aim2009_q2

@Hot @40Embassy

SECOND QUARTER 2009 | VOLUME 4 ISSUE 2SECOND QUARTER 2009 | VOLUME 4 ISSUE 2

at TheAIM Alumni Homecoming 2009

S E C O N D Q U A R T E R V O L U M E 4 I S S U E 2 aim

18The AIM Alumni Leadership Magazine (AIM Leader) is a quarterly publication of the Asian Institute of Management with editorial office at the Alumni Relations Office, Asian Institute of Management, 123 Paseo de Roxas, Makati City, 1260 Philippines Telephone No.: 892.4011 locals 331, 540 and 533 Telefax: 893.7410 | Email: [email protected]

Copyright 2007, AIM Alumni Leadership Magazine. All rights reserved. Reproduction in any manner in whole or in print, in English or other languages, without written permission is prohibited.

ISSN 1908-1081

EDITORIAL TEAM

Greg AtienzaEDITOR-IN-CHIEF

Susan Africa-ManikanASSOCIATE EDITOR

Sherbet Katigbak-ManaliliMANAGING EDITOR

Haji Zulkifly BaharomSENIOR OVERSEAS CORRESPONDENT

Kriska MallariEDITORIAL ASSISTANT

Maritess Aniago-Espiritu Khristine RevillaVoltaire MasangkayAmy NeronaALUMNI RELATIONS OFFICE STAFF

Jose Ma. Emmanuel FernandezRamon FarolanNolan AdarveVaidas SukysSonny ColomaMarilyn Juliano-LucianoEd BañagaRose Chery OrbigoI. Eliezer ManikanJerry QuibilanNonette ClimacoMonina MontepiedraCONTRIBUTORS

Chili DogsDESIGN & ART DIRECTION

Jovel LorenzoKarl VicenteJorem CatilloPHOTOGRAPHERS

Brian Vallesteros Mark DeutschChili DogsILLUSTRATORS

Lexmedia DigitalPRINTING

EDITORIAL ADVISORY BOARD

Felipe AlfonsoPRESIDENT OF THE INSTITUTE

Victoria LicuananDEAN OF THE INSTITUTE

Datuk Ir. Mohd Annas Hj. Mohd Nor. CHAIRMAN, FEDERATION OF AIM ALUMNI ASSOCIATION, INC.

Gabriel ParedesCHAIRMAN, AIM ALUMNI ASSOCIATION – PHILIPPINE CHAPTER

Marvee Celi-BonoanEXECUTIVE MANAGING DIRECTOR, SCIENTIFIC RESEARCH FOUNDATION

Greg AtienzaEXECUTIVE MANAGING DIRECTOR, ALUMNI RELATIONS OFFICE

insights 18Extracting Value From Payables FinancingJobs, Journeys, JudgementsCleaning up the Pasig RiverWalk a Boat: Say No to PollutionLife’s Lessons

4newsAIM President Estrada’s Send-off PartyAIM Ranks 16th in Asia-Pacific in Employer’s Choice SurveyBook Launch: “Corporate Social Responsibility in Asia: Getting it Done the Intel Way”AAAIM Holds Induction of New Board MembersPaterno, New Development Office EMDAIM Alumni Achievement Award presented to Ruth Callanta, MM 1986

Guiapal Presents Paper at HPAIRNewly-Transformed Executives for AsiaAIM-DOE Collaboration to Improve Energy SectorColoma, Newly Minted PhDAIM Alumna Stands Out in the U.S.Bernardo among TOYM AwardeesLapus and DepEd gets highest approval ratingTanalgo and Padilla among ten outstanding soldiers

Hot@40

28

AIM Alumni Homecoming 2009

26

alumnileadershipP R E S I D E N T ’ S M E S S A G E

Felipe AlfonsoPRESIDENT, ASIAN INSTITUTE OF MANAGEMENT

1AIM ALUMNI LEADERSHIP MAGAZINE Second Quarter 2009

AS THE AIM BOARD OF TRUSTEES HAS APPOINTED me to lead the Institute in the interim while it is in search of a new President, I welcome the opportunity again to be of service to you.

As we step a year forward from our four decades of leadership as a management school of choice in the region, we relive our commitment in our mission of making a difference in sustaining the growth of Asian societies by developing professional, entrepreneurial and

socially responsible leaders and managers. Pursuant to this mission, we continue to offer management programs and use learning technologies uniquely relevant to Asia, as we promote practitioner-oriented research and nurture a culture that rewards professionalism, creativity and excellence.

Our more than 36,000 alumni from over 70 countries have been witness to this mission, and have practiced the skills of leadership learned from the case rooms in their respective endeavors of choice. As the numbers of our graduates increase, I am hopeful that each of you will continue to support AIM through a vast number of ways—from research to faculty development, to learning space and infrastructure, to resource by providing scholarships and helping our students maximize their unique AIM experience.

I am grateful to each and every graduate who has chosen to participate in many ways to sustain the leadership of AIM. Your immense generosity in sharing your time, talent and treasure are deeply appreciated, and each contribution, no matter how small to you is of great significance to us. I am heartened to know the increasing participation of our alumni in AIM initiated events, and we look forward to working closely with the most recent batch of alumni leaders in FAIM and in the Alumni Association of AIM-Philippine Chapter.

I would also like to take this opportunity to thank our first alumnus president, Francis Estrada, for taking bold steps in moving AIM forward in an increasingly competitive environment. His commitment and dedication to his alma mater is indeed admirable, as his three years of leadership has brought many positive changes to the Institute.

I invite all alumni to continue to participate in the continuous development of your school, as I express my personal thanks to you for helping us continue to move forward into our fifth decade.

I would also like to take this opportunity to thank our first alumnus President, Francis Estrada, for taking bold steps in moving AIM forward in an increasingly competitive environment.

giving

Giving Thanks, Giving Back and

Serendipity

The 1st AIM Alumni Breakfast

Forum

42

14

Ruth Callanta, MM 1986: Doing Good, Doing Well, and Doing God’s WillM.P. Singh, MBM 1976: A Journey More Interesting than the Destination

AIM 2009 Homecoming Golf Tournament: Hot for Golf @40 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Corporate Social Responsibility in Asia: Getting it Done the Intel Way . . . . . . . . . . . . . . . . . . . . . Class Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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spotlight 42

2 AIM ALUMNI LEADERSHIP MAGAZINE Second Quarter 2009

F R O M T H E E D I T O R - I N - C H I E F

In last issue’s News section, page 15, 3rd row right photo, Mr. Ranjeet Nambiar’s photo was mistakenly captioned as “Arora”.

THE RECENT VISIT of the AACSB team at AIM pro-vided everyone an opportunity to review each department’s road maps, from where we started our journeys in AIM five years ago, and to the path that lies ahead. It gives me

pleasure to share with you how the Alumni Relations Office has grown from its early beginnings as an independent unit to where it is now. It was quite fortuitous that a bright MBA 2009 student, Pia Sanedrin chose the ARO as the subject of her MRR, “Customer Relationship Management Strategy for AIM Alumni Relations Office”, and this dissertation, along with many other insights provided a wealth of resources to help us plan our objectives five years henceforth.

In June 2005, ARO benchmarked its services vis-a-vis the alumni networks of Harvard, Tuck, Michigan and Yale. The exercise clearly showed the learnings for AIM and the AIM alumni network. These lessons included the follow-ing: that alumni work starts with a vigorous involvement in student life; that an updated database was the starting point of any alumni effort; and that frequent communication, regular face-to-face meetings and network activities were essential for building a strong network, among many others.

From the simplified benchmarking of 2005-2009, ARO now aims to use as reference the alumni benefits of the Top 25 B-Schools ranked by the Financial Times. In the said study, 25 initiatives and programs were identified, namely: alumni magazine, online portal, external networking sites, exclusive networking sites, career and business services, alumni clubs and chapter development, discussion groups, alumni-student connection, merchandising, executive life-long learning, endowments, alumni recognition, lifetime email, class websites, educational travel and networking tours, online alumni directory, podcasts and webcasts, dis-counted services and products (through sponsors and part-ners), transcript requests, course auditing, fitness center tie-ups, alumni centers, involvement in admissions, credit card tie-ups, and alumni consultancy. While ARO already carries most of these services, a more focused, relevant and even more customized servicing is targeted.

For the next five years, your Alumni Relations Office also plans to create and roll-out a Customer Relationship Management (CRM) strategy and system to heighten relationships built with the alumni network over the past five years. The CRM is likewise projected to help customize alumni programs and events, enlarge the circle of engaged alumni worldwide, and optimize multimedia communica-tions as the alumni network increasingly assumes its role as “co-owner” of AIM.

Chapter development is also seen as an important area of development for ARO. We are targeting to establish, in tandem the alumni chapter network, an interdependent set up in alumni governance. This will enable a closer, more effective coordination with the Institute through ARO. We are also likewise targeting the full establishment of the city chapter mode of organization from the existing country chapter. Present technology and the spread of the alumni network necessitate this action. Virtual chapters are likewise foreseen in chapter development. In line with this, ARO is planning to partner with selected sponsors to underwrite alumni events and alumni media vehicles, to enable the chapters and alumni associations to focus on events which are relevant and meaningful to AIM and the alumni community.

Of course, all these would not be possible without your support, and I look forward to your feedback and sugges-tions. Do send me an email at [email protected].

God bless!

EDITOR-IN-CHIEF, AIM ALUMNI LEADERSHIP MAGAZINEEXECUTIVE MANAGING DIRECTOR, ALUMNI RELATIONS OFFICESECRETARY GENERAL, FEDERATION OF AIM ALUMNI ASSOCIATIONS, INC.

Greg Atienza

ARO now aims to use as reference the alumni benefits of the Top 25 B-Schools ranked by the Financial Times. In the said study, 25 initiatives and programs were identified... . While ARO already carries most of these services, a more focused, relevant and even more customized servicing is targeted.

E R R A T U M


NEWS

THE ASIAN INSTITUTE OF Management ranked 16th in the Asia Pacific in the QS Global 200 Business Schools 2009: The Employer’s Choice Survey. AIM belongs to the cluster of Asia-Pacific schools scoring over 20 employer votes along with Austral-ian Graduate School of Manage-ment, China Europe International Business School, Indian Institute of Managemet in Bangalore, Ahmedabad and Calcutta, Indian School of Business, Macquarie, Hong Kong University of Science and Technology, Monash Univer-sity Graduate School of Busi-ness, Nanyang Business School, University of Technology Sydney Graduate School of Business, and Tsinghua University School of Economics and Management.

The schools securing the most employer votes by region are: Harvard Business School and The Wharton School in North

America; INSEAD and London Business School in Europe; IN-SEAD Singapore and Melbourne Business School in the Asia-Pa-cific region; EGADE-Tecnologico de Monterrey and IPADE Business School in Latin America and American University in Cairo and Bar-Ilan University in Africa and Middle East.

The “QS Global 200 Business Schools 2009” consists of 72 schools in North America, 70 schools in Europe, 40 schools in Asia-Pacific, 12 schools in Latin America and six schools in Africa and the Middle East.

The number of Asian and Australian schools featured in the QS top 200 has increased from 10 schools in 2004 to 40 this year— a massive jump reflecting their growing status and also reflecting the growing importance of Asian recruitment amongst employers.

AIM Ranks 16th in Asia-Pacific in Employer’s Choice Survey

On May 8, 2009, AIM Chairman of the Board Mr. Jose Cuisia announced that the Board of Trustees has appointed Prof. Felipe Alfonso as interim president “until such time that a new president has been appointed by the Board of Trustees.” Mr. Francis Estrada’s term as president officially ended on May 15. The Search Committee for the AIM President has requested the Board of Trustees additional time to conduct an interview with the short- listed candidates because the nomination period has been extended.

Alfonso as Interim AIM President

On the afternoon of May 15, 2009, the AIM Community threw a send-off party for President Francis G. Estrada as spends his last day of presidency in AIM. Mr. Estrada, the first alumnus president, served the Institute for three years.

AIM President Estrada’s Send-off Party

Source: www.topmba.com

THE AIM-RAMON V. DEL Rosario, Sr. Center for Corporate Social Responsibility (AIM-RVR CSR Center), in partnership with Intel Philippines, launched the book, “Corporate Social Respon-sibility in Asia: Getting it Done the Intel Way” last April 27 at the AIM Conference Center Manila.

Briefly, the book states that companies must see the necessity of meaningful collaboration—between firms and governments, firms and civil society, and between and among firms—in effectively addressing social issues that affect the common future of Asian economies and the firms operating in them.

This book provides CSR practitioners 15 case studies on the implementation of Intel’s well-focused and long-running CSR programs in education, community engagement and employee volunteerism, environ-ment and supply chain manage-

BOOK LAUNCH

“Corporate Social Responsibility in Asia: Getting it Done the Intel Way”

ment, across its key sites in Asia.Present during the event

were Michael Wentling, Intel Philippines Managing Director; Dr. Anjan Ghosh, Director, APAC Corporate Affairs Group of Intel Corporation; Francis G. Estrada, AIM President; and Prof. Felipe B. Alfonso, Executive Director of the AIM-RVR CSR Center.

Representatives from business organizations, the government, academe, and civic organizations also witnessed the book launch: BDO Founda-tion Inc., Bureau of Product Standards of the Department of Trade and Industry, Cavite CSR Council, FIT-ED, Glenn Defense Marine Asia Phils, Inc., Globe Telecom, Landbank Countryside Development Foundation, Inc., Lopez Group Foundation, Maka-ti Business Club, Metrobank Foundation, Inc., Philam Foundation, Philippine Working Group on Social Responsibility, Quezon Power, San Miguel Cor-poration, SITEL, Toyota Motor Philippines Foundation, Inc., UCBP-CIIF Foundation, Inc., Unilever Philippines, UP College of Engineering, UP-NISMED and VOICE Network.

For inquiries about the book, please email [email protected] or call 752-1208, 892-4011 loc. 2139 and look for Ms. Gina Arca.

NEWS


THE INDUCTION OF THE new alumni leaders of the Alumni Association

of AIM (AAAIM)-Philippine Chapter was an auspicious event where none other than the Former Philippine President Hon. Fidel V. Ramos who inducted into office the new members of 2009-2010 AAAIM Board and who was also the keynote speaker on June 4, 2009 at the Stephen Fuller Hall at the AIM campus. Outgoing AAAIM Chairman Mr. Gabriel Paredes, MBM 1972, gave the welcome remarks. Former AAAIM chairmen Prof. Herminio “Sonny” Coloma, MBM 1978, Mr. Ramon “Arps” de Vera, MBM 1973, Mr. Teodoro “Teddy” Villanueva, MBM 1973, Ms.

