- (en)The Case For Spain (ARCANO) (PDF, 80 pages)
- (en)The Case For Spain (ARCANO) Summary (PDF, 38 pages)
- (es)The Case For Spain (ARCANO) Resumen PDF
Feb 7, 2013
Edurne Pasaban Lizarribar (born August 1, 1973) is a Basque Spanish mountaineer, from Tolosa, in the province of Gipuzkoa in the Basque Country, Spain. On May 17, 2010, she became the 21st person and the first woman to climb all of the fourteen eight-thousander peaks in the World. Her first 8,000 peak had been achieved 9 years earlier, on May 23, 2001, when she climbed to the summit of Mount Everest.
Last week I had the pleasure of teaching and sharing a class with Custodia Cabanas at the IE Business School in Madrid. Custodia is an expert in leadership and team management. She has been working at the IE Business School since 1989, and lectures on the school’s MBA, IMBA and Executive MBA programs.
The class we gave together was for a group involved in the AMP program. The aim of the session, entitled “A Leader’s Vision”, was to show people how develop and follow through on a personal and/or professional Vision. My contribution involved explaining how I developed my Vision to climb the planet’s 14 eight-thousanders.
I studied Engineering and when I finished my degree I started working as an engineer in the family business. One day, however, my life was to change forever and instead of continuing in the family tradition, I made the decision to devote my life to climbing mountains in the Himalayas, which is what I really had a passion for. It was then that I was able to create a Vision: I wanted to pursue a professional career in the world of mountaineering.
It is very important with any business endeavour to know exactly what your Vision is, and we need to define it clearly. For the projects in my life so far, I have normally tried to define a Vision to take me through the following 5 years.
When I decided to devote my life to mountaineering, the first thing I did was to analyse the situation very carefully and then work out an action plan. Similarly, in business, it is very important to identify your or your company’s values before drawing up an action plan. Once these have been established, you can go ahead and start working on a plan.
When I meet this inner struggle, I use this maxim: “When you have to choose between two paths, always follow your heart”.
Interactive table European business school ranking 2014
"London Business School tops 2014 FT business schools ranking", November 30, 2014
LBS tops the ranking of the best 81 business schools in Europe based on the schools’ performance in four of the rankings published by the FT each year: MBA, executive MBA (EMBA), masters in management (MiM) and executive education. (Two schools tied for 80th position with identical scores.)
Expansión, 22 Nov 2014
Desde el jueves ya podemos leer en español el famosísimo libro de Thomas Piketty El capital en el siglo XXI, que aunque se publicó en francés el año pasado no tuvo un éxito rotundo hasta que fue traducido al inglés en el mes de marzo. Precisamente esta semana ha sido elegido “libro del año” por Financial Times, una decisión controvertida, ya que fue esta publicación (May 23, 2014) una de las que más duramente criticó la metodología del autor francés, calificándola de poco exacta y sesgada.
El link del artículo del expansión de hoy titulado: "La desigualdad se reduce" es http://t.co/2oQ5e10D4c— Rafael Pampillón (@Rafaelpampillon) November 22, 2014
Four livestreams: highway.slush.org
Dr. Lauri Järvilehto Author and researcher, Philosophy Academy, Helsinki, Finland, will be at www.Slush.org
This philosopher and author is going to tell about his research on fun learning and how he is building a fun learning research center in Finland.
IE Venture Day (last week) judges (two of them) will be at Slush
Co-founder at insPeer, Founder and senior consultant at Ithaca Consulting Top Contributor
"We are very proud to contribute to the IE tradition of entrepreneurship. Inspeer, the first peer-to-peer insurance platform, co-founded by Louis de Broglie and Emmanuelle Mury, both IE alumni, is amongst the 5 runners-up for the Great Prizes of Innovation of the city of Paris. www.inspeer.me/finalistes-services-aux-particuliers/"
Nous avons le plaisir d'annoncer qu'Inspeer est finaliste des Grands Prix de l'Innovation de la ville de Paris 2014 dans la catégorie services aux particuliers. Plus de 460 candidatures ont été reçu...
