jueves 4 de diciembre de 2008
Nominations open cycle 2009
The new process of nomination for the 2009 cycle runs from December 1st 2008 to February 15th 2009. Go now.!!!
lunes 6 de octubre de 2008
Recycling in our faculty!
Currently all of the solid residual generated by the Industrial Engineering School, excepting papers (which are being collected by the library), are disposed in containers which are later moved to the community scrapyard.
Recycling is a very beneficial practice, as it allows us to save energy and natural resources, reducing pollution and volumes of waste. For instance, plastic, whose degradation is very slow, can be recycled, saving oil and energy and diminishing water pollution by not using the chemicals required to produce new plastic.
A project led by a group of students of MGPG and the Industrial Engineering Student centre is about to start. On Monday September 22nd, enthusiastic approval from our authorities was given. The goal is “To increase the environmental awareness of the Industrial Engineering School's students, academics and staff through the implementation of an integral recycling program on solid residual”.
We are currently in the tactic feasibility stage, coordinating the process, getting residual containers and designing our educational campaign.
¿How will it work?
Within the school, containers will be located for the disposal of solid, non-organic residuals such as glass bottles, plastic bottles and cups, cans, plastic bags and non-white paper.
The company “Banco Ambiental” will be in charge of taking those residuals, classifying and compressing them in order to return to both the national and international markets (specially Asia).
We also visited the scrapyard and talked with its supervisor, who explained us his business model, successfully operating for more than 20 years. Currently, a testing program for domestic residual is being carried out.
Finally we leave an open invitation to be a part of this initiative and help us to increase environmental awareness. To illustrate the importance of this, some estimations:
- A person produces a daily average of 1,5 kg of trash
- A family produces a yearly average of 2,5 tons of trash
- Recycling a glass bottle can save the energy required to power a bulb for 4 hours
- Recycling an aluminium can save the energy required to power a television for 3 hours
miércoles 13 de agosto de 2008
New Book about Corporate Government
While the first generation of dolphins is studying at different universities around the globe, the second generation of students from the Master in Management for Globalization is revising the latest global trends and paradigms in management through intensive courses.
One of the latest events that occurred in our program was the analysis of a book soon to be published (we are trying to stay at the cutting edge of new knowledge), written by our professor Teodoro Wigodski and Fernando Leffort. The book is titled “Una Mirada al Gobierno Corporativo en Chile” (“A Look at Corporate Governance in Chile”) and addresses four publicly relevant cases of Chilean companies in which the principles of corporate governance were at stake.
Since ENRON and other similar scandals shook the markets, the ethical behavior of directors and managers was put under the microscope. This led to a lot of discussion about the need for regulation to prevent such practices and the way in which business schools were covering such matters in their programs. Furthermore, Teodoro Wigodski himself told us that when he wanted to study these topics in the late 90s, he found only one graduate school that covered such issues. After the ENRON case, almost every prestigious MBA program included corporate governance in their courses.
The book examines the historical cases of Endesa España buying Enersis, the sale of Telefónica Móvil to Telefónica España, the pyramid structure of societies that are behind the Soquimich property and the corporate governance structure of two major Latin-American retail companies, Almacenes Paris and Falabella*. Such cases are used to describe the characteristics of shareholders and tensions among them, as well as those of boards of directors and managers. In addition, they are presented in such a way as to explain how proper practices help reduce such conflicts and what is to be expected from directors and CEOs in terms of professional and ethical behavior.
One of the biggest achievements of the book is that it not only discusses the topic from a theoretical point of view, but also relates ethical practices to monetary results and losses in terms of hurting a company’s reputation.
All in all, in a world where public opinion demands transparency and reputation has become one of the most important assets for companies, taking into consideration the principles of corporate governance is not a matter of choice. It is a matter of survival.
*We are also proud to say that one of our classmates, Pablo Marín, played a role in the research for the retail case, helping the authors by providing them valuable data.