Bernadette “Berna” Lomotan, MBM 1974, Mr. Arturo “Art” Macapagal, MBM 1971, Mr. Alex Tanwangco, MBM 1973, Ms. Laarni Goseco, MBM 1989, and Mr. Eduardo “Ed” Bañaga, MBM 1979, and AIM President Prof. Felipe Alfonso graced the event.

Inducted to the new board are: Ms. Ofelia “Ofel” Odilao-Bisnar, MBM 1988—Chairman, Mr. Joselito “Lito” Yabut, MBM 1979—Vice-Chairman, Ms. Celine Bautista, ME 2000—Secretary, Mr. Francisco “Pax” Lapid, ME 2003—Treasurer; board members Mr. Tomas Marcelo “Beau” Agana, III, EMBA 2004, Prof. Horacio “Junbo” Borromeo, Jr., MM 1977, Mr. Perpetuo “Boy” De

Claro, MBM 1973, Mr. Virgilio Brigido “Nonoy” Espeleta, MBM 1991, Mr. Manuel “Manny” Gaerlan, MM 2002, Mr. Matthew “Fritz” Gaston, MBM 1988, Ms. Corazon “Coratec” Jimenez, MDM 2002, Prof. Mario Antonio “Mayo” Lopez, MBM 1970, Mr. Michael Sherwin “Mike” Macatangay, EMBA 2006, Mr. Raoul Rodrigo, MBM 1972, Mr. Henry Tenedero, MDM 2003; and AIM Representative, Mr. Gregorio “Greg” Atienza, MBM 1983.

The AAAIM paid tribute to the outgoing chairman, Mr. Gabby Paredes, and acknowledged its significant partners and sponsors: Smart Communications Inc., Petron Corporation, the Philippine

AAAIM Holds Induction of New Board Members

Long Distance and Telephone Company (PLDT), Philippine Business Daily Mirror Publishing, Inc., Philippine Daily Inquirer, BusinessWorld Publishing Corporation, Manila Broadcasting Corporation (MBC), Ayala Land, Inc., Panasonic Manufacturing Philippines Corporation, Nestle Philippines, Inc., Summit Media, Apple Printers, Manila Bulletin, Toyota Pasong Tamo, Inc., The Philippine Star, Rizal Commercial Banking Corporation (RCBC), Sun life of Canada (Philippines), Inc., Stradcom Corporation, the AIM Alumni Relations Office headed by Mr. Greg Atienza, Hon. Jesli A. Lapus, Chairman of the Triple A Club and Secretary of the Department of Education, and Mr. Washington SyCip, Chairman Emeritus of AIM. The class of 1989 was also acknowledged during the event for their efforts in organizing this year’s homecoming held at the Embassy last February 27, 2009.

(front from L) Greg Atienza, MBM 1983, Boy De Claro, MBM 1973, Nonoy Espeleta, Ofelia Odilao-Bisnar, MBM 1988, Hon. Fidel Ramos, Coratec Jimenez, MDM 2002, Celine Bautista, ME 2000, Pax Lapid, ME 2003, Lito Yabut, MBM 1979, Gabby Paredes, MBM 1972, (behind from L) Manny Gaerlan, MM 2002, Mayo Lopez, MBM 1970, Mike Macatangay, EMBA 2006, and Henry Tenedero, MDM 2003

NEWS


Paterno, New Development Office EMDDINA

LOMONGO PATERNO is the Executive Managing Director of the new Development

Office of AIM-SRF. She holds an MA in International Relations from the University of Pennsylvania (1984) and graduated BS Foreign Service from the University of the Philippines (1980). Ms. Paterno started out with a career in government as Special Assistant to the Director of the Department Foreign Service Institute. She was eventually invited to help set up the International Affairs Office of the Office of the Prime Minister with Mr. Cesar Virata in the early 1980s. After briefly working in the private sector shortly after the first EDSA revolution , Ms. Paterno joined the ASEAN Office of the Dept. of

Foreign Affairs as a career diplomat. Her experience in education includes a stint as Senior Lecturer of the Political Science Dept of the University of the Philippines, Asian Literature teacher at the Hongkong International School, SAT teacher for Kaplan Review in Hongkong, private tutor and volunteer Catechism teacher in Hongkong and Manila.

Ms. Paterno is also a member of the founding board of The Beacon School, the only IB-accredited “World School” in the Philippines and of The Little Gym, Philippines and Singapore. Until recently, she was a two-term President of the PTA board of International School Manila. She has over 15 years experience of living overseas in the US, Thailand, France and Hongkong and in various capacities worked for other agencies of government, private sector and NGOs. She was the first Executive Director of The

Hongkong Bayanihan Foundation, which established two community (non-shelter) centers for overseas domestic workers and the Sa Aklat Sisikat Foundation in Manila, which promotes the habit of reading in Philippine public schools through the only accredited program with the Department of Education.

Ms. Paterno’s experience also includes event and conference management, having been part of the National Organizing Committee for the Philippine hosting of APEC in 1996, Summit Officer for the ASEAN Summit in 1987 and various other events/conferences since as former founding partner of EON, Inc and as an independent consultant. Currently, she is also a Director of the Philippine Business Leaders Forum and is active in Gawad Kalinga-Kultura. She is a proud and engaged mother of three daughters. Her eldest is a sophomore at Wesleyan University in Connecticut,

her middle child attends boarding school at St. Catherine’s in Melbourne and her youngest is at The Beacon School in Manila.

Ms. Paterno joined AIM in mid-September 2008 with a mandate from the Board to set up a Development Office, charged with institutional capital raising and and donor relationship management among others. In most schools and universities in the US and even Asia, this office is also known as “Institutional Advancement.” She welcomes all alumni who are inclined to “give back” to AIM in all forms, ideas, suggestions, volunteer service, donations, etc. She can be reached at the Development Office at 632 892-4011 loc. 256 or email her at [email protected]. Her new office at AIM sits between the Zen Garden and the pool. Come by and say hello whenever you’re in campus.


NEWS

THE ALUMNI ACHIEVEMENT Award or Triple A, the highest recognition given by the AIM alumni community and the Asian Institute of Management to its outstanding graduates was presented to Ms. Ruth Callanta, MM 1986 during AIM’s appreciation dinner last February 27, 2009.

Leading the awarding ceremony were Sec. Jesli Lapus, MBM 1973, Chairman of the Triple A Club and Secretary of the Department of Education, Mr. Gabriel Paredes, MBM 1972, Chairman of the Alumni Association of AIM, and Datuk Ir. (Dr.) Mohd Annas Hj. Mohd Nor, MM 1984, Chairman of the Federation of AIM Alumni.

Sec. Lapus cited Ms. Callanta for her exemplary degree of personal excellence and achievement, and her dedication to the upliftment of the less privileged members of the society, which provides inspiration to the AIM community.

AIM Alumni Achievement Award presented to Ruth Callanta, MM 1986

Ms. Ruth Callanta obtained her Master in Management degree in 1986. After graduating from AIM, she established the Center for Community Transformation whose mission was to help build and transform communities where members

enjoy prosperity, justice, peace and good health. Through her leadership, the CCT Credit Cooperative has released loans worth P1.6 Billion to more than 100,000 micro-entrepreneurs as of the end of 2007, with an amazing 98.5% repayment rate.

With 100,000 urban poor families provided with a source of income, 50,000 given jobs, and more than 500 community leaders serving their communities, Ms. Callanta has indeed made a remarkable difference to the less fortunate in society.

Sec. Lapus cited Ms. Callanta for her exemplary degree of personal excellence and achievement, and her dedication to the upliftment of the less privileged members of the society, which provides inspiration to the AIM community.

AIM Presdient Francis Estrada, AIM Chairman Joey Cuisia, Sec. Jesli Lapus, Triple A Awardee Ms. Ruth Callanta, AIM Chairman Emeritus Washington SyCip, AAAIM Chairman Gabby Paredes and FAI< Chairman Datuk Annas


NEWS

A IM ALUMNUS ALEEM Siddiqui Matabalao Guiapal presented

a paper entitled “Social Networks in Asia: A Means to Strengthen Social Policy and the Case of the Young Moro Professionals Network” at the Harvard Project for Asian and International Relations (HPAIR) 2009 Harvard Conference, which was held from February 19-22, 2009 at the Harvard University campus in Cambridge, Massachusetts.

Aleem, a native of Maguindanao of the Au-tonomous Region of Muslim Mindanao (ARMM), was se-lected from among 265 accepted conference delegates to deliver a presentation for the Social Policy workshop. Mr. Norman Ho, Workshop Leader on Social Policy commended, “Your topic on the importance of social

networks and non-government organizations in bringing about reform was very interesting. I think you challenged existing conceptions of social networks and broadened the term, empowering it and also giving delegates a new perspective.”

Aleem and his HPAIR groupmates, Diether Ocampo and Arif Hasan, also had their paper abstract admitted for presentation in the Oxford Said Business School 5th Asia Pacific Retail Conference in Hongkong on August 25–27, 2009.

Their paper is entitled “Retail Trends Among Small

G U I A P A L P R E S E N T S

P A P E R A T H P A I R

and Medium Sized Enterprise in Pakistan and the Philippines: A Comparative Study to Sustain Local Market in Asia”. After analyzing the retail trends of SMEs in the Philip-pines and Pakistan, the paper of-fers suggestions on how to sustain the local markets in Asia.

HPAIR is a partnership between the students and faculty of Harvard University, offering a sustained academic program and a forum of exchange to facilitate discussion of the most important economic, political, and social issues relevant to the Asia-Pacific region.

The Oxford conference series on retailing in the Asia Pacific region is organized by the Oxford Institute of Retail Management at Saïd Business School, University of Oxford, in collaboration with the Hong Kong Retail Technology Industry Association Industry Asso-

ciation. The aim of the conference series is to bring together indus-try, academic and government representatives to discuss a pressing theme in retail management.

Aleem is a graduate of AIM’s Negotiations Program in 2008, Basic Development Management, and TOT for Development Managers in 2005. A recipient of the Ten Outstanding Muslim Youth (TOMY Awards) in 2007, he is currently completing his requirements for his Master in Development Management degree.

“I think you challenged existing conceptions of social networks and broadened the term, empowering it and also giving delegates a new perspective.”

NEWS

10

AFTER COMPLETING AN 11-month Master in Management (MM) program from the Asian Institute of Management, 29 graduates have been transformed into top-level executives and strategists for Asia. The graduates formally received their degree last 25 April 2009 during fitting com-mencement exercises held at the AIM Conference Center Manila in Makati City.

As in all cohorts, the gradu-ates came from different coun-tries and industries, that contrib-uted to the richness of classroom discussions—12 Filipinos, 15 Indians, one Japanese, and one Chinese. These graduates now make up a network of almost 37,000 alumni in more than 70 countries who are individually making a difference in sustain-ing the growth of Asian societies.

In his message to the graduates, AIM President Francis Estrada said that they will be

in an Asia that has claimed its historical global economic importance and “has been the staging area for remarkable growth and unprecedented social transformation.” He said that the MM program, aptly described by a student as a boot camp, provided them with an understanding of the complexities of managing and leading in Asia. Victoria Licuanan, Dean of the Institute, likewise emphasized to the graduates the volatility of the

global situation, saying that “while you were busy with the rigorous demands of your coursework, countries were facing numerous challenges brought about by the global financial crisis and major political changes and upheavals. The world you emerge to is far changed from the world you left to come to AIM.” Dean Licuanan reminded the new leaders that “these challenges are opportunities for you to practice and apply what you have learned in AIM’s caserooms, to the broader world that you are set to lead.”

Speaking on behalf of the graduates were Gaurav Mehta of India and Fr. Isagani I. Ehido of the Philippines. Gaurav said that their MM program was indeed a year of transformation, which has conditioned them to be confi-dent in their abilities to make a mark even during tough times. Relating to music, Fr. Isagani is

deeply convinced that AIM has made them more than singers of the world’s prosperity, peace, and justice, and that AIM has made them masters, not only in man-agement but also of the orchestra of the world’s bright future.

Retired General Ramon Farolan who also earned a Master in Management degree from AIM in 1975 was the graduation guest speaker. In this year’s batch of graduates, three are from the military, including Major Fabian Pedregosa who graduated with distinction. Class President Den-nis Bumanglag who was recently promoted to Lt. Colonel said that “while my military training provided me with the discipline for critical thinking, my AIM education allowed me to expand my perspective and develop my foresight.” He said that their case-room sessions made them more adept to solve problems and see things in the bigger picture.

Newly-Transformed Executives for Asia

AIM ALUMNI LEADERSHIP MAGAZINE Second Quarter 2009

Farolan

With BDO Loans, you may besurprised at what you can afford.

We make our loansaffordable for you.

Don’t let doubt and uncertainty stop you from getting what you’ve always wanted. Whether it’s a brand new car, your very first home, a trip abroad, expensive household essentials or some must-have luxury items.

Come to BDO and you’ll pleasantly discover that all these might just be within your reach. That’s because at BDO, we find ways to make our loans affordable for you.

Now that shouldn’t come as a surprise to you at all.

Call 631-8000 or visit your nearest BDO branch.

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With BDO Loans, you may besurprised at what you can afford.

We make our loansaffordable for you.

Don’t let doubt and uncertainty stop you from getting what you’ve always wanted. Whether it’s a brand new car, your very first home, a trip abroad, expensive household essentials or some must-have luxury items.

Come to BDO and you’ll pleasantly discover that all these might just be within your reach. That’s because at BDO, we find ways to make our loans affordable for you.

Now that shouldn’t come as a surprise to you at all.

Call 631-8000 or visit your nearest BDO branch.

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Member: PDIC. Maximum deposit insurance for each depositor P250,000

NEWS


PROF.

SONNY COLOMA

recently earned

a Doctor of

Philosophy

degree in

Organization

Development

from the Southeast Asia

Interdisciplinary Development

Institute (SAIDI).

Prof. Coloma is the Don Jose

Cojuangco Professor of Business

Management. He has served as

Associate Dean of the Executive

Education and Lifelong Learning

Center (EXCELL) and Associate

Dean of the Master in Business

Management (MBM) Program.