Inspeer, a startup by two alumni, amongst the 5 runners-up for the Great Prizes of Innovation 2014 of Paris. http://t.co/TZGGYmm4Bt— IE Alumni (@IEAlumni) October 20, 2014
Levantando una serie A, CartoDB http://t.co/UqnhlK8YYt— Miguel Arias (@mike_arias) September 10, 2014
Comportamiento espectacular del mercado laboral - http://t.co/UpaOz5qVTK— Rafael Pampillón (@Rafaelpampillon) July 26, 2014
@Rafaelpampillon El mayor descenso trimestral del paro en valores absolutos registrado nunca en la serie histórica de la EPA (desde 1964).— Luis Perez Lopez (@luisperezlopez) July 24, 2014
Francia es un país que se ha descuidado y ha cogido grasa. Necesita ponerse a régimen e ir al gimnasio para ajustarse y ganar competitividad— Rafael Pampillón (@Rafaelpampillon) August 3, 2014
Francia necesita reducir costes (sociales, fiscales y laborales), eliminar subsidios y reformar su mercado laboral para ganar competitividad— Rafael Pampillón (@Rafaelpampillon) August 3, 2014
A la fuerza ahorcan: Francia hace una importante reforma de sus administraciones públicas. http://t.co/COeEWrKIR0— Rafael Pampillón (@Rafaelpampillon) August 3, 2014
Interview with El pais on US longer-term growth (in English): http://t.co/CepmVO6ovO— Gayle Allard (@GayleAllard) July 22, 2014
Editorial on the need for more reform in Spain (in Spanish): http://t.co/tDps5PxEiB— Gayle Allard (@GayleAllard) July 25, 2014
Off-site Entrepreneurship & Strategy Pre-Conference Workshop
The IE campus in Madrid
"The Intersection between Entrepreneurship and the Base of the Pyramid: What’s the Evolving Role of Strategy in Social Entrepreneurship?"
Saturday, 20 September 2014, from 10:00 a.m. until 1:00 p.m. Lunch to follow.
Generously sponsored by:
IE (Instituto de Empresa Business School, Madrid)
This pre-conference workshop gathers together an impressive panel of Base of the Pyramid and social entrepreneurship scholars and practitioners. Using their professional and personal life experiences as points of departure, they will discuss how scholarship and real-world initiatives have evolved in recent years, and whether/how these two worlds have informed and continue to inform firm-level strategy formulation and implementation.
Authors: Kock, Carl J. Santaló, Juan Diestre, Luis
Journal of Management Studies; May2012, Vol. 49 Issue 3, p492-514, 23p, 2 Charts
Abstract:We build on a stakeholder-agency theoretical perspective to explore the impact of particular corporate governance mechanisms on firm environmental performance. Our empirical evidence shows that several important corporate governance mechanisms such as the board of directors, managerial incentives, the market for corporate control, and the legal and regulatory system determine firms' environmental performance levels. These results suggest that these different governance mechanisms resolve, to some extent, the existing divergence of interests between stakeholders and managers with respect to environmental activities. [ABSTRACT FROM AUTHOR]
After years of fierce war among technology superpowers we may be witnessing the first glimpse of peace in the industry. Last Thursday Elon Musk, Co-Founder and CEO of Tesla Motors –an American company that designs, manufactures, and sells electric cars and electric vehicle powertrain components- announced that his company will open its patent portfolio to help expand the market for electric cars worldwide (1). Musk tells in his blog: “Yesterday, there was a wall of Tesla patents in the lobby of our Palo Alto headquarters. That is no longer the case. They have been removed, in the spirit of the open source movement, for the advancement of electric vehicle technology” (2).
This decision has been described by some as “The Gettysburg Address for Entrepreneurship and Innovation” (3) and by others as an ingenuous move with lessons for Silicon Valley (4). Coincidently or intentionally, Musk’s decision coincides very timely with the new rules announced by President Obama to curtail CO2 emissions from carbon plants by 30 percent from 2005 levels by 2030.