One of the latest events that occurred in our program was the analysis of a book soon to be published (we are trying to stay at the cutting edge of new knowledge), written by our professor Teodoro Wigodski and Fernando Leffort. The book is titled “Una Mirada al Gobierno Corporativo en Chile” (“A Look at Corporate Governance in Chile”) and addresses four publicly relevant cases of Chilean companies in which the principles of corporate governance were at stake.
Since ENRON and other similar scandals shook the markets, the ethical behavior of directors and managers was put under the microscope. This led to a lot of discussion about the need for regulation to prevent such practices and the way in which business schools were covering such matters in their programs. Furthermore, Teodoro Wigodski himself told us that when he wanted to study these topics in the late 90s, he found only one graduate school that covered such issues. After the ENRON case, almost every prestigious MBA program included corporate governance in their courses.
The book examines the historical cases of Endesa España buying Enersis, the sale of Telefónica Móvil to Telefónica España, the pyramid structure of societies that are behind the Soquimich property and the corporate governance structure of two major Latin-American retail companies, Almacenes Paris and Falabella*. Such cases are used to describe the characteristics of shareholders and tensions among them, as well as those of boards of directors and managers. In addition, they are presented in such a way as to explain how proper practices help reduce such conflicts and what is to be expected from directors and CEOs in terms of professional and ethical behavior.
One of the biggest achievements of the book is that it not only discusses the topic from a theoretical point of view, but also relates ethical practices to monetary results and losses in terms of hurting a company’s reputation.
All in all, in a world where public opinion demands transparency and reputation has become one of the most important assets for companies, taking into consideration the principles of corporate governance is not a matter of choice. It is a matter of survival.
*We are also proud to say that one of our classmates, Pablo Marín, played a role in the research for the retail case, helping the authors by providing them valuable data.
lunes 28 de julio de 2008
Following some footprints: The Celtic Tiger
(Photo by Ken Ridgeway)
Some weeks ago, through Bellavista area in Santiago of Chile, a globalized meeting took place at an Irish Pub.
A welcoming party to my aussie friend was the perfect excuse for a drink, travellers are always prepared for outings. After the brief update of our last months, I told them about my new studies on a Master of Business for Global Economies.
I told them I was learning how small countries have been facing globalization the last decades, and the Irish experience was mentioned as the “Celtic Tiger”, Everybody turned to the irish guy and looked at him for a while, trying to figured out a similarity with such a cat.
“Well, Jerry, How did Irish people do that?”- I asked him seriously, as an open question, never mind the noisy place.
He looked at me, deeply, and asked me back. “Why do you want to know that?”
-“Hmm, Firstly, because of what I’m studying and secondly, because we are "supposed" to be part of the structural innovations in Chile when we finish this multicultural programme. Furthermore, honestly, I can not resist the curiosity about what an Irish guy thinks about the Celtic Tiger concept.
He laughed loudly and explained to me:
“Today, Irish people are not travelling and living abroad as much as we did in the last decades, new generations do not need to do it. Actually, Irish people have got the best European education and the best well-paid jobs in the world. Also, we are constantly observing our roots and coming back home. Our history was written for many European immigrants, that’s the Irish blood, a cultural mix. But as a society, I find out the 3 keys: Education, Roads (Infrastructure) and Incentives for foreign investments. We are focused on things we know how to do well: business, travelling and having fun. Cheers for that!!”
We had a lot of fun that night, but I didn’t really understand the relation of those 3 concepts at all. As always, life replies by mysterious ways, and a book appeared on my hands. “Future Cast: How superpowers, population and globalization will change the way you live and work”, it was written by Robert J. Shapiro and was published in April this year.
Shapiro mentioned Ireland as the biggest success of the last generation. “The Celtic Tiger has been the world’s fastest growing developed economy over the last 15 years. From 1990-1995 it grew nearly 5% a year, from 1995-2000 it accelerated to almost 10% a year and from 2000-2005 it grew about 6% a year, twice as fast as the U.S. more than 3 times the rate for euro zone countries and nearly 4 times as fast as Germany.”