He holds a Master in Business

Management (With Distinction)

from the Asian Institute of Man-

agement (1978). In 2004, he was

conferred the Triple A (AIM Alumni

Achievement) Award, the highest

honor accorded by AIM alumni to

its outstanding graduates.THE DEPARTMENT OF Energy (DOE) signed a Memorandum of

Understanding (MOU) with the Asian Institute of Management (AIM) at a ceremony held on May 13, 2009 at the Lopez Gallery of the AIM Campus in Makati. The MOU signatories were Energy Secretary Angelo T. Reyes, AIM President Francis Estrada, and AIM Policy Center Executive Director Prof. Ma. Lourdes Sereno. Mr. Ray Goco of USAID-Energy and Clean Air Project, Mr. Klaus Preschle of Konrad Adenauer Stiftung (KAS), and Ms. Rima Laurel of AIM SRF, signed as witnesses.

The MOU aims to formalize and further strengthen the partnership between the DOE and AIM in activities such as:

1. Management training and other capacity building exercises;

2. Analysis and formulation of energy policies and plans;

3. Complementation of

resources in undertaking mutually rational endeavors; and

4. Formation of strategic linkages with the public and private sectors, civil society, international community and the media in recommending policies to benefit the energy sector.

The AIM Policy Center (APC) was established in 1996 as the public policy think-tank of AIM. It looks into issues affecting national com-petitiveness, such as the state of the energy sector. Since 2001, APC has been producing policy recommendations for the energy sector and, since 2007, has participated in enhancing the strategic planning proc-esses of the DOE. The United States Agency for International Development (USAID) through its Energy and Clean Air Project (ECAP) and the Konrad Adenauer Stiftung (KAS) have been supporting these endeavors.

AIM-DOE Collaboration to Improve Energy Sector

AIM Alumna Stands Out in the U.S.

Coloma, Newly Minted PhD

In 1994, Ma. Theresa Martinez

discussed and analyzed with her

learning group several marketing

cases during the course of her

MBA studies at the Asian Institute

of Management (AIM). Today,

her marketing savvy propelled

her to be one of the awardees

of TWIN (Tribute to Women and

Industry) sponsored by the YWCA

of Bergen County in New Jersey.

For the past 35 years, TWIN has

been recognizing women who have

achieved responsible professional

positions and have made

noteworthy contributions

to their industries.

Martinez is the marketing

director of Pegasys (an anti-

hepatitis drug produced by Roche).

According to news reports, Mar-

tinez led her team in a campaign

that resulted in record sales. Her

strong managerial and leadership

qualities, including a key focus on

the professional development of

her team members, “kept the team

highly engaged and focused on

driving business success.”

Before assuming the post of

marketing director in 2007, Mar-

tinez started as a brand director in

Roche. Prior to Roche, she worked

for 10 years for Bayer Pharmaceu-

ticals as a sales representative,

rising to positions in strategic plan-

ning, division management, and

product management.

Aside from Martinez, two

other Roche employees were also

given the TWIN award this year.

“These individuals are exceedingly

deserving of this recognition.

They have made outstanding

contributions to Roche, to the

pharmaceutical industry as a

whole and to the health and quality

of life of countless people,” said

George Abercrombie, president

and CEO of Hoffmann-la Roche Inc.

The Asian Institute of

Management salutes Martinez

on this award. She joins the

circle of socially-responsible AIM

graduates who are committed

to improving the lives of people

through excellence in their

chosen professions.

NEWS


IN RECOGNITION FOR HIS

inspiring determination and out-

standing community service, Rex

Adivoso Bernardo, MDM 2002, was

awarded The Outstanding Young

Men (TOYM) on December 20, 2008

at the Malacañang Palace with Phil-

ippine President Gloria Macapagal-

Arroyo as the guest of honor.

“I wanted to prove that

disabled persons like me can also

contribute to the development of

our country,” Bernardo said during

the presentation of awardees.

Bernardo is currently a

professor and the director for

research and development at

Mabini Colleges and an active vol-

unteer at Gawad Kalinga in Daet,

Camarines Norte. He received the

Apolinario Mabini Presidential

Award in August 2008.

FINDINGS ON

Corruption from

the February

2009 Pulse Asia

Ulat ng Bayan

national survey

show that the

Department of

Education (DepEd), which Education

Secretary Jesli Lapus, MBM 1973

heads, tops the list of least corrupt

agencies in the Philippines.

Sec. Lapus and DepEd also got

the highest approval rating based in

the July 2008 Ulat ng Bayan survey

of Pulse Asia.

According to Lapus, the depart-

ment has made remarkable ac-

complishments under his watch such

as the marked increase in school

enrollment, reduction in the prices

of books, and the procurement of

additional funds for additional class-

rooms, among others.

“In view of these accomplish-

ments, DepEd has received a record

positive 61 percent approval rating

from Pulse Asia surveys. DepEd is

now recognized as one of the top

performing departments of the

government,” Lapus said.

Bernardo among TOYM Awardees

Joining Rex Bernardo are

Tourism Secretary Joseph Ace

Durano, broadcaster Karen Davila

and agriculture science research-

ers Antonio Alfonso and Christian

Joseph Camagun.

The TOYM Award is now on

in 50th year in recognizing the

country’s young men and women

“whose selfless dedication to their

field resulted to significant contri-

butions to the country.”

Bernardo was featured in

July-September 2007 issue of the

AIM Alumni Leadership Magazine.

“I wanted to prove that disabled persons like me can also contribute to the development of our country.”

Lapus and DepEd gets highest approval rating

IN RECOGNITION OF THEIR

professionalism, valor and patriot-

ism, Col. Romeo Tanalgo of the

Philippine Navy and Col. Restituto

Padilla, Jr. of the Philippine Air

Force (PAF), both from MDM 2002,

have been recognized among the

Ten Outstanding Philippine Soldiers

(TOPS) of the Metrobank Founda-

tion and the Rotary Club of Makati.

They were awarded by Philippine

President Gloria Macapagal-Arroyo

Tanalgo and Padilla among ten outstanding soldiers

Sources: http://www.op.gov.ph/index.php?option=com_content&task=view&id=22659&Itemid=1 http://www.manilastandardtoday.com/iserver?page=politics5_mar19_2009; www.mbfoundation.org.ph

at the Rizal Hall of the Malacanang

Palace on March 26, 2009.

Col. Tanalgo crafted and

facilitated the approval of the Phil-

ippine Navy’s standard operating

procedures on the accreditation of

various foreign career courses for

the advancement of marine and

naval officers.

Col. Padilla, a commandant of

the PAF Flying School, managed

and directed a total of 324.8 hours

of air combat missions in Mindanao

and against the New People’s

Army (NPA) rebels, all of which had

zero accident records.

The Search for TOPS is an an-

nual project of the Metrobank Foun-

dation Inc. and the Rotary Club of

Makati Metro. It aims to honor excel-

lence among the men and women in

the military as an expression of the

civilian sector’s appreciation and

gratitude for the soldiers’ selfless

acts of gallantry in preserving the

nation’s sovereignty.

Tanalgo

Padilla

A L U M N I N E W S M A K E R S


PH OTOS BY J O REM CATILLO

IT WAS AN OCCASION LONG DUE, serendipitous even as it was held in the wake of AIM’s 40th an-niversary celebrations last year. On a thankfully balmy, clear night on February 27, 2009, a small, intimate group of less than 100 came together for an

“AIM Appreciation Dinner” at Sycip Park, a fitting venue named in honor of AIM’s Chair-man Emeritus and by far its most generous donor, Mr. Wash Sycip. The event signals what we hope is the start of many more purposeful, collegial gatherings of AIM’s growing family since it was founded 41 years ago.

The park was well decked out for the occasion, tastefully decorated with luminous fiberglass balls and tables among others by the team of designers Al Caronan and Tina Bonoan and an elegant three-course, subtly Filipino-inspired menu was prepared by French-trained Chef Sunshine Pengson-Puey.

Together with music impeccably performed by the UP Singing Ambassadors, the evening augured well. It would be a night to momen-tarily forget the real life challenges brought on by an unfolding crisis of unprecedented proportions, and instead remember, ac-knowledge, honor and thank those who have supported AIM through the years.

Intentionally, guests were seated in each of the unique silver leaf tables representing the many different and important stakehold-ers of AIM, among them members of AIM’s international Board of Governors, the Board of Trustees (of both AIM and AIM-SRF), AIM donors and friends, AIM alumni and AIM faculty and management. The idea is to bring together 41 years of collective memories, expe-riences, collaborations, partnerships, insights and inspiration at the AIM “thanksgiving” table, perhaps even for the very first time. The hope is that from such coming together, we are not only able to renew valuable ties but

that such events can also spark fresh interest in helping AIM grow as a dynamic, viable educational institution.

Among those who came were AIM’s founders, Mr. Sycip and Dr. Ralph “Bud” Sorenson, who have both faithfully remained on the AIM Board of Governors. The other Governors included distinguished business personalities such as Dato’ Timothy Ong, Mr. David Newbigging, Dr. CC Chen, Mr. Rizalino Navarro and former heads of Central Banks M.R. Pridiyathorn Devakula and Tan Sri Dato’ Lin See Yan. Mr. Euh Yoon Dae, MBM ‘73, who’s also on the Board reunited with fellow alumni and Triple A (Filipino) awardees who were there in nearly full force. Datuk Annas Mohd Nor, MM ‘84 and Mr. Napoleon Nazareno, MBM ‘73 among them, also both sit on the AIM Board of Trustees. Datuk Annas also represented the Federation of AIM Alumni (FAIM) as its Chairman. Mr. Gabriel Paredes, MBM ‘72 who sits on the AIM Board of Trustees

GIVING

D I N A L . P A T E R N OSerendipityGiving

&Giving BackThanks


and is Chairman of the Alumni Association of AIM (AAAIM), Philippines also came with some members of his AAAIM board, Ms. Ofel Bisnar, MBM ‘88 (who later that same evening was elected incoming Chair of AAAIM at the Homecoming event at Embassy), Ms. Celine Bautista, ME 2000 and Mr. Raoul Rodrigo, MBM ‘72 and Mr. Exequiel Villacorta, MBM ’72.

Other members of AIM’s Board of Trustees who attended were Co-Chairman Jose Cuisia

and wife Vicky, Mr. Felipe Alfonso, Mr. Ramon del Rosario Jr. Mr. Jaime del Rosario and Bro. Armin Luistro and AIM President Francis Es-trada, MBM ‘73 and his wife Cristina. From the AIM-SRF Board of Trustees, Datuk Sarip, MBM ‘79 and Dr. Sang-Kee Min, MBM ‘73 were also present at the dinner. From the AIM Faculty and management were Associate Dean Ricky Lim, Prof. Jun Borromeo, MM ‘77, Prof. Ernesto Garilao, MM ‘82, the new Executive Director of the Policy Center Atty. Lourdes Sereno, Dr. Eli Santos, AMMP ‘83, Mr. Joaquin Montene-gro, MM ‘88, Mr. Gilbert San Pedro, EMBA 2003, Ms. Marvee Bonoan, MBM ‘95, Mr. Greg Atienza, MBM ‘83 and Ms. Dina Paterno.

Mr. Oscar Lopez represented the founding donors together with over 20 of AIM’s institu-tional and individual donors, a few of them reconnecting with AIM again that evening. As planned, the dinner recognized and thanked donors and friends who have helped grow AIM to where it stands today. For this purpose, art-

ist Ferdie Cacnio, whose wife Bing is also an AIM alumnus, MBM ‘88, was commissioned to create “gift trees” inspired by the WiSdom Tree he also created for Mr. Sycip and given at last year’s 40th anniversary celebration (see related article of Alumni Leadership Maga-zine, April-June 2008, Volume 3, Issue 2). In explaining the gifts to AIM’s major donors, Pres. Estrada said that “as we envision the multiplication of the wisdom trees, we use the same symbol to continue the tradition of giv-ing that our Chairman Emeritus has started and modeled for us.” Among the major donors who received the gift trees that evening were the Lopez Group and Ayala Corporation (both founding donors as well), Fernandez Family, Jesus V. del Rosario Foundation, MetroPacific, Mirant/Team Energy, PHINMA Group, PLDT/Smart, Security Bank Corporation, SGV Group, Starr Foundation, Tan Yan Kee Foun-dation, Inc., Zuellig Group, Japan Interna-tional Cooperation Agency, Konrad Adenauer

Mr. Exequiel Villacorta and Mr. Raoul Rodrigo Ms. Guendolyn Lee and Dato’ Timothy Ong

Sec. Angelo Reyes

AAAIM Chairman Gabby Paredes Sec. Jesli Lapus AIM Presidednt Francis Estrada Dr. Sang-Kee Min and Mr. Pridiyathorn Devakula


GIVING

Foundation, US Agency for International De-velopment and the World Bank. Other donors present were also recognized, among them Amb. Jess Tambunting, Ms. Doris Magsaysay Ho, Mr. Oscar Hilado, Ms. Mary Ann Chan and daughter Lisa (representing Mr. Jose Mari Chan), Mr. Guillermo Luchangco and some AIM and Triple A alumni, and they were also given handcrafted wine bottle gift sets.

Another highlight of the dinner was the 2009 Triple A award, a peer-recognition award given by AIM alumni and AIM to outstand-ing graduates. This year it was made more memorable that it was given before a distin-guished group which included a substantial number of former Triple A alumni awardees, led by its Chairman Sec. Jesli Lapus, MBM ‘73. The choice of this year’s awardee, Ms. Ruth Callanta, MM ‘86 is not only well-deserved but serendipity at play in light of a seemingly crumbling world order brought on by the global financial crisis. ‘Serendipity’ as a word was coined in 1754 and comes from a Persian

tale in which three princes make surprising discoveries. Its dictionary meaning has evolved to mean “the gift of finding valuable/good things not sought for or accidentally.” That an award that stands for excellence in business and/or management and is traditionally given to outstanding alumni in business and/or management was awarded, in this particu-larly troubled year, to Ms. Callanta is not just another award for an alumnus’ hard work and her family’s support. It is as well an unexpected “gift” to the entire AIM community as her work of dedicated service for the “upliftment of the less privileged members of society,” (through her Center for Community Transformation - see related news in www.aimalumni.org) hopefully reminds and inspires each of us as we ponder our life’s work and purpose. Indeed, even Mr. Sycip in his toast later at the dinner, was just as touched by Ms. Callanta’s humble and sincere response as she accepted the Triple A award.

