关于“IE:鼓励教授接‘私活’”一文的一点补充,嘿嘿

《中国经营报》老记在采访副院长David Bach的时候问了几个有趣的问题,可惜因为“上海纸贵”,没有全部刊出,现摘录部分如下:
《中国经营报》:
IE商学院怎样的机制能保证自己留住优质的教授?

David Bach:
首先,如果教授能够发自内心地享受他们的工作环境,他们就会安心地呆下去。IE商学院为顶尖的 教授提供了一个很吸引人的工作环境。比如说,我们的校园位于被誉为最富有活力和商业化的欧洲城市马德里的高级商业中心,我们的学生属于从世界各地筛选出来的最精英的阶层,等等。这些因素综合在一起,使我们课堂讨论的话题变得非常多样化 ,富有启发性,富有挑战性,而这些也是一流的教授所享受的教书育人的氛围。
第二,我们的教授也受益于IE商学院与商界和公司之间保持的长期密切合作的关系。这些与现实商界的密切联系使得 IE的教授在进行各自领域研究的时候,通常能够从行业中最一流公司的最高管理层得到最为前沿的市场数据,这些便利使教授在设计和执行特定研究课题时更加贴近市场和行业发展方向。
第三,IE商学院也是一个充满机遇的地方,尤其对于年轻而有抱负的教授来说。比如有教授想开设一个全新的executive education 课程,在其他同类学校,如果一时没有老资历的教授来领导这个项目,这样的新项目从提出想法,到最后真正贯彻落实可能要花上几年时间。但是在IE,这样的新想法一旦得到认可,我们会很快地调配相关人力和物力资源,在最短时间内推动这个新项目的启动。只要我们确定市场上确实存在这样的新需求,我们就会马上付诸于行动。
最后,IE商学院给予了教授很多灵活性。教授授课的时间通常以2个月为单位,而非传统的1个学期(通常是3至4个月)。这就意味着我们的教授在没有课程的时间段里可以拥有很多自由支配的时间致力于自身的课题研究,甚至向公司企业提供专业领域的管理咨询服务。允许教授向公司提供咨询服务也是IE商学院成功的一个关键因素。当其他商学院试图阻止其教授从事对外管理咨询活动时,我们的教授则可以公开地花20%的时间来从事对外管理咨询工作。这个逻辑其实很简单: 这些对外咨询项目使我们的教授与市场保持密切联系,因而促使他们的各项研究课题和教学活动也能最大程度地与现实商业环境保持同步发展。
所有这些因素都将在IE商学院工作转化为一段愉快的经历,也是我们提供给我们教授的有别于其他世界顶尖商学院的特色。这是我们吸引和留住我们世界最一流教授的秘诀。
《中国经营报》:
有时这些知识分子是比较难以管理的,比如他们在外面办学习班,讲课赚外快了,IE商学院是什么怎么管理控制这些教授的。

David Bach:
正如前面所提及的,我们鼓励教授从事对外活动,尤其是管理咨询活动,当然也包括在其他机构教学的活动。这些活动一方面帮助我们的教授获得更多市场经验,同时也是对IE商学院品牌的一种延伸。对于此类活动的限制,我们只有两条。第一,教授的对外活动绝不能影响其在IE的教学计划,对于因为对外活动而影响正常教学的行为和借口是绝不被IE接受的。第二,按照逻辑来讲,教授不能为我们的竞争对手工作。一般来说,只要教授提前向学校要求对外活动的权利和时间,在不影响其正常教学的前提之下,我们都是给予全力支持的。所以,与许多商学院全力阻止教授从事对外教学和咨询活动的做法相反,我们对此类活动则是全力支持,而且还鼓励教授做好自身的时间管理工作,我们这样做的最终目的是确保我们的教授在IE商学院的工作是快乐的,并且想长期呆下

《中国经营报》12月3日发表文章“IE:鼓励教授接‘私活’”

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全文见《中国经营报》 “中欧’的权力制衡/ IE:鼓励教授接‘私活’”一文。
这篇文章始于北大光华管理学院院长张维迎与教授何志毅因为工作分歧而造成的人事风波,但是无独有偶,两人面对媒体你来我往的公开辩论,确使这场原本只属于北大内部事务的工作分歧,成为一根引发国内媒体“深入思辨商学院治理与管理之道利与弊”的讨论。

Keys to the success of Chupa Chups

1442.jpgJanuary 2008. By Ramon Diaz Bernardo, Professor of Marketing at IE Business School.Many think the success of the original lollipop company, Chupa Chups, is because they were the first to put a sweet on a stick. But the real key to this success story is good marketing.

