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junho 20, 2008 Follow the MBA experiences of Remy Carera, a French MBA student at IE Business School in Madrid, Spain. Each month Remy writes about his MBA experience, a great reference point for anyone considering an MBA. What is life actually like on an MBA course? How do people get themselves onto and through a course at a top business school? What can you learn from reading the experiences of others?
I’m originally from France, where I lived most of my life in a town on the French-Swiss border near Geneva. Much as I loved living in France, I felt the need to broaden my horizons both professionally and personally speaking, so on completion of my degree in mechanical engineering studies I headed to Sweden to specialize in solar energy engineering in a place that makes up for what it lacks in sunlight with boundless imagination and knowledge! This decision wasn’t just a case of realizing how important all the energy issues could be in the near future, but also of wanting to gain a better overview of technologies and their implications. Hence I did my MSc. in Sustainable Energy Engineering at the Royal Institute of Technology (KTH/RIT) in Stockholm. I then had just enough time for one last fling with “solar” energy in the form of a masters thesis at the Federal Polytechnic School of Lausanne (EPFL), before ending up in Brussels working for a leading European technology consulting group. To give you a brief idea of my professional background, my work over the past years has consisted of creating, developing and structuring an energy team. The team, which was dedicated to providing innovative solutions and services in the fields of energy efficiency, sustainable energy production and on-site continuous energy management strategies, rapidly grew from two to eight consultants, and that’s when I found myself wanting a deeper knowledge of management. Meanwhile, explicit signs of a booming market have led me to believe that I am going to see a growing demand among my clients for expertise in the field of energy. At the same time, there is a distinct lack of qualified people and experienced managers in this sector. Hence the decision to take an MBA program. I needed to learn, understand and assimilate the best management skills available, and I needed to do it in the near future or the opportunity would pass me by, and I knew I would regret it for the rest of my life. Personally, I strongly believe that the added value of an MBA program is particularly noticeable if it is from an outstanding school of management. Hence I did the same as most of you, I looked at the FT rankings and compared fees, minimum GMAT scores, deadlines for submissions, etc But by far the most useful thing I did was to meet alumni from these schools. It really helped me to understand the areas in which one or another school was better. We all have different reasons for applying to one school in particular and that is why it is very important to understand what you expect and how a certain school can meet your needs. IE Business School has a reputation for being the world’s best school for entrepreneurship and the most international in terms of number of nationalities on campus. That was exactly what I was looking for. One of my bosses had done his MBA there a few years ago and he confirmed this for me. He also advised me specifically to contact the Centre for Eco-Intelligent Management at IE, because they offer the kind of courses I was seeking. Moreover, my partner is Spanish and improving my Spanish was one of my priorities. So all in all my first choice of school was a given. I think that’s what it boils down to, making the right decision for YOU. And if the first few weeks are anything to go by, it would appear that I have got it right!” Remy Carera, International MBA Student 2008, IE Business School 
maio 25, 2008 This informal gathering will give you the opportunity to find out more about: If you would like to attend this Q&A Happy Hour, please register for this event at www.ie.edu/events Date: June 5th, 2008 Kind Regards,
maio 23, 2008 O próximo evento da associação de antigos alunos do IE terá lugar no dia 21 de Junho, às 16.00 h, no Belas Clube de Campo. 16:00 - Clínica de golfe (aula de 1 hora, assistida por profissionais de golfe, destinada a iniciar a aprendizagem e treino das técnicas básica deste desporto) Para mais informações e confirmações contactar portugal@ie.edu Espero uma grande adesão a este evento, pelo que conto convosco! Francisco Cura Machado
maio 07, 2008 The title of the session is The Balanced Scorecard – A Strategic Performance Measurement Framework. The Balanced Scorecard is a framework for identifying and measuring organizational performance from four perspectives: financial, customer, internal business process, and learning and growth. It should motivate individuals and units throughout an organization to work toward a common vision and improve strategic and operating success. You can register for this event by e-mail Portugal@ie.edu. Hope to see you all there.