As the dinner was drawing to its conclu-sion, serendipity again reveals its wonderful

surprise in the person of AAAIM Chairman Gabby Paredes, as he swiftly went to the po-dium and made an appeal of sorts, in similar vein to his feature story in the Leadership Magazine of July-September 2008, vol. 3 issue 3 (see article p.52, “Money, That’s What I Want”). As he reiterates his call especially for all alumni that “while the school is surviv-ing, the present funding support is not like what it was in the ‘70s (and therefore), we must help,” he made specific mention of a proposal we had discussed on an earlier and separate occasion. Unbeknown even to me, he announced three separate pledges of support, from his own personal, corporate and the AAAIM board, to start the fund for the very same proposal, which would help enhance AIM’s institutional capacity for the long-term.

After this surprise announcement, he invited the rest of his fellow alumni present to pledge similarly as a show of support and promptly returned to his table. And then the evening took on a lighter, funnier tone!

Just when everyone thought the dinner was ending as Mr. Sycip raised his glass to toast and thank everyone, enter MBM ‘73 and Triple A alumnus Sec. Angelo Reyes. Armed with a wire-less microphone, his fellow alumni thinking that he was going to equally surprise them with a song, Sec. Reyes, former Chief of the Armed Forces of the Philippines and Sec. of National Defense among his many portfolios, started a roll call of AIM and fellow Triple A alumni and “encouraged” each of them (and other non-alums even!) to make a similar pledge towards the fund that Mr. Gabby Paredes earlier committed to. Thus the evening, which started out elegantly to give thanks became the dinner that happily gave back and serendipity is the word that best characterizes this event.

To all the AIM and Triple A alumni (and friends) who gamely answered Sec. Reyes’ “call,” AIM is deeply grateful and inspired by your support! With profound thanks to Mr. Gabby Paredes MBM ‘72, Sec. Angie Reyes MBM ‘73,Sec. Jing Lapus MBM ‘73, the AAAIM Board, Mr. Polly Nazareno MBM ‘73, Mr. Popoy Juico MBM ‘73, Mr. Roland Young MBM ‘74, Mr. Art Macapagal MBM ‘71, Mr. Chito Francisco MBM ‘71, Mr. Lanny Nanagas MBM ‘72, Mr. Freddie Xeres-Burgos MBM ‘71, Mr. Ed Limon MBM ‘74, Mr. Boy de Claro MBM ‘73, Mr. Francis Estrada MBM ‘73, Mr. Euh Yoon Dae MBM ‘73, Dr. Sang-Kee Min MBM ‘73, Datuk Sarip MBM ‘79. Special thanks as well go to Ms. Doris Magasay Ho, Mr. Dave Balangue, Mr. Fil Alfonso and Amb. Jess Tambunting.

As of this writing, we are pleased and grateful that our alumni and friends have already given 80% of the pledged donation to the Fund Raising Software Fund. We hope to

have this critical capability in place by early 2010.

Mr. David Balangue (SGV Group)

Mr. Napoleon Nazareno (PLDT/Smart)

Mrs. Dulce Fernandez (JBF, Marilag Corporation)

Ms. Elzadia Washington (USAID)

Mr. Ricky De Castro (Team Energy Philippines) Mr. Jesus Reyes (Security Bank)


WITH THE CHAIRMAN OF THE ALUMNI ASSOCIATION OF AIM, Gabby Paredes (MBM ’72) as host, the 1st AIM Alumni Breakfast Forum was held last May 6, 2009 at the Duets Bistro of the AIM Conference Center Manila. Over thirty alumni leaders from various classes and pro-grams graced the occasion.

The event provided outgoing AIM President Francis Estrada the op-portunity to speak about his three years in office, and how the institute has accomplished changes in its system of governance, creating real meritocracy, and acknowledged the work of the faculty and the alumni. “The name of AIM has been raised to levels that are not easy to do,” he noted. “It is up to us, the alumni, to make sure that this phase in the development of the institution will continue in spite of the competi-tion and recent economic challenges.” He also thanked Gabby Paredes for the initiative he has long championed, and welcomed incoming Chair Ofel Bisnar “who will be taking up the cudgels in this very important and challenging time.”

Gabby Paredes expounded on his mission to encourage the alumni to give back to the institute, stating that even small amounts will make a big difference in AIM’s future. “I want to demystify giving,” he said. “Today’s forum is an attempt to get the giving started and you will be surprised at what it can accomplish.” He enjoined the influential alumni present to join this serious effort to spread the giving spirit.

Dina Paterno, Executive Managing Director of the AIM Develop-ment Office gave a brief overview on how the alumni can increase their support to the AIM Alumni Fund. “At present, only 2% of the alumni population has given back to AIM- a small amount which we are hoping to grow through this initiative.”

It was also an occasion to launch the Online Giving site of the AIM Alumni Portal. AIM graduates from all over the world can now give a gift to the AIM Alumni Fund for Scholarships, Learning Space, Research and Development and Faculty Internationalization by going to www.aima-lumni.org and clicking on the “Give Online” link.

Greg Atienza, Executive Man-aging Director of the Alumni Rela-tions Office and master of ceremo-nies for the event gamely tried the Online Giving site with a personal donation of Php 1,000 per month to the Alumni Fund for Scholar-ships. “With permission from the Chairman of AAAIM, I wanted to be the first giver,” he remarked.

The Alumni Relations Of-fice wishes to thank the following alumni for gracing the event: Alex Gaston and Mayo Lopez, MBM 1970; Ric Echevarria, MBM 1971; Prof. Leonardo Silos; Gary Grey, MBM 1974; MP Singh and Rene Leveriza, MBM 1976; Ed Bañaga, Bingle B. Diago and Lito Yabut, MBM 1979; Lynn Sy, MBM 1984; Ofel Odilao-Bisnar, MBM 1988; Ma. Luz Generoso and Bernie J. Jiao, MBM 1989; Eris Arce and Gigi Agustin, MBM 1990; Virgilio Brigido G. Espeleta, MBM 1991; Agnes Lamberte, MBM 1992; Bombit Ramirez, MBM 1995; Jerry Quibilan, MM 1976; Ace Esmeralda, MM 1997; Manny Gaerlan, MM 2002; Chet Espino, ME 2001; Pax Lapid, ME 2003; Letty Guill-ermo, MDM 1999; Coratec Jimenez, MDM 2003; Beau Agana, EMBA 2003; and Mike Macatangay, EMBA 2006.

The 1st AIM Alumni Breakfast Forum

“At present, only 2% of the alumni population has given back to AIM—a small amount which we are hoping to grow through this initiative.”

Mr. Alex Gaston, Mr. Gary Grey and AIM President Franics Estrada

AAAIM Chairman Gabby Paredes

Prof. Leonardo Silos and Mr. Ric Echevarria

Mr. MP Singh

From L: Development Office EMD Ms. Dina Paterno, AIM President Francis Estrada, AAAIM Vice-Chairman Ofel Odilao-Bisnar, AAAIM Chairman Gabby Paredes and Alumni Relations Office EMD Mr. Greg Atienza

PH OTOS BY K ARL VICENTE

Extracting Value From

Senior Vice President, Regional Payments, Product Management, Global Payments and Cash Management,

Asia-Pacific, HSBC, Hong Kong

N O L A N A D A R V E , M M 1 9 9 6

Payables Financing


INSIGHTS

Illustration by Mark Deutsch

IN A COMPETITIVE ENVIRONMENT, low-cost supplier partnerships are increasingly important. It is in the buy-ers’ interest to help their suppliers gain

access to cheaper financing through payables financing. The most fundamental factor of a payables financing solution is the benefit of freed-up working capital for both the buyer and the supplier.

The reduction in liquidity in the market combined with the growing cost-sensitive envi-ronment, has led to more businesses reviewing their supply chain processes for opportunities to release working capital. The resulting extended supply chains have raised questions between buyers and suppliers as to the most appropriate forms of financing. Payables financing is an increasingly popular product, enabling buyers to achieve cheaper financing for their strategic suppliers. It is a buyer-centric solution that allows a sponsored supplier to obtain financing from a financial institution or a bank. With the benefit of the buyer’s superior credit line, a pric-ing arbitrage is established, thereby enabling the supplier to receive financing from the bank at an interest rate lower than what it would otherwise have paid on its own accord.

Payables financing technically finances the same transaction, since one party’s payable is another’s receivable. However, the associated risk between the two varies and hence acts as a differentiator. Under the paya-bles financing scheme, the bank’s credit risk resides with the buyer and therefore pricing is based on the buyer’s credit and risk profile.

There are benefits to both the buyer and the supplier in payables financing. For the buyer, the key is that payables financing effectively allows its days payable outstanding (DPO) to be ex-tended. The buyer then benefits from the positive impact on its working capital, given the cash that is released from the DPO extension. For the sup-plier, the cheaper cost of financing has definite economic merit and is the main reason for enter-ing into a payables financing programme.

The payables financing opportunity is widely recognized in Asia, with banks of-fering solutions in one form or another. To apply for payables financing, some banks still require laborious manual operations, such as the physical checking of the approval or confirmation of the financing via a fax or scanned document before terms can be established and the financing processed. Other banks, however, have automated most of the process, minimizing the degree of manual operations required. By converting from manual to automated processes, banks achieve a more sophisticated payables financ-ing scheme through enhanced platforms and more efficient operations. Recent years have seen third-party companies emerging as sup-plementary providers of payables financing so-lutions. Although the banks provide the actual financing, in some cases third-party providers have started to complement the arrangement with their own efficient operating platforms.

How Payables Financing WorksSince payables financing is a buyer-cen-

tric solution, the buyer as the “bigger” party must first sponsor their strategic suppliers to the bank that offers a payables financing programme. Under a payables financing ar-rangement, the buyer will send the payment instruction to the bank immediately upon invoice acceptance (from day 5 to day 59). Upon receipt of the instruction, the bank will effect immediate payment via financing to the supplier. On the due date, the bank will collect the principal amount from the buyer.

Buyer Value PropositionWith payables financing the buyer has

the ability to offer financing and liquidity to key suppliers. A supplier’s cost of capital has a critical impact on its financial standing and consequently a supplier is always interested in cheaper sources of financing. By sponsoring strategic suppliers into a payables financing

scheme, the buyer creates cheaper financing for the suppliers and can potentially strength-en its buyer-supplier relationships. Sponsorship gives the buyer some latitude for negotiating better concessions with the suppliers, and likewise, the buyer can stretch its credit terms with its suppliers, thereby extending its DPO. The cash released under the scheme improves the buyer’s working capital position, which then allows the buyer to reinvest the cash back into the operation of its business—practically a free cost of additional capital.

If a buyer opts to utilize a payables financing scheme offered by its existing cash management bank and if the bank has an integrated payments system, the buyer will encounter limited workflow change. With an integrated payments system, payables financing transactions can operate on the same platform and under the same processes as regular pay-ments. Because the payables financing solution is integrated on the existing platform, the buyer can instruct payables financing transactions in the same way as existing payments, and subsequently efficiency is promoted. Addition-ally, little time and effort is incurred when implementing the payables financing solution and there is minimal impact upon the existing payments process. A further advantage is that the existing payments system provides online real-time capability and full visibility, which is a useful tool for the buyer to track the status of its payables financing transactions.

Supplier Value PropositionIn contrast to traditional receivables

financing or factoring where the supplier seeks its own financing from a financial institution or a bank, with a payables financing solu-tion, up to 100% of the amount of receivables (payables from the buyer’s perspective) can be financed by a bank. By taking advantage of the buyer’s superior credit rating, the supplier can gain access to a less costly form of financing as compared with what it would have normally been charged given its own credit rating. While buyers can enjoy the extension of their DPO in a payables financing scheme, the supplier is effectively reducing its days sales outstand-ing (DSO). The reduction in DSO benefits the supplier through accelerated collection, which releases cash earlier and results in improved liquidity and working capital position.

The focus of many supply chain management initiatives has shifted towards the financial supply chain and working capital management processes. With buyers preferring to delay payments and suppliers wanting speedy collections, the opportunity has arisen for banks to bridge the gap and provide a cash management financing solution to satisfy both parties.


“Extracting Value from Payables Financing” continued on page 52 >>


INSIGHTS

Jobs, Journeys, JudgementsR A M O N F A R O L A N , M M 1 9 7 5

THE AIM HAD JUST ANNOUNCED THEIR latest program, an eleven-month intensive business leadership course for mid-career man-agers. We were the guinea pigs for this fresh experiment. Our class had about forty students, mostly Filipinos, but with five Malaysians, four Indians, three Taiwanese, two Indonesians, two Singaporeans, and three Americans. We had a

commercial airline pilot and two church figures. One was a Jesuit who had left the ministry, and the other was a secular priest who would later become a chaplain in the US Army. I was one of several military officers. A Singaporean classmate used to sit at the top row of the case room, the better to view the action and listen to the discussions. Only later did we realize that his eyes were on one of our lady classmates. He would return to Singapore with an AIM degree, and a Filipina wife. I’m not sure which of the two provided a greater advantage for his career. One of our classmates spent more time in casinos than on his books, and predict-ably, failed to measure up to his potential. For the military people, some would join the EDSA Revolution of 1986 which brought Cory Aquino to power; others would join coup attempts to reverse the earlier revolt. At times we found ourselves on opposite sides of the fence.

The years 1974-1975 were relatively good years for the Philippines. Martial Law had just been declared a year before, and there was a feel-ing that perhaps, a change in the political environment and structure would lead to the establishment of a new and better society. In fact, the regime called itself the New Society. The need for national disci-pline was stressed in the popular slogan of the day—“Sa Ikauunlad ng Bayan, Disciplina ang Kailangan” (For national progress, dis-cipline is necessary.) We finished the course, and looked forward with great anticipation to applying what we had learned at the Institute. In general, there was a feeling of hope.

Today, you graduate under the worst possible conditions. We are in a global economic crisis not seen, since the Great Depression of the 1930s, with the human cost in terms of lost jobs and displaced workers growing at a terrifying pace. If it is any consolation for us dark-skinned natives, someone said that “the crisis was caused by the irrational behavior of white people with blue eyes.” The International

Labor Organization predicts that 38 million people around the world could lose their jobs in this year alone.

In the Philippines, the labor department estimates that over the last six months, some 120,000 workers have lost their jobs or suffered pay cuts. In an attempt to paint a better picture, the government says that the pace of retrenchments has slowed down. It’s all a question of terminology. Just like US Secretary of State Hillary Clinton saying that the Obama administration no longer uses the term “war on terror.” It is now called “overseas contingency operations”.