-“Hmm, Firstly, because of what I’m studying and secondly, because we are "supposed" to be part of the structural innovations in Chile when we finish this multicultural programme. Furthermore, honestly, I can not resist the curiosity about what an Irish guy thinks about the Celtic Tiger concept.
He laughed loudly and explained to me:
“Today, Irish people are not travelling and living abroad as much as we did in the last decades, new generations do not need to do it. Actually, Irish people have got the best European education and the best well-paid jobs in the world. Also, we are constantly observing our roots and coming back home. Our history was written for many European immigrants, that’s the Irish blood, a cultural mix. But as a society, I find out the 3 keys: Education, Roads (Infrastructure) and Incentives for foreign investments. We are focused on things we know how to do well: business, travelling and having fun. Cheers for that!!”
We had a lot of fun that night, but I didn’t really understand the relation of those 3 concepts at all. As always, life replies by mysterious ways, and a book appeared on my hands. “Future Cast: How superpowers, population and globalization will change the way you live and work”, it was written by Robert J. Shapiro and was published in April this year.
Shapiro mentioned Ireland as the biggest success of the last generation. “The Celtic Tiger has been the world’s fastest growing developed economy over the last 15 years. From 1990-1995 it grew nearly 5% a year, from 1995-2000 it accelerated to almost 10% a year and from 2000-2005 it grew about 6% a year, twice as fast as the U.S. more than 3 times the rate for euro zone countries and nearly 4 times as fast as Germany.”
About foreign investment, the author mentions that “Ireland depends enormously on it, and much of their earnings which are included in Irish national income, flows back to parent companies in the U.S., U.K. and continental Europe.” I can see why its so criticized!!
“Dublin substantially increased support for higher education and creating the friendly environment for companies that would later employ the demographic bulge, by spending liberally on public infrastructure and offering tax relief and special incentives for foreign investments.”
I see.., Ireland set out to become a producer platform for the european market, focused on High-Tech products that would need highly skilled and well paid labour, especially in computers, pharmaceutical and medical equipment.
Oops! I forgot to ask him on which company he is working at in London, and how often is going to Dublin. Anyway, we promised to have a new meeting for Saint Patrick’s holidays next year.
Who knows? I might dance with the tiger for a while, maybe I will get inspired on how to look into my own roots during my travelling.
Will I?
domingo 20 de julio de 2008
Cranfield International Business Experience
The IBE it's not just a trip, it's a complete module designed to integrate competencies and skills acquired in pasts courses, as well as to increase awareness of different economic environments, diverse people and unique cultures.
The trip itself consists in eight days in one of the ten foreign destinations prepared this year, visiting companies, having cultural activities and meetings with alumni, and some free time to get a feeling of the people and local culture.
The MGPG Dolphins went to four of these locations, in the middle of June, as you can see in the pictures.
Eduardo, Carola and Ana in Japan.
Sol visited China and Vietnam, the last country as her main destination.
Vero (4th to the right) went to Turkey and United Arab Emirates.
Carmen and Felipe enjoyed Moscow and St. Petersburg in Russia.
The trip itself consists in eight days in one of the ten foreign destinations prepared this year, visiting companies, having cultural activities and meetings with alumni, and some free time to get a feeling of the people and local culture.
The MGPG Dolphins went to four of these locations, in the middle of June, as you can see in the pictures.
Eduardo, Carola and Ana in Japan.
Sol visited China and Vietnam, the last country as her main destination.
Vero (4th to the right) went to Turkey and United Arab Emirates.
Carmen and Felipe enjoyed Moscow and St. Petersburg in Russia.martes 15 de julio de 2008
Talking with Juan Claro
Last Friday the 2008 generation of the “Magister en Gestión para la Globalización” went to a workshop with Carlos Vignolo, an expert on innovation and entrepreneurship. We also had the privilege to talk with Juan Claro the former president of SOFOFA; the most important Chilean organization of businessmen. At the beginning of this decade he was responsible for strengthening the relationship between businessmen and the Chilean government.
