (India), IUJ Business School (Japan) and Sailesh J. Mehta School of Management (India).

LONDRES, 10 abr (AFP) - "El Bulli", un restaurante del noreste de España fue elegido el mejor del mundo el último lunes, por la segunda vez, ganando el prémio de los 50 Mejores Restaurantes del Mundo, en ceremonia realizada en el Museo de Ciencias de Londres, que reunió la élite de la gastronomia mundial.

1 El Bulli, España (Ferran Adrià, foto)
2 The Fat Duck, Reino Unido
3 Pierre Gagnaire, Francia (Elegido por los chefs)
4 French Laundry, EUA (Mejor restaurante de las Américas)
5 Tetsuya, Austrália (Mejor restaurante de Austrália/Ásia)
6 Bras, Francia
7 Restaurant Le Louis XV, Mónaco
8 Per Se, Estados Unidos
9 Restaurante Arzak, España
10 Mugaritz, España
11 Can Fabes, España
12 Nobu, Reino Unido
13 Gambero Rosso, Itália
14 Gordon Ramsay, Reino Unido
15 Restaurant Alain Ducasse, Francia
16 Jean Georges, Estados Unidos
17 Le Cinq, Francia
18 Daniel, Estados Unidos
19 Oud Sluis, Holanda
20 Chez Panisse, Estados Unidos
21 El Celler de Can Roca, España
22 L'Astrance, Francia
23 Hof van Cleve, Bélgica
24 La Maison Troisgros, Francia
25 L'Atelier, Francia
26 Charlie Trotter's, Estados Unidos
27 Le Gavroche, Reino Unido
28 La Colombe, Sudáfrica (Mejor restaurante de Oriente Medio/África)
29 Enoteca Pinchiorri, Itália
30 Rockpool, Austrália
31 Le Calandre, Itália
32 Le Bernardin, Estados Unidos
33 Noma, Dinamarca
34 Restaurant Dieter Muller, Alemania
35 St John, Reino Unido
36 Hakkasan, Reino Unido
37 Martin Berasategui, España
38 Le Quartier Français, Sudáfrica
39 Chez Dominique, Finlandia
40 L'Ambroisie, Francia
41 Die Schwarzwaldstube, Alemania
42 Dal Pescatore, Itália
43 Bocuse, Francia
44 L'Arpège, Francia
45 Gramercy Tavern, Estados Unidos
46 Bukhara, Índia
47 De Karmeliet, Bélgica
48 Oaxen, Suécia
49 Comme Chez Soi, Bélgica
50 D.O.M., Brasil

This course is aimed at alumni who are interested in gaining an insight into the world's fastest growing economy and in learning more about trade relations. Sessions will be led by professors from Fudan University, IE, entrepreneurs and representatives of institutions in the field of commerce. Participants will also have the opportunity to visit companies based in Shanghai. Participants will also be invited to take part in a guided tour on Sunday, May 28.

When?: From May 29 to june 2
Where?: Sessions will be held at the Fudan University campus (http://www.fudan.edu.cn)
What are the course fees (per person)?:
Associates: â?¬350
Non-associates and guests: â?¬450
Fees include course literature, transfer by bus from
the hotel which we suggest to the university and companies, coffee breaks, luncheons, and the guided tour on the Sunday before the course starts. It does not include accommodation or air fares, although the Alumni Association can provide information on hotels and flights.

Don't miss this opportunity! Register now!

Further information:
alumni@ie.edu / victoria.gimeno@ie.edu

Tim Beyers: Paul, thanks very much for making time today. Before we get started I'd appreciate it if you'd give us an introduction to what you do and how you do it.

Paul Saffo: Sure. I am a long-range forecaster.

Tim Beyers: What does that mean, exactly?

Paul Saffo: I don't predict; rather, my focus is about understanding uncertainty and translating uncertainty into a meaningful view of what may lie ahead. The Institute is a 35-year-old research foundation dedicated to long-range forecasting and, in particular, the intersection of technology and its impact on society. So, I do spend a lot of time looking at technology, though it is not my exclusive focus.

Buenas tardes a todos,

Como sabéis, el pasado jueves tuvo lugar el Venture Day en el IE http://ventureday.ie.edu/ , (día del Emprendedor), iniciativa que empezó a tomar forma hace más de un año y que pretende convertirse en los próximos en el referente motivador más importante para nuestros estudiantes emprendedores, con la organización para ellos de la competición de planes de negocio cuya final se celebró en la mañana del Venture Day, y punto de encuentro de inversores, ex-alumnos empresarios y otros grupos afines al espíritu emprendedor.

Durante la mañana se celebró, como adelantaba, la final de la Competición de Planes de Negocio del IE, en la que los 10 proyectos que alcanzaron dicha jornada, tras quedar por el camino en las distintas fases previas más de 120 proyectos candidatos, presentaron y defendieron sus propuesta ante más de 100 personas entre los que destaca la asistencia de más de 40 inversores y otros tantos empresarios así como nuestros alumnos, tanto los que se gradúan ahora como los que acaban de empezar, que pudieron comprobar como a lo largo del año, que estos últimos afrontan ahora, en el IE pueden dar forma a sus nuevos proyectos empresariales e incluso darlos a conocer a la comunidad empresarial e inversora.

Finalmente, tras una difícil deliberación, el comité de expertos, formado por empresarios y profesionales del Capital Riesgo, decidió felicitar a todos los finalistas aunque como en toda competición hay que elegir, por lo que seleccionó como ganador de la Competición Lease Plan al Mejor Plan de Negocio del año al proyecto de los alumnos del Executive MBA Jorge Martinez y Carlos Ramirez llamado â??TU PLAZAâ?�, cuyo enfoque pretende dar solución a los problemas de aparcamiento en las grandes ciudades dando uso a las plazas de particulares no ocupadas durante los días lectivos, siendo su principal aportación, aunque no la única, el diseño de un mando a distancia de alta tecnología que permite solventar los principales problemas que otras empresas no lograron resolver al adentrarse en este tipo de negocio. Vaya por delante nuestra felicitación a los alumnos y el deseo de éxito en su iniciativa.