In fact, despite the renovated excitement over electric cars, their market penetration has been reduced and, according to Musk, they currently represent less than 1% of the vehicle sales of major car manufacturers. True, there is an increasing sensitivity among customers towards the environmental impact of their traditional car's emissions. However, the relative higher prices of electric cars, costs of maintenance, lack of a wide network of electric stations to recharge batteries and lesser autonomy, among other reasons, make the option for electric vehicles still unaffordable for many.
Interestingly, one of the most salient advocates for electric cars has been LinkedIn Influencer Carlos Goshn, CEO of the Renault-Nissan Alliance, the company enjoying the largest market share in the production of electric cars with 100,000 units sold worldwide, more than the combined production of the other car manufacturers. In an earlier post in LinkedIn Pulse this year, Goshn called for a major move by all stakeholders in the automotive industry: “I believe that if we are to transform the car for a new era, we must address three major issues: safety, the environment and affordability. But the auto companies cannot do this alone. We will need to partner with one another, with governments and other industries if the car is to remain a source of prosperity, progress and freedom” .
Is Musk’s decision sound from a strategic management perspective or is he diluting the value of Tesla’s patents, a major asset of his company? It is worth mentioning here a key finding released in an academic paper of the 1980’s (6, PDF, 81 pages) and widely diffused at many business strategy courses at business schools. According to the opinions of an ample range of managers, the least effective way to benefit from new inventions or innovations in business is relying just on the protection of patents. The same study shows that the most successful way to maximize innovation is taking advantage of the lead time an exploiting the time-to-market advantage of being the pioneer in launching a new product or service. Other alternatives to protect innovation preferred by managers include climbing down the curves of experience, in order to reduce costs and offer competitive prices, as well as reinforcing sales efforts when launching a new product. Keeping secrecy and, particularly trusting in the legal shield provided by patents are the least reliable choices to defend innovation. The results of the mentioned study can be found in chart below.
Taking this into account, Musk’s decision can be considered strategically sound and may contribute to the spread of electric car’s technology and even to convert Tesla’s products in the standard adopted by other players in the industry. At the same time, it should be emphasized that Musk’s announcement does not entail that Tesla is giving away its patents. In his own words, it means that they “will not initiate patent lawsuits against anyone who, in good faith, wants to use our technology” (7). It is thus to be determined the reach of “good faith” uses in the open source access to Tesla’s technology, and the company retains its right to litigate with those players that may compete unfairly.
Clearly, Musk’s announcement marks a decisive shift in the culture of patent protection in technology related industries. In past years, patent litigation flourished at the expense, in the opinion of many, of fostering innovation and progress and benefiting mostly lawyers. A clear case is the upsurge of patent trolls, those companies owning and enforcing patent rights against infringers, but without exploiting the full business potential of patents, thus impeding development and innovation.
Tesla’s move to open source technology is inspiring, particularly for companies operating in rapidly evolving industries where the patent protection system lags behind actual innovation and market development. At the same time, it is arguable whether it would be transferable to other industries with huge research and development costs over time, like the pharmaceutical sector, or to organizations like universities, which may need different mechanisms to promote and capitalize on their intellectual property. This may be one of the reasons why Senator Leahy recently decided to drop the patent reform bill, which aimed at reducing litigation by patent assertion entities and patent trolls. However, he declared “that If the stakeholders are able to reach a more targeted agreement that focuses on the problem of patent trolls, there will be a path for passage this year and I will bring it immediately to the (Senate Judiciary) committee” (8).
Regardless what the future legislation brings, I believe that companies will better protect and capitalize on their innovation if they engage in collaborative schemes and alliances with other players in the industry, rather than in defensive or litigation strategies. In the words of Musk: “Technology leadership is not defined by patents, which history has repeatedly shown to be small protection indeed against a determined competitor, but rather by the ability of a company to attract and motivate the world’s most talented engineers. We believe that applying the open source philosophy to our patents will strengthen rather than diminish Tesla’s position in this regard”. (9)
(5) Carlos Ghosn, LinkedIn, Feb. 19, 2014, "We Can Ensure The Car Remains a Vehicle For Progress"
Photo: Heisenberg Media / Flickr
...Este libro presenta el resultado de una larga investigación en la que ya han participado más de mil profesionales, que ha aportado nuevas e inesperadas conclusiones...