He addressed important issues such as the current national business environment and the necessary coordination between the private and public sectors to achieve a higher rate of economic growth.
When he addressed the students, he strongly suggested the need for young entrepreneurs to stop playing by established rules and set their own rules in order to innovate and add value to their professional actions.
When he addressed the students, he strongly suggested the need for young entrepreneurs to stop playing by established rules and set their own rules in order to innovate and add value to their professional actions.
sábado 12 de julio de 2008
Welcome Dolphins
Welcome to all the new Dolphins (2.0, reloaded or whatever)!
As you can expect, the rest of us around the world are struggling with many assignments and the complexities of the life abroad... But surely we all hope that you will enjoy and learn from this experience as much as we are and probably more.
Our best wishes for a new cohort of Dolphins preparing themselves in Chile for tomorrow join with us in a Global World!
Dolphins on local media: La Segunda and La Tercera page 7.
Thanks to La Segunda for the picture, and Alexis and Eduardo for the links.
As you can expect, the rest of us around the world are struggling with many assignments and the complexities of the life abroad... But surely we all hope that you will enjoy and learn from this experience as much as we are and probably more.
Our best wishes for a new cohort of Dolphins preparing themselves in Chile for tomorrow join with us in a Global World!
Dolphins on local media: La Segunda and La Tercera page 7.
Thanks to La Segunda for the picture, and Alexis and Eduardo for the links.
viernes 11 de julio de 2008
Article about Globalization and Competitiveness
Very interesting article about Globalization.
For the past two decades, global companies entered emerging markets mainly to lower their costs of supplies. Today, their roles are shifting and they are key players in the development of emerging nations. But tomorrow, global companies will have to compete with the homegrown companies and brands that are being born and bred in today’s emerging nations. Emerging markets are becoming emerging powers. Globalization and competitiveness thus evolve in waves. Each successive wave has its own business logic and its own mode of operation. And each wave eventually fades away to be replaced by another.
The first wave of globalization (1985–2000)
In the first wave, Western companies focused on the access to cheap supplies, such as labor, raw materials or logistics (e.g. service centers in India). Consequently, the prices of most goods produced globally declined. In addition, cheap brainpower was available from countries like China, Russia and India who produce roughly 14 million competent and highly motivated university students a year. The main characteristic of the first wave was thus “deflation,” a persistent decrease in the level of consumer prices.
The second wave of globalization (2000–2020)
The second wave is now in full swing. The priority here is to have access to the domestic markets of emerging nations. With this in mind, an important change may be the birth of a middle class in Asia, Russia, Central Europe, Latin America and the Gulf region. Since 2000, 600 million people have reached middle-class status; they spend on average some $4 billion per year. They are eager to buy branded products (status symbols) such as electronics, cars, etc. Consequently, the private consumption portion of the GDP is expanding rapidly. Companies could thus be well advised to focus their products and services on the needs of this new middle class. This new class of people will be the engine of world growth during the next two decades and a source of political stability – middle classes do not care about revolutions.
While the first wave was characterized by “deflation,” the second wave is now struggling with that old demon “inflation”! Read full article at IMD.
For the past two decades, global companies entered emerging markets mainly to lower their costs of supplies. Today, their roles are shifting and they are key players in the development of emerging nations. But tomorrow, global companies will have to compete with the homegrown companies and brands that are being born and bred in today’s emerging nations. Emerging markets are becoming emerging powers. Globalization and competitiveness thus evolve in waves. Each successive wave has its own business logic and its own mode of operation. And each wave eventually fades away to be replaced by another.
The first wave of globalization (1985–2000)
In the first wave, Western companies focused on the access to cheap supplies, such as labor, raw materials or logistics (e.g. service centers in India). Consequently, the prices of most goods produced globally declined. In addition, cheap brainpower was available from countries like China, Russia and India who produce roughly 14 million competent and highly motivated university students a year. The main characteristic of the first wave was thus “deflation,” a persistent decrease in the level of consumer prices.