Your situation reminds me of the life of an old family friend who started out under circumstances similar to what you now face. In the 1920s, when we were still under American colonial rule, the US Naval Academy at Annapolis, and the US Military Academy at West Point, accepted one Filipino cadet each year, chosen on the basis of nation-wide examinations. After graduation, they would be commissioned as officers in the Philippine Scouts for duty in the Islands. In 1927, a seventeen-year old boy was sent to Annapolis for training. Charles Lindbergh had just flown solo across the Atlantic. The boy would board the “USS Thomas,” a US army transport ship that brought Ameri-can teachers to the Philippines earlier. The teachers would be called Thomasites, and they would contribute to the establishment of a public school system in the country. For the young boy, it was an exhilarating moment, and he was eager to start his adventure.

When he landed on American soil, he had no travel documents, no passport, no visa. All he had was a letter from the American Gover-nor General of the Philippines, saying that he had been admitted to the US Naval Academy and requesting border officials to assist him in any way possible so as to reach his destination.

To make a long story short, just as he was starting his third year at Annapolis, the US stock market crashed and the Great Depression set in. It was an unparalleled phenomenon which he would not forget. Businesses were wiped out, company executives sold apples and pencils on street corners for survival, with some queuing at outdoor kitchens to get a free bowl of soup.

When he graduated in 1931, the depression was still raging. He was told the US government had a hiring freeze and that no job was available for him. He tried to look for work; there was none.

General (Ambassador) Ramon Farolan was one of the first students of the Master in Management programs in 1974. In 1977, he was bestowed the AIM Alumni Achievement Award or the Triple A, the most prestigious honor given by the Institute and FAIM to its alumni. This speech was delivered before the graduating class of MM 2009, last April 25, 2008 at the AIM Conference Center Manila.

Some thirty-five years ago, I entered the Asian Institute of Management, mostly out of a sense of curiosity. My educational background consisted of four years at the Philippine Military Academy, several months at the Air Force Flying School, and a number of specialized military courses. One gets boxed into a certain frame of mind, and you begin to search for answers other than the school solution, you aspire for offbeat ways of tackling issues, as well as different approaches to problems. >>

BRIEFCASE

21AIM ALUMNI LEADERSHIP MAGAZINE Second Quarter 2009Illustration by Brian Vallesteros


INSIGHTS

When his money ran out, he decided to return home and, having no funds for travel, he signed up as a crew member on a ship bound for Manila. From New York to New Orleans across the Panama Canal to Honolulu, it was a slow-boat to Manila, with the trip taking more than two months. He called the whole exercise a “work-away.” Perhaps, this was an earlier version of the field exercise included in the current MM Program known as a “walkabout.”

Five years earlier, he had left the Philippines with bright hopes. When he returned to Manila, he had nothing but the shirt on his back and a diploma from the Naval Academy. The Depression that hit the United States had rippled across the Pacific, and there was also no job for him at home. After a while when things got better, a friend who was starting an airline needed an extra hand. He had some engineering units at Annapolis, and was hired to help out. With initiative, he picked up a few flying hours and when the Philippine Constabulary put up an air section, he applied for a commission. He was accepted and sent to the US Army air corps training center in Texas and became the first Fili-pino ever to get a military pilot license. He returned home and became a flight instructor in the air corps flying school. One of his students was a Major Dwight Eisenhower who would later become President of the United States.

After World War II, as a naval academy graduate, Commodore Jose S. Francisco joined the fledgling Philippine Navy becoming its first Flag Officer-in-Com-mand and its longest serving Commander.

Perhaps, some of you are wondering if there is any job available as you leave the Institute. When you came to AIM, economic conditions were different from today, and like the officer in my story, you may have to accept whatever position is in the market. No matter what that job may be, it represents for the time being, your most valuable asset.

In a recent annual special issue, Time Magazine highlighted ten ideas that are changing the world we live in. The first idea authored by Barbara Kiviat, a business reporter, who has written on economic trends and on various topics ranging from banks and finance, is that jobs are the new assets. Now that may sound a bit strange; we have always taken jobs for granted. You count your assets in terms of a house, a car, land, savings account, maybe some shares of stock. But in a recession, we are discovering that our job is the most valuable asset a person can have. For years, we felt quite the opposite. Thanks to the power of credit cards, we spent money we didn’t have because we had all kinds of other assets. We forgot that what we had in our heads—education and training—was worth something even much more than visible assets.

Today people are realizing that they have to live within the means provided by their job, and not within the means provided by their as-sets. As we do this, we start looking at our jobs differently. A predictable salary, although small, is more appealing than the chance of scoring

big with bonuses and stock options. The distressed economy has finally set us straight on how valuable work is. But it has also made work that much harder to come by. So often, we don’t know the true value of what we have until it is gone.

Don’t be discouraged if the kind of job you aspired for doesn’t materialize. I am fully confident that with the education that you have received at AIM, your goals and objectives will be achieved.

My own journey in life started out when I joined the military academy as a young boy of seventeen. Flying an airplane was my dream but on graduation, instead of being sent for flight training, our whole class was sent to the army battalion combat teams to help in the fight against communist insurgents. After a while, we joined the air force, won our pilot wings and this was followed by a stream of assignments as we moved up the chain of command. I was in my late thirties when AIM came into the picture, exposing me to diverse cultures, to individuals with different life experiences, all of which served to enrich the learning experience. The case method sharpened our analytical skills and showed that there are other goals aside from a textbook solution if there was one.

In the years that followed, I went through a gamut of government positions as well as private sector endeavors. They were not always resounding successes, but with the help of an AIM education and the stabilizing influence of the great Co-pilot above, the bumps along the way were minimized. I am pleased to note that the MM experiment of which we were participants thirty-five years ago has continued to this day—no longer an experiment but an integral part of AIM.

In a few hours you go back to the working world. There will be no can groups, no case studies. You will be faced with judgments to make, not just about jobs but about the future of our country. We are moving into a crucial stage in the political life of the nation. Lately we have made it to a number of embarassing situations; the greediest, the most corrupt, the many unsolved killings. Certainly these are issues that call for our attention, our voices, our outrage.

As one of my favorite military heroes, Gen. Colin Powell, the first African American Chairman of the US Joint Chiefs of Staff and also the first African American Secretary of State, put it: “Being responsible sometimes means pissing people off. Leadership is not a popularity con-test. Trying to please everyone or trying not to offend anyone puts you on the road to mediocrity. Making people mad is part of being a leader.”

If you see greed, if you see corruption, if you see injustice, you don’t have to be a Colin Powell to get mad, to sound off and to make a difference.

Ramon Farolan served as Commissioner of the Bureau of Customs, Manila from November 21, 1972 to January 31, 1986 and also became Chairman, Board of Examiner for Custom brokers, PRC between 1977 and 1986. He is also a former Editor-in-Chief of the Philippine Star. As Commanding General of the PAF, he was promoted Major General on February 25, 1986 after the EDSA People Power Revolution. He retired in October 1986 as the 16th PAF Chief. During his career, he garnered awards and decorations such as: Order of the White Elephant, Royal Thai Air Force; Mil Merit Medal, Presidential Security Command; Cavalier Award; PAF Kahusayan Award, April 22, 1980; PCG, Golden Dolphin Award; Three (3) Letters of Commendation; Long Service Medal w/o BS for 20 years-March 27, 1972. Farolan is a staunch supporter of the Triple A Scholarship Fund.

Jobs are the new assets...For years, we felt quite the opposite. Thanks to the power of credit cards, we spent money we didn’t have because we had all kinds of other assets. We forgot that what we had in our heads—education and training—was worth something even much more than visible assets.


ONE OF THE STORIES RELATED to me by my late father about his friends’ exploits while they were still students at the Ateneo (before the War), were

the times they played hookey and swam across the Pasig River. Needless to say, they would often get caught and earned the ire of the Jesuit prefects of discipline. But the point be-ing made here is that, in those days, the Pasig was clean enough to attract people to jump in for a relaxing swim.

Many years later, I found myself helping the late Roberto T. Villanueva, a good friend of my late father, as a consultant in the newly established office euphemistically referred to as the Coordinating Council for Philippine Assistance Program (CCPAP).

The CCPAP was charged with oversee-ing the inflow and expenditure of bilateral and multilateral funds meant to help spur or maintain economic and social develop-ment. One time, it was suggested that I look into the cleaning of both the Pasig River and Laguna de Bay. As a committed environmen-talist, this was the sort of project that got me excited, until I made a series of phone calls to development agencies and donor institutions. In short, they said that there were dozens of clean-up studies floating around, and that only political will was needed to get the project off the ground.

The problems of the Pasig and Laguna de Bay are numerous, and some of the proposed solutions only serve to exacerbate rather than alleviate the problems concerned.

Cleaning up the Pasig RiverJ O S E M A . E M M A N U E L “ D I G O Y ”

F E R N A N D E Z , M B M 1 9 7 3

First, and most obvious, is the amount of garbage together with human and indus-trial waste being dumped into the two water systems daily. So, cleaning up the river and the lake would have to go beyond carting off the garbage and waste on a one-time basis, or, even on a regular basis. More important would be to attack the core of the problem and stop the people and institutions from dumping waste into the two systems.

And this is where political will comes in. For example, in countries like Korea and Taiwan that had similar problems, they tackled the problems with gusto and hacked away at the sources of pollutants until, to a large extent, their riverine and lake systems were cleansed. I saw this in various trips to Korea over decades where the Korean authorities literally created a buffer of land between the roads & human habitats and the rivers. In the case of the Han River, for example, one sees parks and playgrounds right beside the riverbanks, and no one is allowed to simply dump garbage or waste directly into the river. I would also venture a guess that they make extensive use of waste treatment plants before any of the waste water is reintroduced into the water systems.

In the case of the Pasig, therefore, one would have to literally move the illegal human structures away from riverbanks and into new habitats further inland. The vacated areas must then be quickly converted into parks or playgrounds before new sets of squatters move in. This is where political will comes in because the rights of the people soon to be dispossessed must be respected, but their eviction also pur-sued. Industrial polluters must also be “con-vinced” to invest in waste treatment plants so that whatever is treated is recycled or pumped into the river in a literally drinkable state.

Anyone who is familiar with the Pasig River and Laguna de Bay knows that both are heavily silted. Instead of the former depths of about 5 meters, we now have average depths of only 2 to 3 meters.

A top view of the lake on Google Maps will show not only the proliferation of fishpens,

“Cleaning up the Pasig River” cont. on page 49 >>

...there were dozens of clean-up studies floating around, and that only political will was needed to get the project off the ground.

PH OTO BY BAD DOG IN C/FLICKR


ChallengesTHE PROJECT WAS ONE MONTH IN THE MAKING, STARTING

with the collection of empty plastic bottles from the AIM with the en-couragement and support of HBO Professors, AIM students, engineers, dormitory staff, guards, janitors and especially two people that helped me the most, Sandeep Kaul and Ron Accedillo. Some of the bottles came from other friends and from the plastic bottle junk yard where we made the barge/boat inside the military camp in Fort [Bonifacio].

I experienced one week of hardship to secure a license from the government. The first time I came to visit the Mayor’s office in Pasig city, I was not able to speak with him and I was re-directed to the legal department and was told to comeback next day. I happened to miss the lawyer so they advised me to come back in the afternoon. I finally met him and he requested me to go to a government sector that handles permits for the use of the river.

After visiting the Maritime Industry Authority, they told me that I don’t need to secure a permit for the project because the barge did not need a motor engine to sail, and it was not to be used for business pur-poses. Then I came back to the city of Pasig to share my findings with the lawyer, and lawyer re-directed me to the vice mayor who told me to secure

the ECC permit from the Laguna Lake Development Authority (LLDA). When I went there, they told me that the DENR is the one issuing the ECC permit and they told me that there is no need for their office to issue a permit for sailing. The permit should come from the City government office. So I went back to the City Hall of Pasig and the lawyer re-directed me to the CENRO (City Environmental and Natural Resources Office). Luckily they granted me the permit two days before the sailing date.

I was committed to sail the boat with or without the permit. It was a risky decision that I made because I might end up in jail for violating the government’s laws. Running and hunting for permits was chal-lenging. I felt that I was maturing not by days, but by hours. The real business was all about being persuasive and confident, even though I thought that I was taking a risk to sail without permits—because in the deepest part of my heart, I was giving up on hunting permits due to the time constraint and the all too complex government machinery.

The Making of the BoatFor the preparation of the barge, I traveled far through bumper to

bumper traffic near the mountains of Rizal just to look for materials for the boat, bargaining for the price and availability of fishing net size require-

WALK A BOAT:

Vaidas Sukys, our AIM MBA student from Lithuania shares his unique HBO project in raising environmental awareness. The project was featured in Philippine news programs of GMA 7 and ABS-CBN.

V A I D A S S U K Y S , M B A 2 0 0 9

An AIM MBA HBO Walkabout ProjectSay No to Pollution

INSIGHTS

First, it was an empty plastic bottle. Then another appeared and another...That led to a Grand HBO Walkabout Project called “Walk a Boat”—a boat made of thousands of empty plastic bottles. The main message was that by building a boat of empty plastic bottles and sailing in the Pasig River, we would increase the awareness of residents of Metro Manila to preserve the natural environment instead of throwing plastic bottles in the river.


ments. I happened to reach the Laguna de Bay for the first time with boats all over, seeing the fishing port and fishermen. Although I was really ex-cited to see the areas of Rizal to expand my geographical knowledge outside Metro Manila, a lack of clear information whether fishing nets would be suitable for the boat bothered me so much that I could not enjoy the travel.

Transferring plastic bottles from the AIM campus to the building site was done at night when there was no traffic. A taxi driver randomly chosen agreed to help us transport the plastic garbage bags filled with empty plastics bottles of mineral water to the site at the Fort. Again this random search for help, and the people’s willingness to help and earn a bit was an amazing combination. I felt that everything was possible even if I was in a different country with a different culture, and did not have so many close friends. As long as I trusted people and remained friendly with them, I noticed that many impossible things can be done.

My first day in the site was exciting—the first time that I had to segregate bottles and look for the covers in the big plastic bag contain-ing hundreds of different caps. With the help of friends, we started to sew the net to have the section where we could stack the bottles.

It took almost three hours to make one pillow section of the barge and to finish ten sections to complete the boat. Being busy with school, it was difficult to go back and forth to the site just to finish what I had projected. I felt that belief is crucial in this kind of project. I noticed that if I would not believe in what I was doing, I could barely achieve any positive results—going through my anger, frustration and emotional disturbance, constantly being uncertain and not clear whether this project would ever work or not.