Por la tarde, el Venture Day subió de nivel si cabe, y tras un almuerzo entre inversores y emprendedores, en el que muchos proyectos tomaron contacto para profundizar en las próximas fechas, Martín Varsavsky inició con su ponencia sobre su última iniciativa emprendedora (http://es.fon.com/ ) una ronda de paneles de discusión sobre temas tan actuales como "Venture Models For The XXIst century", "Opportunity Recognition & Evaluation", "Fundamentals of Fundraising" fueron centro de atención de los asistentes.

Al final de la jornada, varios medios de prensa y más de 300 personas circularon por los diferentes actos, y no fueron pocos los gestos de felicitación por el resultadoâ?¦ que como todo fue fruto del trabajo de muchas personas, por lo que desde el Dpto. de Creación de Empresas queremos trasladar nuestro agradecimiento a todas ellas, que nos han ayudado para que este primer Venture Day haya sido un éxito, especialmente agradecer a Carmen Corrais, la paliza que se ha pegado, Beatriz Serena, por su paciencia y organización, Gonzalo Martínez, Fernando Vigón, Dpto. de Mantenimiento, Informática, Planificación, Comunicación, y como no gracias a los tutores del Dpto. de Creación de Empresas, sin cuyo apoyo nunca sería posible, y a Diogo Lemos, coordinador del VDâ?¦ como veis, el resultado ha sido trabajo de todosâ?¦ muchas gracias a todos, y disculpad si me olvido de alguien en concreto.

Finalmente decir que el resultado de dicha jornada, nos hace empezar a pensar llenos de ilusión en el VENTURE DAY 2006, como el nuevo escaparate del espíritu emprendedor de nuestra escuela.

De nuevo, muchas gracias a todos.

Dpto. de Creación de Empresas
IE Business School

Business Schools: America x Europe
James Tatum
previous student of Dartmouth College and MBA IE Business School.

As an alumnus of both the American school system, namely Dartmouth College, and the MBA program at Instituto de Empresa perhaps I can provide a shareholderâ??s view to this fascinating conversation between the Deans...

When deciding on a business school to attend, there are some striking visual differences one gets immediately upon viewing schools on either side of the Atlantic. The two schools I most heavily considered in the United States were Tuck, the business school of my alma mater, and Kenan Flagler, the business school of the University of North Carolina, located in my hometown of Chapel Hill. Both are impressive to behold in person. Kenan Flagler sits atop a hill, overlooking the valley that is home to the Dean E. Smith Center, the Santiago Bernabeau of North Carolina where basketball is a religion. Nestled among soaring pines Kenan Flagler is a castle built of the red brick so often seen in North Carolina. Tuck, with its columned façade, is the regal exclamation point at the end of short lane (appropriately named Tuck Dr.) lined with some of the older buildings of a College that predates the very nation it sits within. The dark rich browns of the woodwork within seem forged by the history of schoolâ??s lengthy prestige. The impression is captivating in a country where so few things arenâ??t intended to impact their newness upon an observer.

In contrast European business schools look like charming places of business rather than castles in the kingdom of Business. One need not read the fine print of admissions literature to note a resource difference. In weighing the pro and cons, one quickly notes the greater diversity of programs and students in a European MBA to counterbalance the resource disparity. But additionally, and perhaps more importantly, the newness of the European MBA programs leave them unshackled by the weight of historical customs and the sometimes burdensome allegiance to tradition that we Americans are so quick to criticize in Europe. European programs are much faster to innovate. European schools borrow heavily from their American counter parts, but also from a larger bag of ideas, be they derived from national traditions or wholly new ideas. Changes in the curriculum, the length and structure of the program, the way disciplines are taught, the composition of the student body, et al. happen with a frequency and depth that an older institution would find unsettling. The rapid improvement of European MBAs is a testament to the value of this ability to innovate and evolve quickly.

There are differences within the student culture that color the educational experiences as well, and here I am somewhat reliant on my close friends matriculating at MBA programs in the United States. The most relevant is the greater comradery and degree of collaboration among students in a European management program. It is hard to determine the exact cause of this difference. Certainly, the more aggressively competitive culture of American business plays a role. But what most impressed me about European business schools was the active manner in which the students seek to gain from the differing experiences of their classmates both within the classroom and after the books close. This active integration exponentially enhances the value of diversity and provides an understanding and skill set I am not convinced are matched in an American program. Perhaps the greater diversity of European MBA programs attracts students predisposed to maximize the range of experiences and viewpoints of their fellow colleagues.

The relationships between the alumni and the institutions differ as well. Alumni of European programs maintain an interest in their programs. There are efforts to manage the brand and the ranking is closely followed, but mostly it is a passive relationship. Alumni of American institutions are more like citizens than former students. They actively seek to improve and defend the school either through donations of time and money or through constructive criticism. Brand management plays a role here as well, but beyond that there is a sense of connection to the great people of the past, present and future that walked those halls and an onus to uphold the institution. The ramifications of this extend beyond alumni giving and affect networking, job searching, and the image of the school within the business world. Is this a function of time or can European MBAs quicken the development of this bond between alumni and school?

Much has been said to whether America and Europe are convergent or divergent Western ways of thinking. There is concern on both sides as to where the meeting point may be or whether a schism might reduce the ability to borrow from each other. As someone with a vested interest in each, I would prefer a model more akin to a double helix, closely and intricately linked but forever distinct.