The second wave of globalization (2000–2020)
The second wave is now in full swing. The priority here is to have access to the domestic markets of emerging nations. With this in mind, an important change may be the birth of a middle class in Asia, Russia, Central Europe, Latin America and the Gulf region. Since 2000, 600 million people have reached middle-class status; they spend on average some $4 billion per year. They are eager to buy branded products (status symbols) such as electronics, cars, etc. Consequently, the private consumption portion of the GDP is expanding rapidly. Companies could thus be well advised to focus their products and services on the needs of this new middle class. This new class of people will be the engine of world growth during the next two decades and a source of political stability – middle classes do not care about revolutions.
While the first wave was characterized by “deflation,” the second wave is now struggling with that old demon “inflation”! Read full article at IMD.
lunes 7 de julio de 2008
sábado 21 de junio de 2008
Machuca at Melbourne Business School
During this term the Latin American Club (L@NG) at Melbourne Business School is practically made up of only chileans -better known as the Chilean Mafia.
The goal of L@NG is to spread information related to Latin American business, economics, politics, and culture providing an opportunity for MBS students to deepen their international understanding of Latin America.
The Club’s activities are focused on showing the different cultures that make up Latin America, such as Latin movie nights, salsa classes, Latin parties and the yearly international food festival, in which each country is well represented, with its characteristic dishes.
The opening activity for the current term was a movie screening: Machuca. People attending the event enjoyed the movie with popcorns and drinks sponsored by the club. At the end of the session people came up with questions concerning our country's situation after the military coup.
The goal of L@NG is to spread information related to Latin American business, economics, politics, and culture providing an opportunity for MBS students to deepen their international understanding of Latin America.
The Club’s activities are focused on showing the different cultures that make up Latin America, such as Latin movie nights, salsa classes, Latin parties and the yearly international food festival, in which each country is well represented, with its characteristic dishes.
The opening activity for the current term was a movie screening: Machuca. People attending the event enjoyed the movie with popcorns and drinks sponsored by the club. At the end of the session people came up with questions concerning our country's situation after the military coup.viernes 13 de junio de 2008
lunes 28 de abril de 2008
New Dolphins Cycle 2008
We are so glad with the new dolphins. Congratulations to all of you!!! We look forward to meeting you in Chile when we get back. See the Dolphin's names here.(subject to Dolphins' confirmations)
More information at Master in Management for Globalisation.
More information at Master in Management for Globalisation.
viernes 18 de abril de 2008
Nueva Ministra de Educación es Consejera del MGPG
The Rector of the Catholic University of Temuco has been designated as the new Ministry of Education.
The university community is proud of this designation and wishes the best in this new great enterprise to our former lead.
Actually, she is part of our Council for the Master in Management for Globalization.
The university community is proud of this designation and wishes the best in this new great enterprise to our former lead.
Actually, she is part of our Council for the Master in Management for Globalization.
martes 18 de marzo de 2008
miércoles 12 de marzo de 2008
International Careers Fair - Cranfield
Just before the exams, the traditional International Carers Fair took place on the Forum of the School of Management where several and well-known companies offer answers for diverse topics to the MBA and MSc students.
Most of the companies prepared stands and many Cranfield alumni were there. Also during the day we had the oppotunity to assist to the presentations fo Brambles Ltd., Microsoft, Shell International, Dunhumby, Arcelor Mittal Ltd., and Satyam Computer Services Ltd.
The presentations and the conversation with senior managers and other people were all of high quality and interesting, demonstrated with the presence of most of the students from the very beginning until the end of the fair in the evening.
Thanks to the excellent organization of the Carrers Team, we also have the feedback from the companies who felt a very professional approach on our research for their business.