março 01, 2008 Um aluno enviou-me esta matéria que saiu no Jornal Valor Econômico de São Paulo ontem. Também achei muito interessante e pertinente porisso a comparto aqui com vocês. O fim do simples emprego Em qual dessas categorias você define o que é o trabalho para sua vida: um dever, um mal necessário ou um projeto de vida? Se você ficou em dúvida, o melhor é cravar as três alternativas e relaxar. Essa é uma discussão que vem se arrastando ao longo do século XX e parece que vai percorrer ainda boa parte dos próximos anos. Não que seja algo novo. Filósofos da Antiga Grécia, como Aristóteles e Platão, já tinham lá suas idéias sobre o trabalho. O tema vem percorrendo séculos - passando por Adam Smith, Karl Marx, Lutero, Max Weber, Tomás de Aquino - e ainda ocupa a mente dos pensadores modernos. Hoje em dia nas escolas de administração se fala em carreira, não mais em trabalho. Esse é um dos sinais de mudança dos tempos pós-modernos. A principal razão pela qual se estuda tanto o tema é porque o trabalho vem perdendo a sua importância como fator de identidade pessoal. Em outras palavras, o trabalho está deixando de ser o principal elemento que define o papel do indivíduo na sociedade. Consumo, lazer, relacionamentos afetivos, cuidados com o corpo compõem parte desse novo repertório que amplia o conceito do "trabalho, logo existo". Carreira é algo que não combina com carteira de trabalho. Emprego hoje, para as camadas mais escolarizadas, é ter um projeto. Trabalha-se por prazer em algo que seja desafiador. As razões históricas e as conseqüências dessa mudança fazem parte da minuciosa pesquisa que Pedro Fernando Bendassolli, pesquisador da Fundação Getúlio Vargas (FGV-SP), realizou e que consta no livro "Trabalho e Identidade em Tempos Sombrios". "No século XX o trabalho parece ter se tornado um problema", afirma. "Basta ver a pauta do debate político em torno do tema, que envolve: redução da carga de trabalho, distribuição de renda, políticas de inserção e integração social e desemprego em massa", diz. O que está por trás do sentimento relacionado à insatisfação é o clima de incerteza e de ambigüidade que hoje predomina nas organizações. A avaliação é de Bendassolli. Esse ambiente afeta sobretudo os profissionais com responsabilidade pela gestão da empresa, para quem sobra o desafio de lidar com um quadro de pressões conflitantes. "É necessário atrair e manter talentos, embora os vínculos se enfraqueçam. É preciso manter um senso de identidade organizacional e, ao mesmo tempo, promover mudanças. É necessário atuar globalmente e também ser sensível às necessidades locais. É preciso gerar valor para os acionistas e, ao mesmo tempo, atender às demandas sociais", descreve outro professor da FGV-SP, Thomaz Wood Jr., também autor de livro sobre o assunto: "Cuidado, Trabalho". Para ele, o trabalho está no centro dessas ambigüidades e contradições. A saída, afirma o pesquisador, é conhecer melhor como funcionam as organizações para ter uma vida corporativa mais saudável. Não é preciso voltar muito no tempo para identificar a raiz desse processo de mudanças. Há pouco mais de um década, os escritórios não eram muito diferentes daquilo que se via no passado. O aparelho de fax era o principal sinal de modernidade. A era da tecnologia da produtividade veio com as redes de computadores, blackberrys, notebooks, celulares e outros apetrechos que elevaram a capacidade de trabalho de cada funcionário. Menos pessoas passaram a fazer mais trabalho. A estabilidade na economia, por sua vez, obrigou as empresas a viverem mais do resultado operacional do que dos ganhos financeiros. "Esse é um marco de mudança nos processos de gestão de pessoas", diz o consultor e professor da Fundação Dom Cabral, Pedro Mandelli. "A empresa deixou de ser instituição e passou a ser um negócio. Passou a valer o relatório de custo, a necessidade de ser mais competitivo." Tal transformação exige uma organização mais ágil e enxuta. "O impacto na qualidade de vida nas empresas foi grande", aponta Mandelli. Como muitas das atividades que a empresa fazia não agregavam valor aos clientes, surgiu a terceirização e com ela o discurso da empregabilidade. "Passou-se a exigir um conjunto de competências e habilidades do funcionário, sem as quais ele se tornava dispensável para a organização", comenta o consultor. A empresa passou a correr atrás de quem é bom. Os profissionais começaram a ter medo e correr em busca de cursos de formação. Com tamanha pressão, o trabalho tanto pode ser fonte de sofrimento como de prazer. A professora Estelle Morin, fundadora do Criteos (Centro de Pesquisa em Trabalho, Saúde e Eficácia Profissional), de Montreal, identificou os principais fatores que podem fazer do trabalho algo muito gratificante: Continue reading 'O fim do simples emprego'