The success of Chupa Chups is, as almost always, the consequence of various concurrent factors. Therefore, it is not easy to identify one single reason why Chupa Chups is today a large enterprise. Searching for the common denominator of these factors, I consider it reasonable to say that the key to the success of Chupa Chups lies in the fact that they have been very good at marketing.

Why does the key lie in marketing? Because, in my opinion, the company´s success can be summarised by examining how it has very efficiently managed for famous Ps of marketing: product, pricing, promotion and placement.

When we speak about product in marketing, we referred to something tangible, i.e. the product itself (in this case, a sweet on a stick) and to something intangible, i.e. the brand name. The product designed by Bernat in the 1950s was undoubtedly an innovation in the sweet world, but what I consider to be the radical innovation was the development of the brand name associated with the product. Bernat was a visionary when he realised that a somewhat undifferentiated product such as a sweet could be given a brand name and differentiated.

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FT MBA Diary: The real journey is about to begin

olga-slavinka-small.jpgBy Olga Slavinka, IMBA 2007, published in FT.com

I now have my MBA diploma in my hands, the diploma for which I have worked so hard. Although the programme took only 13 months to complete, the sheer intensity of these five terms made me feel that I had been at IE Business School in Spain for far longer.

On the one hand, the idea that I no longer have to burn the midnight oil analysing business cases is quite appealing. On the other, I now realise that the unbelievably intensive academic experience was not only one of the smartest investments of time and money I have ever made, but was also amazingly, albeit exhaustingly, enjoyable. It may sound clichéd but I feel very well-equipped to deal with the real world waiting for me, although maybe I should add that Iâ??m acutely aware there is still plenty to learnâ?¦

Returning to where I left off in my last entry, in the summer I travelled for a couple of weeks after the core MBA courses came to an end, returning to Madrid in September with my batteries somewhat recharged for the fifth, and final, elective period. Whereas during the core terms classes ran from 9am till 3 pm, with a permanently heavy workload in the afternoons, the elective period seemed easier to handle. The schedule was not as structured however, with classes sometimes taking place from early morning till 10 pm to allow practitioners to come and teach after their working day was over.

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Spain´s role in the relations between Asia and Latin America

1440.jpgJanuary 2008. By Gonzalo Garland, Professor of Economic Environment at IE Business School.

Some analysts believe Spain is playing a key role in building relations between Asia and Latin America. That may be so, but we need to examine some aspects of this role in greater detail.

Recently, certain analysts have commented on the possibility of Spain becoming an important player in the relations between Asia and Latin America. They talk about a “triangulation” between the three geographical and economic areas that can be compared with Spain´s role in the European Union in the relations between the latter and Latin America. To a certain extent, it could also be compared with the important role Spain plays in the region when the interlocutor is the United States. However, there are significant differences that question whether or not Spain´s role can be so relevant in the case of Asia as it has been in the past in the cases of Europe or North America.

No one doubts Spain´s importance in the region of Latin America due to its history, language and culture and to the presence of Spanish enterprises in the local countries. In the European context, this clearly gives Spain and Portugal a privileged position as interlocutors for these countries in the context of the Union. The idea of the Ibero-American summits followed by the creation of the Secretaría General Iberoamericana (SEGIB) constitute two indicators of this trend. We could say that even the geographical location of the Iberian peninsular in the context of Europe makes the relations “natural”. Indeed, some European enterprises with interests in the region manage their operations better from the Iberian peninsular.

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