Now I understand and feel for those working in R&D labs, spending years without understanding everything completely. There are many emotional cycles they must be going through, besides the pressure from companies, cli-ents, families and even themselves.

During the completion of the first section out

of ten, I felt satisfied in seeing parts of the boat being completed, and I even tried to jump on it. The bottles were strong enough to hold and it proved to me that the boat would be stable on water. After the whole boat was completed I started to look for the bamboos on the third week. The bamboo was a necessity for the stability of the barge I thought; although it was not really necessary to add them. We were driving all around Metro Manila all the way to Marikina and down south to Cavite where we finally found bamboos. Once again, we were randomly asking people where we can find bamboos and people directed us with good advices.

Finally, we even found the place to test the boat near the Coastal highway by the fisherman’s market. I cut the deal with the local drunk fishermen by giving them one liter of local rum, so they allowed me to drop the boat and test its floating capability. The test was success-ful, and I was happy once again to know that being nice—even with drunk people can achieve tremendous positive results.

Boat Sets SailOn March 25 at 1300 hours, barely ten days after the collection of

plastic bottles started in March 15, the boat set sail on the Pasig River. The boat was safe and even carried ten

people. A group of Green Police repre-sentatives of Pasig City joined us on board and sailed with us down the

river near Makati Park. The boat’s particulars

came out to be as projected in the main project

Say No to Pollution cont. on page 49 >>

I felt that everything was possible even if I was in a different country with a different culture, and did not have so many close friends. As long as I trusted people and remained friendly with them, I noticed that many impossible things can be done.

INSIGHTS


First, that business exists primarily to serve people; second, that leaders of business enterprises are expected

to act ethically; third, that leadership is not situational, but must be values-based; and fourth, that a leader must first be

determined to serve before aspiring to lead.Business exists to create value through products and services

that provide meaningful benefits to people. “Whether or not the provider or manufacturer of the product has

in mind any social value to be gained from that service or product,” as pointed out by author Robert Allinson, “the service or product must provide some social value.”

Notice the language of business. A business provides “goods” and “services.” “Goods” implies essential goodness, or the opposite of evil. Mr. Allinson says it may be argued that some services (such as prostitu-tion) or some goods or products (such as weapons) may not be totally “good” or may even create “disvalue” and not value. “But”, he empha-sizes, “this does not affect the point that every good produced or every service provided does produce social value, however minimal or how-ever counterbalanced by some social disvalue that is engendered.”

For instance, weapons production creates jobs that provide wages and salaries to employees and their families.

If businesses purposively seek to create products and render services that produce some social value, then they are already performing a corporate social responsibility. There is no need to resort to high-profile publicity to achieve an image of respectability in this aspect. My favorite example is a shipping com-pany that performs a medical mission in some communities to show that it is “socially responsible” yet fails to protect its own passengers as shown by a notorious record of sea disasters resulting in loss of lives.

Corporate social responsibility must be manifested in the way an or-ganization conducts its main business, deals with customers and clients, treats employees, pays taxes and complies with laws of the land, and interacts with the communities where it does business. It is best exempli-fied by the concept of the triple bottom line: people, planet, and profits.

People must be treated with utmost respect for their innate human dignity. The environment must be protected and sustained, not polluted and destroyed by business and industrial activities. Effectiveness in serv-ing people’s needs and efficiency in running a business brings about

Life’s In March 2009, Triple A awardee Sonny Coloma received a Doctor of Philosophy degree in organization development from the Southeast Asia Interdisciplinary

Development Institute (SAIDI) School of Organization Development. This article is reprinted with permission from the author.

LessonsS O N N Y C O L O M A , M B M 1 9 7 8

After two decades of being a teacher,I have gathered a few major strands

of thought that have greatly influenced me. >>


profits that sustain an organization’s viability over the long-term. Leaders of business enterprises are expected to act ethically, or in

accordance with the highest moral standards of the society in which these businesses thrive.

As such, they assume responsibility and become accountable for the ways in which their products and services affect the lives of people. Statements like this are often greeted with skepticism and cynicism especially in a society like ours where there is rampant graft and cor-ruption. But there are businesses that survive and thrive even as their owners and leaders dare to take “the road less traveled.”

Human progress is correlated with the level of fidelity to ethical prin-ciples. Consider Singapore and Switzerland, two of the most prosperous and technologically advanced countries that are also leaders in the aspects of transparency and accountability. On the opposite side are countries that have been known to tolerate widespread transgression of moral principles.

Leadership is not situational, but must be values-based.

It is not “morally and behaviorally relativ-istic”. As pointed out by author James O’Toole: “Leaders must adopt the unnatural behavior of always leading by the pull of inspiring values.” Conventional wisdom believes in the “it depends” concept that is heavily influenced by pragma-tism and hard-nosed realism. This is related to the foregoing belief that ethical behavior is not optional but imperative.

Mr. O’Toole says that there is both a moral error and a practical error in the contingency philosophy of “it all depends.” The moral error in ‘it all depends’ is that there is no limit to the number of times this principle may be invoked. As long as ‘it all depends’, so-called “Realists will believe that they must be abusive to be effective.” This is because, Realists believe, too, that there is always a crisis. I recall that during the Marcos era, the dictator continually claimed that “the nation is in a crisis” as he ramped up from suppression of civil liberties to martial law.

In contrast there are ethical leaders like Nelson Mandela who steadfastly anchored themselves on values that recognized the primacy of human dignity. Values-based leadership is imperative if a leader seeks to gain the support of willing followers because this is the most effective way of getting them engaged in the process “because they will have been given what they all crave: respect.”

“The servant-leader is servant first...It begins with the natural feel-ing that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.”

This is the concise formulation of the concept of servant leadership by Robert K. Greenleaf. Mr. Greenleaf was a senior executive in the erstwhile telecommunications behemoth IT & T then headed by the imperious CEO, Harold Geneen. Mr. Geneen, wrote Mr. Greenleaf, “was the toughest command-and control CEO imaginable; a seven-day-a-week, eighteen-hour-a-day workaholic” who intimidated his subordi-nates so severely that some of them were known to “pee in their pants” as they endured relentless interrogation from him.

Mr. Greenleaf left IT & T and formulated an alternative concept of leadership that is humane, compassionate, and caring.

These foregoing insights constitute the platform of my personal

advocacy for ethical business, business that is dedicated to public service and a caring and nurturing brand of leadership. I have realized that the best way for a business enterprise to do well is to do good—and that there is in fact a congruence (not an incompatibility) between profit-seeking and serving people. When a leader demonstrates genuine concern and compassion for people, such leader earns respect and sustained support.

Lessons from Various ConsultationsFrom my consulting experience, I also learned many valuable

lessons. Professors at the Asian Institute of Management (AIM) are expected to be practitioners, not ivory-tower academicians. Hence, I endeavored to steep myself in the daily crucible of workaday manage-ment both in the private and government sectors so I can bring back to the classroom relevant and contemporary lessons.

Here are some lessons from my consulting practice that focused mostly on organization development, general man-agement, and corporate strategy.

First, a common source of alienation among employees is the apparent dissonance between their own values and beliefs and the practices in their or-ganizations. In most Philippine companies, the top three values (in order of priority) of all employees across all levels are: first, faith in God; second, love and caring for one’s family; and third, desire to succeed professionally. Alas and alack, many employees say they are unable to remain faithful to their basic beliefs and values because they are compelled to obey and follow what the owners and leaders of their companies tell them to do.

Secondly, the lack of work-life harmony is rooted in the dissonance between what people are innately gifted to do (in terms of their God-given talents and skills) and what organizations force them to do by way of fragmented, tightly controlled work routines that do not enable them to deliver the best possible service to their customers.

Thirdly, the deterioration of physical or somatic health in stressful organizations is linked with the employees’ state of mental health. Both states are, in turn, linked with the state (or absence) of spiritual health.

Finally, in scores of corporations across many industries, this is an essential principle: Well-performing and successful organizations are those that are able to create alignment between their people’s closely held values and their organizational goals. Organizations that mani-fest such alignment are invariably those where there is palpable unity and esprit de corps. I call these Spirit-Led Organizations. A Spirit-Led Organization is one where people derive wisdom and inspiration from their faith in God, interact with each other as caring members of a community, and regard their business as if it is their life’s mission.

My two decades-plus teaching experience was punctuated by two work leaves during which I served our government: first, as head of the Presidential Management Staff and as Transportation and Communi-cations undersecretary during the administration of President Corazon Aquino; and a second stint at DOTC in the Estrada administration.

From my government service experience, I learned the following vital lessons.First, it is important to treat people with respect. The lowli-est in economic stature are equal to the richest because they, too, are

I have realized that the best way for a business enterprise to do well is to do good and that there is in fact a congruence (not an incompatibility) between profit-seeking and serving people. When a leader demonstrates genuine concern and compassion for people, such leader earns respect and sustained support.

“Life’s Lessons” continued on page 52 >>


EACH YEAR AN UNSPEAKABLE WAVE OF NOSTALGIA SPREADS through each class as reunions and homecomings are celebrated at AIM, where precious memories are shared and the deep bonds of friendships are recounted. More so with the classes who were the early denizens of the case rooms, who remember most the priceless lessons from professors, the notorious WACs, the unspeakable sleepless nights, the rules and regulations which they

loved to bend all with a spirit of adventure and the priceless energy of youth.Thirty five years after leaving the campus, Marilyn Juliano-Luciano,

MBM 1974 gives us a whiff of the period and a glimpse of the colorful tapestry of her class that continues to be woven with hues and shades that only time can dictate.

As the emerald celebrants of this year’s homecoming, MBM 1974’s story is uniquely theirs, spiced with a character distinct from any other class of AIM.

Similarly, MBM 1979 is exceptional with a myriad of characters playing their roles in class.Ed Bañaga shares the story of how circumstances have brought them together to AIM, and how they continue to reunite thirty years after graduation.

In moving forward with their individual lives where destiny has gently led them, this auspicious homecoming season inevitably moves each class to reconstruct what has been and what had not, to see the what ifs and the what nots, where they were and where they are now. Perhaps in looking back, one can pick valuable gems from which one can use to move forward, and continue to reflect on what is really priceless in these chapters called life.

COVER STORY

RelivingRelivingLife at AIM

COVER STORY



the tools and the skills, more than the hunger to succeed or the chutzpah to muscle our way into markets and industries—its gift to us is a deep bench of friendships. Where else could we find a group of friends who knew when we bluffed our way through a tough situation, who realized when we put our feet in our mouths and found them unpalatable, who could shut us up with a look (this sometimes became more than a look and was so powerful that some 20 years later, Bob Chandran still quaked in his shoes when invited to speak before his classmates and AIM students) and who ap-preciated our little moments of brilliance even when they came far between.

When we started at AIM, the buildings were almost brand new. It was before the energy crunch of 1973 and so the thermostat was kept at a chill 68oC. There were four caserooms (two for the first-year students and two for the sophomores), about four CAN group rooms, the Cafetorium (a Greek-sounding word for cafeteria) on the first floor, a swimming pool, a five-story dorm, a one-story library, and lots

M A R I L Y N J U L I A N O - L U C I A N O , M B M 1 9 7 4

A Story Still Unfinished

Entering AIM was like opening the pages of a new book, smelling good paper and wet ink but not knowing the storyline nor the ending. We didn’t know the characters much less who the heroes and the antiheroes would be. But the very beginning was a time of anticipation mixed with a bit of suspense and a tad of trepidation. The next two years and thirty three more would be the living of that story. This is an invitation to read it with us.

THE YEAR WE FIRST WALKED INTO AIM in 1972 didn’t seem so far back in time until we received notice that we were the honorees in this year’s Homecoming as it was our Emerald Anniversary. Only then did it hit us that we were 35 years away from our gradu-ation. And so it was that during our latest get-together before the homecoming, I made it a point to really scan the room and discern whether we looked 35 years older and frankly, I don’t think we did. Maybe 35 pounds heavier, 35% less hair, 35 crow’s feet and laugh lines more but once conversations started, all the years dropped away like water off a duck’s back.

I saw my very good friends enjoying TR’s famous spicy crab dinner and ticked off how each marked a little corner of the world for themselves. There are those who stood tall in their chosen industries and vocations; those who were happy watching them make their way; those whose achievements centered on their country or their families and those whose ambitions carried them off to foreign shores. And there were those who had the best of all worlds—great families, wonder-ful careers and contented lives on more than one side of the globe. And it was evident that night what AIM had given to us—more than

The Class of 1974The Class of 1974

COVER STORY


classmates walk into the exam room carry-ing an adding machine. I did Management Control using manual calculations and would bring lots of scratch paper to exams. When the first calculators became more readily available (which I think was in the second semester of the first year), it was such a RELIEF! I cannot swear though that my calculations were more accurate, I just got the wrong results more swiftly than when I did them manually.

One of the high points of our first year was our Mara Marketing Project where the Can Groups put out an advertising campaign for a candy company. This was when I personally realized that our batch was more a team-building than a competitive class. Some of the campaigns were downright professional! There were some groups who even handed out candies re-wrapped as Mara candies. There was another group who hired a professional broadcaster to read for them. Of course, the presentation was a basic slide show as there was no Power Point presentation, and video recorders hadn’t been invented yet for personal use. It was a great learning experience for those of us who were considering a marketing career and had never undertaken a similar project before then. Another great learning tool foisted on us

was the WAC. In a generation where one used electric (if one was lucky) or manual typewrit-ers, WACs proved particularly trying. And the readers weren’t very forgiving either. Thus it was that during WAC Saturdays you would see us all stumbling groggily into the lobby at eight in the morning with nary a minute of sleep and with sore fingertips, to drop the papers into the box. Except for a gifted few who would walk in fresh as daisies and giving off a subtle scent of soap and powder and lotion (?!)

The last freshman tool that I really appre-ciated was the CAN Group. These study groups were structured and organized according to academic or work experience. My group was composed of engineers, math majors, business majors, and me, a Lit Major with work experi-ence in the academe and in a legal setting. I attribute my survival in AIM to this group. They were mostly mature, supportive, and pa-

COVER STORY

of space. The girls came in blazers and pants or microminiskirts and jackets. The men were more casually dressed in jeans and T-shirts. A few came in bellbottom pants and Nik-Nik shirts. Most of the students and the professors smoked. And you could bring in coffee into the classrooms. The caserooms featured magnetic white boards and we didn’t see chalk anywhere around except in the CAN group rooms.