"e-leadership, no dejes pasar la oportunidad". Por: Profesores IE | 06 de junio de 2014 Silvia Leal - Profesora y Directora de Programas de Tecnología de IE Business School blogs.elpais.com/via-ie-business/2014/06/e-leadership.html
Throughout 2013 the European Commission realised a thorough task of researching this field, in which the academic content of 1,091 training programs were analised of Universities and European Business schools, and surprising only 21 of these fulfilled the basic requirements of ICT employability. (IE Business School has three of the 21 programs)...
Durante el año 2013 la Comisión Europea desarrolló un profundo trabajo de investigación en este terreno, dentro del cual se analizó el contenido académico de 1091 programas formativos de Universidades y Escuelas de Negocios Europeas, y sorprendentemente entre los mismos tan solo 21 cumplían los requisitos básicos de empleabilidad TIC...
I was born in Nubia, Egypt and I have an MBA degree from IE Business School. I am a Founder Partner of the companies Destinia.com , Troovel , Onlinetravel and Globalclick which operate in the online sector. I am currently the CEO of the online travel agency Destinia.com.
"Hotel Near Me" The World's First Hotel Booking App for Google Glass! by Destinia http://t.co/4OuTC9YTmv English version.— Amuda (@amuda) April 30, 2014
Gracias @CarlosSaldana por darme la oportunidad de compartir nuestra historia de Destinia en el IE y mil gracias para los asistentes— Amuda (@amuda) January 31, 2014
May 7, 2014
If you’ve been in the outsource industry for more than five minutes you probably know that buyer-seller relationships are, well, complicated. And just when you think you have the collaboration thing nailed, more complications can ensue.
Verónica H. Villena (assistant professor of supply chain, Pennsylvania State University), Elena Revilla (professor of operations, Instituto de Empresa Business School), and Thomas Y. Choi (professor of supply chain management at Arizona State University), in a 2010 Journal of Operations Management article, found that there’s both a bright and a dark side to highly collaborative relationships.
First: I want to say kudos to the trio for their work to define the term “social capital.” They define social capital as a value asset stemming from access to resources made available through social relationships across three dimensions: cognitive (e.g., shared culture and goals), relational (e.g., trust, friendship, respect, and reciprocity), and structural (e.g., social ties). Villena, Revilla and Choi show that each of these social capital components have the power to positively influence performance outcomes.
Their findings show:
11.00: Sesión teórica.
Manuel Ángel Alonso, responsable de Marketing de la división de Executive Education y Director del Programa Avanzado en Mobile Business (www.ie.edu/es/execed/pamb) del IE Business School.
El fenómeno de la web 2.0, el desarrollo de la tecnología móvil y los smartphones, así como la mejora de las nuevas herramientas para el manejo de Internet han hecho que en los últimos años sean muchas las empresas que exporten a través de plataformas digitales. Tanto las pequeñas compañías que encuentran en las páginas web escaparates difíciles de lograr con una tienda física, como las grandes corporaciones que apuestan por la venta on-line como nueva línea de negocio, se han sumado a un modo de compra-venta que elimina fronteras pero que también presenta numerosas complejidades.
Casa de América, en colaboración con el IE Business School, se hace eco de este nuevo escenario y organiza el ciclo 'E-commerce: destino América' con el objetivo de desgranar el complejo pero prometedor futuro de la venta on-line.
Esta segunda sesión está dedicada al sector de los productos con denominación de origen, en el que se pueden analizar de manera relevante y significativa los alcances de estos nuevos formatos comerciales.
09:45 Sesión inaugural.
Tomás Poveda Ortega, Director General de Casa de América.
Victoria Vera González, Directora Adjunta de Información, Servicios Personalizados y Becas, ICEX.
10.30-11.00. Pausa café.