Most of the companies prepared stands and many Cranfield alumni were there. Also during the day we had the oppotunity to assist to the presentations fo Brambles Ltd., Microsoft, Shell International, Dunhumby, Arcelor Mittal Ltd., and Satyam Computer Services Ltd.The presentations and the conversation with senior managers and other people were all of high quality and interesting, demonstrated with the presence of most of the students from the very beginning until the end of the fair in the evening.
Thanks to the excellent organization of the Carrers Team, we also have the feedback from the companies who felt a very professional approach on our research for their business.
martes 11 de marzo de 2008
Business, Governance & Ethics in Asia at MBS
This subject has been one of our favourite at Melbourne Business School that first term. Yeah basically because is the unique subject that all of us are together enrolled.
The course examines the Asian business environment, focusing on Southeast Asia, China and East Asia. It uses economic, cultural and legal lenses to view and discuss key aspects of doing business in that region, touching on topics such as globalisation. “Asian Values”, governance, ethics and corruption.
The course will be pitched at the level of an experienced manager who is keen to enter into or is already operating in the Asia market and wishes to: -gain more familiarity with the key challenges faced when doing business in the region; and -explore conceptual frameworks applicable to the Asian business environment.
The course examines the Asian business environment, focusing on Southeast Asia, China and East Asia. It uses economic, cultural and legal lenses to view and discuss key aspects of doing business in that region, touching on topics such as globalisation. “Asian Values”, governance, ethics and corruption.
The course will be pitched at the level of an experienced manager who is keen to enter into or is already operating in the Asia market and wishes to: -gain more familiarity with the key challenges faced when doing business in the region; and -explore conceptual frameworks applicable to the Asian business environment.
In the picture some of us are with our professor Benny Tabalujan.
jueves 28 de febrero de 2008
Postulaciones se cierran definitivamente el Domingo 2 de Marzo a las 24 horas.
Hasta el Domingo 2 de marzo a las 24 horas se extendió el plazo para enviar las postulaciones del ciclo 2008 del Magíster en Gestión para la Globalización.
Los documentos de respaldo, que se reciben hasta el viernes 7 de marzo, pueden ser enviados por correo o llevados personalmente, al Departamento de Ingeniería Industrial de la Facultad de Ingeniería, ubicado en Domeyko 2338. Mas Informacion.
Los documentos de respaldo, que se reciben hasta el viernes 7 de marzo, pueden ser enviados por correo o llevados personalmente, al Departamento de Ingeniería Industrial de la Facultad de Ingeniería, ubicado en Domeyko 2338. Mas Informacion.
miércoles 27 de febrero de 2008
Earthquake hits England
Believe it or not, a tremble affect large portion of the island. A 5.3 magnitude quake hits at 0056 GMT (2156 Chile) with the epicentre in Lincolnshire, at 160 km from Cranfield aproximately.
No people result injured seriously and minor damages were reported.
Here we felt the strange noise and a little movement within the building. More info at BBC.
viernes 15 de febrero de 2008
Sustainability Conference 2008 at MBS
Yesterday we had opportunity to attend the conference about real solutions for Environmentally Sustainable Business at Melbourne Business School.
The debate about sustainability has now shifted from questioning the existence of an environmental crisis to the best strategies and tactics for creating sustainable economies. Customers, employees, shareholders and regulators are asking about how businesses negatively impact and positively contribute to efforts to ensure a sustainable planet. More information.
lunes 11 de febrero de 2008
Dinner with Patricio Meller at Cranfield
Today, we welcomed our Master programme's director Patricio Meller, who came to visit the School of Management at Cranfield University and checked how well settled the chilean students are.
We happily share impressions and discover how well evaluated by our professor and classmates we are. They mention the easy adaptation process we performed and the rapid integration with students and within learning teams. That results very possitive for making this Cranfield Experience as rich as it could be for us.
We happily share impressions and discover how well evaluated by our professor and classmates we are. They mention the easy adaptation process we performed and the rapid integration with students and within learning teams. That results very possitive for making this Cranfield Experience as rich as it could be for us.
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