There was nothing surrounding the school except cogon grass. And the Institute was peopled only by the MBM students, the faculty and administrative staff. There were no other degree programs although there were short courses. There were rules and regulations that some people loved bending and sometimes even breaking outright. Outside calls were made through pay phones in the lobby or the corridors and women were not allowed in the dorm floors after 10:00 pm (during those years, the dorms were for men only and even the men were only required to live-in during the first year). There were some occasions though when the latter was broken. One incident comes to mind. Gabby Mendoza was fond of patrolling the dorm floors after curfew and one night he saw one of the women students on the 5th floor. Of course, he proceeded to scold. And one of the boys (Tony O, if I’m not mistaken) replied: “Sir, that’s not a girl. That’s a classmate.”

First year was traumatic for most of us. While I don’t exactly remember the date classes started in 1972, I do remember that we had two weeks of preparation for students unfamiliar with basic accounting. And I remember that those two weeks were par-ticularly difficult because a typhoon raged in Metro Manila. It was also in our first year that

I first saw Senator Benigno Aquino, catching a glimpse of him as he left a caseroom after a talk before AIM students just before he was arrested. And it was of course in our first two months that Martial Law was declared.

The Class of 1974 started with about 140 students, 125 of whom were men and about 15 women. Our average age was 24 (because, according to Soledad Jimenez, Mr. Pedro Calimlim, one of our more senior classmates, skewed the average age upward). A lot of the classmates came in straight out of college because of outstanding academic and extracur-ricular records. We also had a sizeable group of military men, a smattering of people from India, two Caucasian-Americans, and some students from Taiwan, Malaysia, Singapore, Thailand, Indonesia and Hongkong. By the time Martial Law was declared, we had lost a few of them to foreign schools. Among the ones I remember who left during the first semester were Butch Campos, Robert Cokeng, Gerry Garcia and I think, Didi Lim.

We had some of the stalwarts, the found-ing fathers as it were, of the institute as profes-sors in our years in AIM. And in the mix were several who had just come back from their masteral studies abroad. The body of our first year professors included: Bing Azanza, Pete Garrucho, Prim de Guzman, Fr, Terry Barce-lon, Quintin Tan (QT), Oca Lagman, Jing de Vera and Fr. Jim Donelan. They weren’t very forgiving of our fumbles in class. For most of us, it was a very novel experience to leave the classroom with no idea of what the solution was. We were all absolute strangers to the case method. We had no computers, calculators were rare and it wasn’t strange to see some

...it was evident that night what AIM had given to us—more than the tools and the skills, more than the hunger to succeed or the chutzpah to muscle our way into markets and industries—its gift to us is a deep bench of friendships.

tient. In essence, our study group still worked together during our 2nd year.

The corps of professors for the second year were: Fil Alfonso, Jun Bernardo, Sid Cariño, Jose Drilon, Alan Jazmines, DJ de Jesus, Butch Katigbak, Del Lazaro, Bobby and Vic Lim, Vic Limlingan, Ed Olaguer, Constantino Rodas, Laddy Salas, Mel Salazar, and Ed Tayengco. That year was both much easier and more difficult. This was MRR year and proposals were due early in the school year. Some of my classmates were more savvy and had done preliminary research for their papers during the summer. For others, it was more daunt-ing. I, in particular, was especially concerned because my last research paper was on the women in Shakespeare and the use of light and dark in both TS Eliot’s poetry and Ernest Hemingway’s prose. The MRR had become wider in scope than for the classes before us. For one thing, most of the possible industry studies and feasibility studies had already been done by the batches before us. Our year could do both industry studies, feasibility studies, entry strategies and functional strategy stud-ies. It is fascinating to see how the MRR had evolved from the time of the Class of 1970 to

the present classes. One particular project that sticks out in my mind was when Bobby Lim, our professor for DE (Development of Enter-prise) assigned us to go out and borrow money for an entrepreneurial venture from any com-mercial or savings bank on the strength of a project proposal. There must have been a lot of favors called in that semester.

115 finally graduated. Some classmates joined other graduating batches and two from previous batches joined our class. Both Dione Muhammad, who now spends most of his time in the South Pacific island of Papua New Guinea, and Charles Chun Ho who lives in Taiwan graduated with distinction.

Our two years in AIM provided us with academic experiences and personal anecdotes which we have hashed and rehashed through the years. We had classmates who fell in love with fellow classmates or with the secretarial staff and one who married their MARA cam-paign broadcaster. And so there were Manny and Marisa, Rey and Cynthia, Tony and Boo, Boots and Emy, and Rene and Tina. There were those who dated but did not wind up together (but these I will not name). We have four Triple A awardees, Bobby Chan-

dran, Chansak Fuangfu, Edgardo “Boy” Limon, and Roland Young.

Most of us are in various stages of retirement now. Pietro Reyes who worked for PNB spent most of his work life abroad both in Switzerland and New York. He now is a househusband with dreams of singing opera at the Teatro La Scala and planning to learn Spanish. He joins the ranks of Oogie Pena-Dolina and myself who are full-time housewives. Oogie worked as an interior designer and still assists her husband in his distributorship business together with her two sons. These days we are both into cooking and gardening or planting seeds whether for trees or for education of the nation’s chil-dren. Manny and Marisa Bernardo-Sibal have turned the running of their company, Phoenix Educational Systems, over to their children and travel whenever and wherever the mood takes them.

Tom Claudio, one of the more senior members of our class, served government for most of his working life: from the Bureau of Plant Industry to the Land Bank of the Philip-

“The Class of ‘74...” continued on page 40 >>



1979. MARTIAL law in the Philippines was still in full swing and the strict 12 pm curfew during the time gave us more time to delve into our cases rather than hit the bars around Makati. Bell bottoms for guys were about to give way to the straight cut pants. Long hair was slowly getting out of vogue. Some 135 of us newbies came together to race in a two-year pressure cooker course. A little more than half survived. AIM was about to end its first decade, its image of being the top management school in Asia still much up there.

From the top dorm rooms, the now bustling Greenbelt was all tall talahib grass. Esperanza Street that now hosts Renaissance Hotel at the end connected the AIM and the Glorietta. It was a dimly lit street at that time and one has to walk and run to avoid potential hold uppers lurking in the dark. To the north, vacant lots with tall talahib grass was the common view. The white stone fortress-like building, Legaspi Towers was the tall building after which came the BPI Head Office at the corner of Ayala and Paseo de Roxas.

Corporate World Like most batches, everyone came from

their own way of pursuing their place under the sun. Most started in the corporate world, and 30 years after, a few are still there. Bobby Benares, an investment banker is with ATR Kim Eng since AIM. Monette Posadas is with RCBC Capital. Vince Formoso is the CFO of the Kuok Group in the Philippines. At the Directories Philippines Corp. is Bingle Diago, its top controller. Louie Zamora is with the Liberty Flour Mills Group, Freddie Domingo is with the Bank of Commerce, Alex Margate moved from Shangri-La Mactan to the Amanpulo as Controller. Jimmy Cabangis is the controller of Digitel. Danny Lim has been with Eli Lilly for some-time now while Phillip “Chungsy” Chung runs a textile mill. Lito Sarmiento is the CFO of General Milling and has been with the group for a number of years. Ben Valdez is now a partner at the Punongbayan, Araullo & Partners. Lito Cruz continues to be head of sales for the the Zuellig Group, and wife Myra Chan Cruz continues to dabble in insurance following her stint as top insurance broker of Sunlife of Canada. Dodie Yujuico runs a consumer finance company.

Consultancy Some of us started in the corporate world

and ended up in some other activities. Jene

Aliwalas started with the Ayala Group and is now a consultant for IT projects and is likewise a part time professor at the Ateneo Business School. Josie, the better half, continues to do consultancy work, travel and social work. Poly Ng retired from Chevron and is now a professor at the Ateneo Business School, together with Jene Aliwalas. Mon Romano, likewise with Chevron together with Poly Ng retired for a quiet life. Another batchmate, Betty Kaimino Tschoepke, married a German following her Ph.D in Germany and is now a Dean at the University of Asia & Pacific. Al Mayoralgo started in consumer financing and has gone to consultancy in real estate project. Harry Abrillo, our resident economist, retired from Meralco Foundation and is currently engaged in consultancy for the ADB and World Bank. Lilit Lim was in banking until he retired and now does consultancy work.

Foreign Stints The biggest group went to Jakarta, Indo-

nesia in the 80’s, where Filipino expatriates were considered the top dogs during that time. Noel Canivel was originally with First Inter-state Bank of California in Jakarta. He stayed on when the bank was acquired by Standard Chatered. Now based in Singapore, he does some consultancy for the same bank. Popo

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MBM 1979MBM 1979


Pantoja never left Jakarta, working with vari-ous top groups to this day. Oniet spent more than a decade in Jakarta then moved to Niger-ia. Boboy Mendoza was in Jakarta as well but now an immigrant in Canada. Lilit Lim was in Jakarta for a few years together with Ed Bañaga who had a short stint there as well. Jojo Marigomen had a long banking stint in the Middle East, moved to Jakarta for a year or two, but has gotten back to the Middle East. Marlon Young started in Citibank in Manila then moved to New York with the same bank. A few years back he moved to HSBC as head of their Private Banking Group.

Foreigners Of course the Indonesian batchmates

are still very active with Alex “Low waist” Triyana in education. Gunawan Danura-harja owns and manages a radio station. Harry Oesep is out there as well. Across Jakarta in Singapore, Tay Chin Tong retired from the semiconductor industry and now dabbles in the resort business in nearby Johore Bahru. In nearby Malaysia, Datuk Sarip Bin Hamid, retired as Chairman of the big AIC Group and since then travels around the world for golf games. Sarip has been recently ap-pointed as a member of the Board of Trustees of the Scientific Research Foundation (SRF),

the fundraising owner of the AIM. Sarip is one of three “Triple A” awardees from MBM ‘79. Rais bin Majid retired from the Bank Bumiputra Group after various overseas stints. Datuk Amir bin Harun left Bank Bumiputra and joined a telecom group in Malaysia. Across into Bangkok, Thailand, Mui Dilokwanich Kaekon had a top CEO career in real estate and telecoms industry until recently. She was the batch’s first “Triple A” Awardee. Supot Sirikune, likewise a Thai, has an electrical venture in Bangkok. Moving into Seoul, Korea, Chin Jungsuk retired as CEO of the Hana Bank Group and is now chair of the Bank’s foundation. Chun was the 2nd “Triple A” awardee of MBM ‘79.

In Canada, Boyet Laset since graduation joined the Bank of Montreal and still located there to this day. Bert Roberto joined him in Toronto. Today, Boboy Mendoza is fully settled there with his family, and John Rana visits the group when in Canada for his recruitment business.

In the USA, Roel Ramirez permanently relocated in Chicago working for various hotel chains until lately. He packages concerts in Chicago. Techie Jacobo is based in LA. Car-mel Villarosa still visits Manila and/or Cebu from time to time but has worked in NY and LA. Jojo Jugo is in LA, a recent visitor in Manila. Rene Diaz is in New York and last we heard he was in the finance group of a large insurance company (not AIG). Gil “Chico Bird” Chico manages a dental clinic in Los Angeles owned by him and his wife. Jojo Jugo is based in LA and runs a family owned business.

Businessmen In the 70’s and partly in the 80’s, entre-

preneurship was not a topic in AIM. Therefore, most expected to graduate and join the corpo-rate world. However, MBM ‘79 has had its own group of businessmen, some just Johnny-come-latelys. Jasper Tan is one of the most successful businessmen of the batch and is in the steel business. Gerry Nepomuceno runs the family-owned Angeles Electric Company among others. Shrikant Wad used to run a marble company and turned himself into a successful businessman in the granite busi-ness. Ramie Santos is now in the printing

Some 135 of us newbies came together to race in a two-year pressure cooker course. A little more than half survived. “The Class of ‘79...” continued on page 40 >>

IT TAKES AN IMMEASURABLE AMOUNT OF FEISTINESS, CHUTZPAH AND SKILL TO MOUNT the annual alumni homecoming at AIM. Froth with trepidation, yet standing up to the challenge, the Lead Host Class for this year’s grand reunion of AIM alumni summoned their courage, wore their creative caps and braved the intricacies of staging an event at a contentious venue at the Fort.

Why the Embassy, a lot of people asked? The controversial venue was known for its brawls and battles, its youthful vigor and energy, its glisten and glamour.

Why not?Thus states Laarni Goseco, who headed the committee this year along with her classmates of

twenty years past, Luz Generoso, Bernie Jiao, Manolet Manoza, Mon Fernandez and Miam Banson. It is an unspoken tradition at AIM, that upon reaching one’s anniversary of two decades, the

gauntlet is tossed to the class to test their mettle, merit and maturity. It is perhaps, the unassigned MRR, or a whisper of a WAC to test the strength and stature of not one student, but the whole class as well- how the bonds of friendship in the case rooms have been forged through time, and perhaps to test how one’s case room skills have grown.

The class of MBM 1989, the lead host class for this year, only proved that they were courageous enough to try something different. Organized by a batch that is known for its playfulness, daring, and most importantly, its joie de vivre, the theme “Hot @ 40 at the Embassy” echoed their spirit, their vivacity and vitality that represents a whole new generation of AIM alumni.

Leading the Homecoming

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MBM 1989MBM 1989

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pines and finally to the Congressional Com-mittee on the Modernization of Philippine Agriculture where he was appointed by the Senate to the position of Deputy Exceutive Director. Finally retired, his life is crowned with seven successful children and a wife who works with him on horticulture projects in Laguna. He is currently writing two books, one on self and the other on his professional interests. Oca Gendrano has also written a book, “Man of the Forest”, which details his life as a forester and which was launched a couple of years ago.

We have a group of bachelors and bachelorettes and gigolos and gigolettes in our class. As Elsa aptly described this group and I quote: “single but not lonely.” Berna Lomotan is involved in South Sea pearl jewelry and is active in community projects such as the resuscitation of the mangroves in Quezon. She is also a pillar of strength in the Pilipinas Bayang Banal, a movement for a moral Philippines. She divides her time between California and Manila. Sol Jimenez, likewise, commutes between her home in Frankfurt amm Mein in Germany and Manila. She undertakes projects to translate professional journals from German to English and vice-versa. Elsa Buenaven-tura works in ABN-AMRO which is alive and healthy contrary to rumor and lives in Amsterdam. T. R. Mohan, after he was hired by the FJE Group of Companies, decided to settle in Manila and periodically visits India. He runs GenDiesel Corporation and we have elected him an honorary Filipino. Gary Grey is a Director of Vinta Systems (a software development and services company) and teaches IT and related courses at the Ateneo Graduate School of Business.