11.00: Sesión teórica.
Manuel Ángel Alonso, responsable de Marketing de la división de Executive Education y Director del Programa Avanzado en Mobile Business del IE Business School.
Fabián López Coloma, Director del Máster de Comercio Electrónico y Marketing Digital www.ecommaster.es
María González Moreno, Information Technology - Asociada Senior, Écija Abogados.
12.00: Presentación de casos prácticos.
Jamie Jones, Director de operaciones de Latienda.com.
Fernando R. Ortega, ILOVEACEITE®
Salvador Llistó, Director comercial de Pureza Andaluza.
13.00: Fin del seminario
Fecha: miércoles 7 de mayo de 2014.
Hora: de 09.45 a 13.00.
Lugar: salón Bolívar y José Martín.
Entrada: se ruega confirmación de asistencia en email@example.com
Tapa blanda: 408 páginas
Editor: Gestión 2000 (11 de abril de 2013)
Rafael Martínez Alonso es director en el área de Estrategia y Alianzas de Telefónica S.A. y previamente lo fue en su Gabinete de Presidencia. En el IE Business School es Profesor Asociado en el área de Estrategia e imparte cursos de gestión estratégica, nuevos modelos de negocio y Strategic Foresight, además de ejercer como Tutor de creación de empresas desde 2002. Es también Coach Asociado a Success Unlimited Network® L.L.C., y miembro de la Junta Ejecutiva del Club de Amigos de la Sociedad de la Información. Ha colaborado con diversos medios y es autor del blog estratega.com y la cuenta de Twitter @estratega.
Estudio de @madridnetwork "Modelos de negocio en contenidos digitales" http://220.127.116.11/imgArticulos/Documentos/635315104927835991.pdf— Emilio Martínez (@aemiliusmg) April 2, 2014
David Meyer, April 1, 2014 Gigaom.com/2014/04/01/telefonica-buys-cloud-desktop-startup-eyeos/
"Who’s Got Those Top Jobs?" (Harvard Business Review, March 2014) by Peter Cappelli (Wharton), Monika Hamori (IE), and Rocio Bonet (IE).
(Video Published on 11 Feb. 2014 ("Advice to young managers" at 5m12))
Peter Cappelli is the George W. Taylor Professor of Management at the University of Pennsylvania's Wharton School and the director of its Center for Human Resources.
Monika Hamori is a professor of human resource management, and Rocio Bonet is an assistant professor of human resource management, at the IE Business School, in Madrid. Prof. Hamori's work was published in Organization Science, the Academy of Management Annals, the Academy of Management Perspectives and Human Resource Management, among others.
...Over the past 30 years we've seen executives' education levels rise. About 65% of the leaders in 2011 held graduate degrees, compared with 62% in 2001 and 46% in 1980. Companies with the most MBAs in their senior ranks included Sears (75%), Sunoco (70%), and Disney (63%)...
Economist.com - whichmba - "A bumpy road to the top", 24th Feb. 2014
Aspiring MBAs may well ask: how do they get to the chief executive’s seat, and what kind of career bumps can they expect along the way?...
HBR (July 2010) article by Monika Hamori, "Managing Yourself: Job-Hopping to the Top and Other Career Fallacies"
Video May 2009, Dr Rocio Bonet speaks about the effect that MBA Rankings have on graduates' careers: "Career advancement of MBA graduates - IE Professors Talk".
1. IE Business School (Spain)
2. Warwick Business School (UK)
3. North Eastern University: D'Amore-McKim (U.S.A)
"I have become a Mooc-aholic." Read for free our online learning special report and find the best degree for you http://t.co/kHX7Yp5hTW— Financial Times (@FT) March 10, 2014
English as the lingua franca of higher education? - University World News: http://t.co/wrHnmlBpOh— Santiago Iniguez (@SantiagoIniguez) November 24, 2013
The Foundation for African Leadership in Business
In this video IE Professors of Strategic Management, Marketing, Finance, HR, Law and Leadership talk briefly about their field of research while boxing, jogging, or flying in a balloon or in a helicopter… One of them even confesses that the best leadership professor she ever had was Geranio, the horse that she rides. Enjoy!!!