janeiro 29, 2008 Traduzido por Newton Campos (Título original: Spain has 4 of world's best 100 MBA programs) Londres, Jan 28 (EFE) - Quatro escolas de negócios espanholas estão entre as 100 melhores escolas do mundo de acordo com o último relatório anual de MBA's publicado nesta segunda-feira pelo jornal Financial Times. No ranking deste ano, além do IE Business School, classificado como a 8ª principal escola do mundo, estão os programas do Iese Business School, 11ª posição, Esade Business School, 21ª posição e Eada, que ficou na 95ª posição. No topo do ranking, tal como nos últimos 3 anos, ficou a escola de negócios Wharton da Universidade da Pensilvânia, seguida pela London Business School, Columbia Business School, Stanford University's Graduate Business School e Harvard Business School. Na Europa, o IE ficou com a 3ª colocação, enquanto o Iese ficou na 5ª, Esade em 9ª e Eada na 25ª. O IE foi classificado como a melhor escola de negócios do mundo na área de Comportamento Organizacional (Organizational Behavior) e como a segunda melhor no campo de Responsabilidade Social (CSR Corporate Social Responsibility). Outras áreas nas quais o IE ficou classificado como uma das 10 melhores escolas do mundo foram Empreendedorismo (5ª), International Business (6ª), Economia (7ª), Tecnologia da Informação (8ª), Estratégia (9ª) e Marketing (9ª). O Iese por sua vez, ficou como uma das 10 melhores em Salários em Consultoria (7ª) e em General Management (10ª). O Esade também conseguiu entrar na lista das 10 melhores do mundo em duas categorias: Responsabilidade Social (6ª) e Marketing (8ª). Os alunos formados pelo IE - 93% destes encontraram trabalho em menos de 3 meses após o término do programa - recebem uma média salarial anual de 124.600,00 dólares (84.578,00 euros). Os alunos formados pelas quatro escolas de negócio espanholas viram seus salários aumentar entre 200% e 250% com relação aos seus salários antes do MBA. Além disso, 36% dos alunos formados pelo IE são mulheres, enquanto 28% dos ex-alunos do Iese são mulheres, 34% dos formados pelo Esade e 40% dos formados pela Eada são mulheres. Entre as escolas espanholas a Eada tem a maior porcentagem de alunos estrangeiros com 9&% de seus alunos vindo de fora da Espanha. Ela é seguida pelo Esade, com 82%, Iese com 80% e IE com 75%. O Esade se destaca de seus competidores locais e internacionais por requerer que seus alunos falem dois idiomas estrangeiros além do idioma usado em sala de aula. EFE
novembro 10, 2007 Anunciamos a realização do tradicional encontro anual entre brasileiros e portugueses do IE. O objectivo principal deste evento é trazer para um mesmo ambiente ex-alunos, futuros alunos e alunos em fase final de curso, brasileiros e portugueses, com a finalidade de facilitar a adaptação dos estudantes que estão a chegar para início das aulas.
Este ano os ex-alunos Carla Inagaki (Master en Turismo 2006), André Matias (International MBA 2006) e Newton Campos (International MBA 2001) selecionaram o restaurante Picanha para esta celebração. O objectivo é que todos se conheçam e possam assim ampliar sua rede de contactos na comunidade lusófona do IE. Local: Restaurante Picanha (Calle Modesto Lafuente, 15) After dinner: Depois do jantar o grupo mais animado tem a incumbência de escolher um destino para uma festinha (seja em um bar, seja na casa de alguém). Ah! No restaurante haverá música brasileira ao vivo. um abraço e até lá, Newton, Carla e André.
junho 22, 2007 Repasso um convite feito pelo João Arrais em nosso e-group. ----------------------------------------------------------------------------------------------------- Caros, aqui vai a convocatoria para o ultimo jantar antes das férias. Façam um esforço para comparecer !! !! Um abraço a todos, Morada: When: quinta-feira, 28 de Junho de 2007 João Mendonça Arrais
maio 29, 2007 Las Comunidades del IE representan una oportunidad formidable para expandir nuestro "network" y las relaciones entre los diversos "stakeholders" de nuestra escuela de dirección. Os animo a participar, con vuestros comentarios y en los foros. Comprobaréis el enorme potencial de estos nuevos canales de comunicación. Un saludo muy cordial,
maio 23, 2007 Artigo publicado no Business Day’s Real Business da África do Sul Entrepreneurship is a long, difficult word. And like the word, the reality of the concept involves many differing viewpoints and definitions. The word, entrepreneur, comes from the French language and dates back to the 1700s. It’s a strange word, difficult enough to pronounce, let alone spell. Yet nowadays it’s a household word used by millions throughout the world. However, ask 10 different people their understanding of the word, and you are likely to get 10 different answers. Some people think of it as a mad scientist working in his garage trying to invent something that is totally new to the world in the hope that he may well be able to commercialise it and make money from it. Others think of the housewife working in the kitchen who develops a superb sauce recipe. She gives this to her friends who think that it is fantastic. More friends ask for it and soon she thinks that if it is so good she could sell it. Whatever the definition, the process is undoubtedly critical to the well-being and economic development of a country. Jean-Baptiste Say, a French economist of the 1800s, said that an entrepreneur shifts economic resources out of an area of low productivity into an area of higher productivity and greater yield. The Oxford dictionary definition describes the entrepreneur as one who organises, manages and assumes the risk of a business enterprise. In SA, large corporations are changing. They are undergoing what they call restructuring, downsizing, and reorganisation. The net effect is that large corporations are not contributing to the growth of employment in the country. It is up to the small businesses, and it is these businesses that should be encouraged to start and grow. Modernisation is having its effect. E-commerce has had a pronounced effect on what is happening in the business environment. If one sits back and thinks about what profound developments have taken place, especially in communication, there are probably four major changes that have revolutionised communication worldwide, and these changes have taken place in the past 