Entrepreneurship in the 21st Century: New Challenges

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IE Business School and the Fundación Eduardo Barreiros joined forces to run a debate workshop on â??Entrepreneurship in the 21st Century: New Challengesâ?, designed to promote business start-ups as an engine for wealth, social well-being and job creation. The event was attended by senior directors of leading firms who debated new challenges facing entrepreneurs in…

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Antonio Ricci : 在亚洲，非洲，俄罗斯为瑞典公司工作的意大利人

IE News1 Comment

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咳咳，很长的文章标题，对不对？
之所以将这位意大利老兄作为Chinese Community的客人是因为: 第一，他现在管辖的很多业务都与中国市场有关，“金砖四国”中除了巴西他没有涉猎，对中国，印度，俄罗斯市场都颇为了解; 第二，作为IE的国际EMBA 2008学生，明年1月他要去上海复旦大学管理学院进行为期2周的交流学习。然后眼前就浮现这位意大利老兄奔波于各国际航班之间的场景，没有固定的周末，生活和工作没有明显界限，生活于旅行中，在旅行中工作。
Antonio Ricci是刚刚入读IE 国际EMBA 2008年课程的校友，这个课程历时13个月，一共由5个学习阶段组成。其中第一，三，五阶段都是以2周为一阶段的传统课堂学习，其中第一和第五阶段是在马德里校园，第二阶段则在上海，剩下所有的课程则都是在网络上进行。这两周是Antonio在IE 国际EMBA学习的第一阶段。
跟Antonio的闲聊是在学校附近的一个非常西班牙的cafeteria里进行的，照片左部背景是煮咖啡机<顺便说一句，西班牙随便什么cafeteria里的café con leche（咖啡混牛奶）都很不错，而且味道还不同，难道是因为所用的不同的煮咖啡机的缘故？>， 右部背景是各种烈酒，饮料，和果汁（我一直很惊讶于西班牙人在上午11点空腹喝啤酒的事实，呵呵）。通常在上午11点至12点，或者下午2点到5点，cafeteria里总是站满了人，上午加餐的，或者吃中饭的。
在问及Antonio目前的学习状况时，即使他跟我说他觉得他们所有的学生就好像是一群在工厂流水线上的工人，除了应付教授大量的作业，完全没有时间多余时间想其他的事，“除了每天长达6小时上课，没完没了的小组讨论时间，每天还要做作业到凌晨4点”，他脸上那幅兴奋的“真让人难以置信”的表情似乎更倾向于向我表明，其实他对目前的课程还是很满意的，“我们一共30人，但是来自22个国家，每个人的经历都不一样，每个人都有自己的专业领域。”
对于Antonio来讲，他之所以最后选择IE是因为“我大部分的时间都在旅行，我的工作太忙了，充满了不确定性，我没有办法去读一个需要花很长时间在一个固定地点上课的课程，如果这样做了，我很快就会被市场和竞争者抛在脑后。”
关于Antonio Ricci
Antonio Ricci 现任瑞典爱立信公司的director of Network Solutions，曾经是爱立信在Mobile Data business 和Packet Switched Core Network在印度，俄罗斯，亚洲和非洲等被称之为High Growth 市场的Director of Business Development。

Where business and politics meet – an interview on strategy

Academics1 Comment

Strategy is an essential ingredient of business success. But a number of scholars now assert that strategic planning is, in most cases, incomplete. David Bach, Strategy Professor at IE, is one of them. He believes that companies need to give equal weight to how they are managing relationships with governments, regulators, non-government organizations (NGOs), the media and society at large. Bach has been researching nonmarket strategy for a number of years and teaches a required course on the subject at IE. Bach grew up in Germany, studied in the US and has worked with McKinsey and the Global Business Network as well as with Political Intelligence, an international lobbying consulting firm. In this interview, Bach tells how he came to believe that nonmarket strategy is essential for future corporate success.

David, you are one of a handful of people in the world studying nonmarket strategy.Why does this field interest you?
I see it as a very under-studied field. More than that, people in both academe and business seem to determine competitive advantage as a function of market matters per se â?? products, customers, market share and the like. But a number of us around the world are trying to elevate the importance of nonmarket strategy. Increasingly competitive advantage can be built or lost outside of markets. That means there are huge opportunities for companies here but also immense dangers to anyone focused purely on the market side.

Anyone?
A firm not only maintains relationships with its customers, suppliers and competitors (what we can refer to collectively as the â??market environmentâ?) but also maintains relationships with governments, regulators, non-government organizations (NGOs), the media and society at large â?? whether it wants to or not. So, yes, anyone can be affected by nonmarket forces and in very consequential ways.

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