In this video IE Professors of Entrepreneurship, Operations Management, Information Systems, Liberal Arts & Economy talk briefly about their field of research while parachuting, singing, bunjee-jumping or simply by telling a story or asking a question… One of them even confesses that there are no truths only myths!!! Should we believe them? Enjoy!!!
IE University is currently organizing the fourth edition of its International Conference Reinventing Higher Education, which will take place at IE's Madrid campus on October 7 - 8, 2013. This year's edition will be focused on “Time for new frontiers and cross-collaboration in Higher Education”
The overriding aim of the conference, which will be organized this year in collaboration with the British Council and The World Economic Forum, is to bring together university administrators, policy makers, entrepreneurs, academics, student representatives and media experts to discuss the current status and future evolution of Higher Education (HE), and to debate the direction in which research, learning, governance and management of universities should now go.
Sports Management Prof. Eduardo Fernandez-Cantelli talks about what running really means for him: Motivation, Meditation and Metamorphosis.
A lot of people run as a way to keep fit, but only few are able to extract daily life lessons from running. This is exactly the case of Management Sports Professor, Eduardo Fernandez-Cantelli. He says that when he talks about running he talks basically about the three Ms:
When he talks about these 3Ms he has in mind the book “What I talk about when I talk about running” by Haruki Murakami. If you remember well, there was a short story “What We Talk About When We Talk About Love” by Raymond Carver, from which Murakami took the title from. Bear in mind he has translated Carver´s works into Japanese. Nobody though has stablished yet what´s the relation between love and running. You wanna try it?
Prof. Fernandez-Cantelli says that there are three reasons to explain failure: Not enough training, not enoug training and not enough training. I really admire his determination and endurance.
Back in October when I first spoke about shooting this video of the Dean of IE University’s School of Architecture, Javier Quintana, he said he would like to compare the architecture of Venice with the architecture of New York, more specifically the Campanile in Piazza San Marco and the Metropolitan Tower. Coincidentally enough I had to travel to New York at the end of that month and had the opportunity to film some of the places he wanted to talk about. Then, in November, I joined him on a business trip to Venice. I had a great time, partly because there aren’t many cities that can beat Venice on a sunny day, or any other day for that matter, and partly because he spoke with such passion and knowledge about the two cities that I gained a new perspective of every corner, every square, and every tower.
Unfortunately, I couldn’t fit all the interesting things he said into this video, and he didn’t only talk about architecture, but also about music, cinema, and life in general. So there I had no room left to say anything about either the amazing Schubert or the fabulous Death in Venice (both the film and the book). I decided to focus more on the life side of things. You’ll be interested to know that Dean Quintana is really good company when it comes to looking round shops.
P.S.: Don´t miss Martin Rico´s (1833-1908) Venice paintings at Prado Museum. Only till February 2013.
idep, December 7, 2012 by Professor Marco Trombetta
...Because we are involved with “Financieros sin Fronteras” (FsF - Financiers without Borders, www.fsf-ngo.org/en) an NGO founded in 2010 by a group of people linked to IE Business School in Madrid.
FsF offers free consultancy services to MFIs in order to help them gain better access to the financial market and guarantee a stable source of financing for their operations. The consultants are students of the Finance Masters at IE Business School who have chosen to do this voluntary work as the final project of their Master program. Back in Madrid they will present their analyses and conclusions to the examination committee as part of their final exam to obtain their degree.
During the past two years, 49 students have travelled to Ghana to work with six MFIs...
Marco Trombetta is Professor of Accounting and Management Control and Vice-dean of Research at IE Business School in Madrid (Spain). He holds an M.Phil. and a D.Phil. in Economics from the University of Oxford (UK). Marco has also an extensive experience as a consultant and in in-company trainer. Among others he has worked for Whirlpool Europe, Accenture, Pricewaterhouscoopers, CEIM.