50 to 60 years. The introduction of the cell-phone, the personal computer, television and jet travel has revolutionised the way in which we communicate. It has made the world much smaller as communication is now almost instantaneous and the latest news can be relayed live around the world. No more does the business person or government official have to wait days to find out what is going on. All this has tremendous advantages, but it also has brought its own inherent problems. Daily pressures have become enormous, time is of vital importance, globalisation has caused increased competition, and many other factors influence our day-to-day lives. Nonetheless, whatever one may say, the importance of entrepreneurship within business, within governments, among nongovernment organisations in any country is crucial. It is definitely the chief agent of change that operates within the economic system. The most successful companies are those that engage in more entrepreneurial activity and innovation than others. The need in SA for entrepreneurship is certainly greatest when companies face diminishing opportunity streams as well as rapid changes in technology, consumer needs, social values and political roles. Those organisations which stop innovating and do not practice entrepreneurship do not grow they often decline rapidly and eventually disappear. If one looks at Fortune 500 companies, and compares those that were listed 20 years ago against those listed today, less than 25% are still operating. Multinational organisations have learnt this lesson the hard way. Pan Am was one of the largest airlines in the world about 10 years ago and no longer exists. Swissair ceased trading and there are numerous other examples of airlines that have followed the same sad demise. There are many reasons for this, but one may well be the innovation brought about by South West Airlines in the US. They were the forerunners of low-cost air travel, an innovation which has been copied by numerous companies throughout the world including our own kulula.com, 1time and the more recent Mango. It will be interesting to see how the airline market develops over the next 10 years. The world is complicated, especially for modern companies. Considerable turbulence is taking place, in which rapid changes occur within the economic, social, financial, regulatory, labour, and technology areas. The complexity of change is enormous and only those companies that are flexible, adaptable, aggressive and innovative are likely to sustain their competitive advantage. Danny Miller, a renowned entrepreneur and writer, states that an entrepreneurial firm is one that engages in product-market innovation, undertakes somewhat risky ventures, and is first to come up with proactive innovations, beating competitors to the punch. A non-entrepreneurial firm is one that innovates very little, is high-risk averse and imitates the moves of competitors instead of leading the way. On the other hand, George Bernard-Shaw says the reasonable man (or woman) adapts themselves to the world. The unreasonable person persists in adapting the world to themselves. Therefore, all progress depends on unreasonable men (and women). Michael Morris of Syracuse University in the US talks about two different types of entrepreneurship: frequency and degree. The degree of entrepreneurship within an organisation relates to how big the innovation is, how risky it is to the organisation, and how often it is done. Many organisations innovate occasionally, but this level of entrepreneurship is so significant and has such an influence on the company, that it can sustain itself for many years into the future. An example of this is the development of the A380 by Aerospace. It is a major innovation which could well have a profound effect on the industry, but if unsuccessful will certainly dramatically influence the well-being of the company. Mining companies fall into this category as mining exploration is a very costly affair and requires huge amounts of capital and long periods before economic payback is achieved. Anglo-Gold Ashanti is in the process of sinking new shafts a venture which requires considerable capital outlay and may not produce the returns required. Naturally, considerable research has gone into the process to minimise the risk, but it is nonetheless risky. With frequency of entrepreneurship, it is important to measure how often and how many times an organisation introduces new products, processes or systems. This would apply particularly to those organisations that are involved in the manufacture of fast moving consumer goods. These companies introduce a number of new products each year. Although the money required is considerable for a small business, it is nonetheless less risky, but necessary if the company is to keep ahead of its competitors. Companies can do both types of entrepreneurship and depending upon the levels in each category, will determine the intensity. All progressive companies need to consider this and they do this via various means which can include traditional research and development, involving ad-hoc venture teams that are formed in an organisation to develop and complete a particular project. Herrington is the director of the University of Cape Town Centre for Innovation and Entrepreneurship at the UCT Graduate School of Business, and one of the authors for the South African Global Entrepreneurship Monitor. This article appeared in Business Day’s Real Business in April.
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