The IE Finance programs: http://www.ie.edu/business-school/degrees/masters-finance
The IE Executive Master in Finance: http://www.ie.edu/business-school/degrees/executive-master-finance-biweekly
Illuminated Leadership, Wise Governance, And How The Jesuits Invented Modern Management by Paolo Quattrone, IE professor of Accounting and Management Control
How did the Jesuits accomplish tremendous expansion with endurance?
Think of an organization that, in just a few decades, grew from seven to about 13,000 members, across four continents with 495 branches to serve and manage an indefinitely growing number of clients. These are remarkable achievements by any standard..
Do you want to become an excellent stock market trader? Join invoost – an IE Start-Up! IE IMBA blog, September 20, 2012 A start-up which recently won IE Business School Venture Day and Madrid Emprende Go contests
The team behind the scenes:
Issue Volume 33, Issue 10, pages 1115–1134, October 2012
We examine how new biotechnology firms (NBFs) select pharmaceutical firms as R&D allies as a function of value creation and value appropriation considerations. We develop a theoretical framework to understand partnering decisions accounting for both, a potential partner's ability as well as incentives to appropriate and create value within an R&D alliance. Our empirical findings show that NBFs are more likely to ally with pharmaceutical firms with the ability to create value, as long as these firms have the incentives to use their skills to create rather than appropriate value. Our study highlights the double-edged sword nature of value creation skills and provides a deeper understanding into the contextual factors that determine when potential R&D partners will perceive such skills as increasing appropriation risks.
Copyright © 2012 John Wiley & Sons, Ltd.
For the first time, the annual international conference on “Reinventing
Higher Education” gave prominence to the rapidly transforming Arab
world. Changes in the higher education landscape – driven by new
technologies, shifting global forces and funding cuts – were other
The event took place from 22-23 October at Madrid-based IE University, which is a private non-profit business owned by the Instituto de Empresa SL.
“The idea is to look at the university as a whole from all angles, and try to suggest reforms for the future, for the better,” said Santiago Iñiguez, president of IE University and chair of the conference.
He pointed out that the Arab world comprises more than 400 million people in 22 countries and is experiencing profound transformation. It was significant, he said, that this change “is being supported by both public and private institutions, including individual philanthropists”.
“Philanthropy has been increasing in the Arab world, as 40- to 50-year-olds who, for example, have been very successful bankers, saw that guys of 18 were willing to give their lives for change and then thought, ‘What can I do?’” said Salah Khalil, director of the Alexandria Trust, which contributes to restoring world-class standards in education across the Arab region. (DeansTalk, October 23, 2012)
“Everyone was really excited about the Arab Spring but the reality of the situation is that we need an ‘Educational Spring’,” said Khalil.
“This is because ‘perverse institutionalism’ persists in the Arab world, whereby an organisation, whether it is a mosque or a university department, is set up to do something – and it does the exact opposite. Our biggest challenge is to create structures that can change this.”...
The Venture Days are IE Business School´s international investor forums where the school´s best start-up projects are showcased to an audience of local and international investors.
The Other Side blog, "A special marriage", October 22, 2012
Before Professor of Strategic Management Caterina Moscheri gives an address on corporate governance at a conference being held at Judge Business School in Cambridge, we have agreed to shoot this video about a “Special Marriage”.
8 a.m. We don’t have much time before she is due to speak, but on the plus side we are very pleasantly surprised to find that despite a horrendous weather forecast, the sky is blue and the sun is shining. So England 1, rest of the World 0. As Shakespeare said, “Something is rotten in the state of Denmark”.
this video Professor Moscheri talks about one of the subjects of her
research, (cross-border) Mergers and Acquisitions (M&As) (in Europe in the decade before the economic crisis), and takes us to a rugby
pitch, King’s College…
By the time we finish, the sky is gray and threatening rain. So now it’s England 1, rest of the world 1.
Finita la Comedia!!!
Professor Moscheri is fluent in several European languages, and runs almost every day.
P.S. Did you know that Pink Floyd is a Cambridge Band? Also she recommended an excellent film, “Moneyball”. You should try it!!!