There is, of course, a group of active retirees or semi-retirees. Francis Suatengco recently pulled up roots and relocated to the US. Today he commutes between Manila and New York. When here, he works as an independent consultant in finance. His wife, Vanessa, is currently GM of Manila Diamond Hotel after a stellar tour as GM of EDSA Shangrila. Jess Villongco put up a school, now a college, eight years ago in Cavite and undertakes financial con-sultancies. These financial consultancies have evolved into a deeper involvement in a mining operation in Mindanao and in the operations of a restaurant chain. Jimmy Melendres, also retired, does industrial development and agribusiness consultancy with focus on Laguna and Aurora province projects. Mon Mayuga is semi-retired and teaches Strategic Management part-time at the Gokongwei School of Management and serves as Independent Director of SeaOil. Together with his wife, Jik Lazo, he is an active Shepherd in the Marriage Encounter community. He joins a clique of classmates who are full-time golfers but work on the

side which include: Tony Ongpin who consults for sales and marketing, strategic planning and cattle feedlot operations; Roland Young who is “actively retired and inactively exports” coco fiber and coco organic soil; Gary Lim whose firm Limkaco provides business signage and tents for high-end companies; Rene Montemayor, retired as President of Purefoods back when it was still part of the Ayala Group and now works as Senior Adviser to the President of the Center for Leadership and Change, Inc. (the Franklin-Covey Leadership Center franchisee for the Philippines) and Vice-Chairman for General Milling Corp.; Boots de Veyra runs a boar farm in Bukidnon and is developing a subdivision for soldiers in Leyte. There is also Nitoy Estrellas who when not on the putting green is fish-farming in Pangasinan.

We also have several classmates in the academe: Rico Angtuaco who is a professor at AIM, which he joined after teaching for many years at the Ateneo de Manila; Ed Sison who has been connected with the University of the Philippines School of Labor and Industrial Relations teaching Human Resource Development in Diliman. Jaya Keskar who is a Director of IRS in Pune, a network of 19 Business Schools in India and is an active Rotarian (like Ed Limon who is also active in the Paranaque District); Toy Emasithi of Thammasat University and Boo Ho Rho who earned a PhD, teaches in South Korea and co-founded the Korea Institute for Competitiveness, an entity that continually conducts seminars for improvement of pro-ductivity, quality and technical management with an emphasis on innovation,

Quite a number are still active in their respective fields. There’s Caloy Guadarra-ma who is still connected with the National Power Corporation as a Vice President. Bert Manabat of Manabat Sanagustin & Co. CPA’s (member of the KPMG network), a firm he established post-SGV and after a stint at the Securities and Exchange Commission. Komandur Srinivas whom we called “Srini” is running his own company, Chandra Exports, in India and probably one of only two classmates who sent an offspring to AIM. The other one is Benny Lomotan, who was the president of our class. Dary Pagcaliwagan has retired from USAID but is still very involved in community and NGO work focused on marginalized communi-ties and sustainable development, thanks to the active support of his wife, Anne, who teaches in international schools. Boy Yaptinchay is concurrently President of Meridien Development Group of Essensa fame and EVP for Century Properties. Chito Misa is based in Cebu and manages both a consultancy company that he and his wife, Pet, set up and Orthopaedia Frei Far East, Inc., a prosthetic and orthotics firm with headquarters in Switzerland. Yong-Chan Jung Kim is owner of Kimbel Leather, well known for exquisitely made bags, and

Bert Locsin still actively oversees Locsin International, a renowned furniture maker and exporter.

Fr. Oca Andrada is a parish priest in his native Iloilo and Perry Ramos is a doting father, very proud of his children including a son who was accepted into medical train-ing at an Ivy League university-affiliated hospital in the Eastern Seaboard.

There are also classmates who are now based abroad. Dondon Villa is Director of IT Security Architecture, Euroclear Group of Brussels. His company takes care of computer security systems, I think. Elsa B, as earlier mentioned, is in Amsterdam. Our Canadians are Tony Valenzuela in Halifax, Ermie La Rosa in Vancouver and Ed Castellanes in Toronto. Joe Macmang is in Manhattan, and sees Pietro, Didi Lim and former AIM staff members, Ilo Echevarria-Wallenstein and Terri Javier once in a while. Chito Corpus is in San Francisco, Frankie Sibal in Los Angeles, Bert Martinez who used to be with the World Bank in Washington DC, Pramod Pan-dey in Switzerland (the last we heard), Ed Ligaya in Thailand, and maybe others that haven’t been in touch at all. News is patchy at best about other classmates especially from other countries: Chansak Fuangfu, Toy Emmasithi, Abdul Ghani Ahmad, Tom Gimenez, Charles Ho, Bryan Ho, Malvan Hwang, Feroz Khan, Bikram Kocchar, Bernard Lum, Abe Navera, Tony Paulino who was last heard from as a commercial attaché assigned in California, Bill Spitz of Hawaii, David Yap of Singapore, Edward Tsai, Michael Tsang, Emy Tumale-Malapit, and Vincentius Winarto, among others.

As is often the case, we have said goodbye to good friends and classmates over the years and whom we have missed in our bimonthly get-togethers: Ahmad Abid Abidin, Eddyx Ballesteros, Oca Canlas, Bob Chandran, Visit Charernt-antanakul, Pinok Dayrit, Daby Friedland, Tim Garde, Leo Villarosa, Tade Villarosa, and most recently Willy Manlongat.

In hindsight, I don’t think anyone of us could have predicted where the years would subsequently bring us but I think, for most of us, we wouldn’t have traded the journey and everything we have gone through for anything. We are grateful to AIM and look back:

“at the people who made the living difficult: the restructuring tools of the institute the faculty and deans the clinical austerity of the caserooms alleviated by the levity introduced by incidents created by the discussion, at the people who made the living a bit easier: the secretaries who had a ready smile and a helping hand when the going got rough the vanguards of the form...” (from the AIM Yearbook 1974)

I am sure this story of the Class of 1974 will still be fleshed out further as the years pass and the broad strokes of the profile will gradually taper into color and detail. There are sidelights and highlights which I have understandably left out but we will elaborate on them when next we meet. Until then, I apologize for both the people and the details I inadvertently excluded or that I inadvisably included but who and which inextricably formed weft and woof of the tapestry that is the Class of 1974.

>> “The Class of 1974...” continued from page 33

>> “MBM 1979...” continued from page 35

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business. Lito Yabut put up his own radio station business, following the sale of the family jewel, MBC Broadcasting. Lito Yabut has served the AIM Alumni Association as a Director for a number of years. Frankie Pascua started with agribusiness in the San Miguel Group and has been on his own with his ready-meal food business. Gerry Castro has been in the marketing industry for years. Emil Reyes is into insurance and has his own insurance brokerage. Likewise, he has jumped into the now-hot business of call centers and medical transcriptions. John Rana left the school business, and is now engaged in the recruitment business for placement primarily in Canada. Ed Bañaga, following a stint with a Singapo-rean group into interior finishing, is now in the office and hotel renovation business. Mina Montoya Centeno handles the family-owned construction business.

Military/Government Every batch has its military assets.

Mon Martinez was from the army and re-tired following a long stint in the military’s planning department. Bong Ebuen, our renegade air force classmate, retired as a general but unfortunately succumbed to brain cancer a few years ago. Ed Adan became our most successful military guy, ending his career with a rank of 4-Star General and the position of Deputy Chief of the Philippine Army. Ed Adan is currently the Head of the government panel for the Visiting Forces Agreement (VFA) with the USA. Jigs Tan was with the Department of Agriculture and left after leading the National Food Authority (NFA) as its Chair-man. Jigs does consultancy services for various agribusiness in the country. Elvira Gotauco LuYm is based in Cebu and goes to Manila infrequently.

The story of MBM ‘79 is incomplete without the Mother Hen, Professor Leni Panganiban. Leni retired as an AIM profes-sor many years ago. Leni is the wife of the previous Chief Justice of the Supreme Court Artemio “CJ” Panganiban.

MBM ‘79 continues to meet regularly, holding reunions and Christmas parties every year.


Your access to the wealth of resources


I realized that it’s the hearts of the people that need to change, and only divine intervention could transform hearts, only Someone higher than all of us.”


W O R D S B Y R O S E C H E R Y L O R B I G O , B M P 2 0 0 5 P H O T O G R A P H B Y J O V E L L O R E N Z O

“Doing Good...” continued on page 46 >>

Her upbringing influenced her academic and professional choices. Because of her natu-ral interest in people, Ruth took up Anthro-poloy at the University of the Philippines (UP) Diliman. “I asked myself: In a country with so many resources, why are there so many poor people?” To understand the reasons behind this contradiction, Ruth volunteered among indigenous groups in Mindoro and Palawan provinces during school breaks at UP Prep School and until she reached college. Right after obtaining her degree, she worked as a community organizer for the Philippine Agency for National Minorities. In the early 1970s, after Martial Law was declared, she became an activist and would do so-called “teach-ins” with farmers to make them aware of their rights and how to fight for these rights. “That ended when I was rounded up and put in a Philippine Constabulary jail in Cabanatuan,” she recounted. “My father, who was then dean at Wesleyan University in Nueva Ecija province, negotiated for my release. “ Because the school’s president vouched for her, Ruth worked as a university staff after being freed from prison.

Looking for a lasting solution to poverty, Ruth then joined the Philippine Business for Social Progress (PBSP), the largest corporate-led, non-profit social development foundation in the country. “I wanted to marry the heart of social work with the efficiency of business,” she explained. At PBSP, she was engaged in

strategy formulation and implementation, organization development, research, training, and networking.

In 1984, Ruth took a study leave to enroll in AIM’s Master in Management program. Her purpose was “to learn the tools of capital-ism and apply them in my work among the poor.” “In the ‘70s, the poor, especially farmers, thought that capitalists were their enemies; this was the point being hammered by the communists,” she narrated. During the 11-month program, she underwent deep transformation and graduated With Distinc-tion. “Before MM, I did not know how to read financial statements. Through MM, I finally understood finance and marketing, especially market segmentation. My MRR (management research report) was applying market seg-mentation to the poor. You can divide them into different groups, and thereby address their various needs. I went back to PBSP after graduation and applied that.”

In 1988, Ruth returned to AIM, this time as a professor in the newly formed Center for Development Management. “My objective in teaching at AIM was to put the development perspective in managers. I was with AIM for six years,” she recounted. She was part of the original team that designed and taught the Master in Development Management, and was the only team member to have come from a non-governmental organization (NGO). In the ensuing years, the CDM professors

conducted numerous projects, such as assist-ing government agencies at the start of the Ramos administration. “It was challenging, but we were passionate to do something for the country,” she declared.

Seeking to make a difference to the Philippine situation, Ruth assumed the role of commissioner of the Presidential Commission to Fight Poverty. She also became a consult-ant for different international development agencies such as the International Fund for Agriculture and Development, the United Nations Development Programme, and the Asian Development Bank. However, “my as-sessment was not always in consonance with their policies,” she observed. “For example, I saw that doing a project would not be good for a certain country. But they saw things differ-ently. Also, I had MDM students who wanted to be employed in these agencies almost right after graduation.”

Noticing the gaps and contrasts, tired and weighed down by doubts, Ruth looked for an-swers within. “I realized that it’s the hearts of the people that need to change, and only di-vine intervention could transform hearts, only Someone higher than all of us.” She observed how people were still selfish and how values needed reform. “I therefore started espousing a faith-based strategy. All of us must be held accountable for our actions here on earth.”

Friends and family were skeptical, saying it would never work. But the faith-based strategy took form when the Center for Community Transformation (CCT) was founded in 1992 as a training organization and a non-stock, non-profit Christian entity. Its founding members—Ruth and her colleagues—pooled a seed capital of about Php 50,000, believing that “development strategies could best be achieved by enriching the spirituality of a person.” Thus, its vision is “a network of Christ-centered faith communities where Jesus Christ is honored and worshipped, and where people live with

SPOTLIGHT

Ruth Callanta, MM 1986

Doing Good, Doing Well, and Doing God’s WillRuth Callanta, 2009 recipient of the AIM Alumni Achievement Award (Triple A), was born into a middle-class family. “My mother was a public school teacher,” she said. “My father was a certified public accountant who was patriotic and who became a councilor in my hometown of Cabanatuan.” Despite their simple life, Ruth was raised in an environment where giving was as natural as breathing. “Concern for others was there; what you have, you share,” she recalled. “My grandfather was a pastor; my grandmother a deaconess. My parents sponsored the schooling of children.”


A Journey More Interesting than the Destination

W O R D S B Y I S A G A N I E L I E Z E R A . M A N I K A N P H O T O G R A P H B Y K A R L V I C E N T E

“A Journey...” continued on page 48 >>

MAHENDRA PRATAP Singh, or M.P., as he is known, is a man who believes in undertak-ing soul satisfying activities. “I grew up in

a fairly feudal ambience in a village,” says M.P. “Urbanization came to my life when my father decided to take us to Calcutta in 1957—now called Kolkata—for my education from class 6th from where I finished my secondary education in 1963,” he adds. M.P. then went to Banaras Hindu University for his graduation and also acquired a Master of Science degree in Geophysics in 1968 with First Class.

He worked for the Indian government from 1969-1974, for the Ministry of Home Affairs, New Delhi. But he got tired with a regimented and ‘conspicuous’ life as a Deputy S P/Com-pany Commander and in 1974, he decided to take flight for an MBM program at AIM and quit his job in favor of a potential career in Industry. I thought, ‘Let me be a free bird and use my intellect for better financial rewards in the industrial world.’

The Free Bird Transforms HimselfFor M.P., a former police officer, adjusting

to AIM was not easy. “A major difficulty for me was my career background,” recalls M.P. “Having been a police officer, I was suddenly a student again. All the comforts and ‘trappings’ of a covenanted position were gone just like that. I also had to get used to the large hours a student puts in.” For M.P., his AIM experience was like a transformation of the original self. He had to consciously unlearn many things so that he could learn what AIM was teaching him; from very regimented learning to the tricks of the trade in business. “It was tough, but it was all part of the learning process,” says M.P. “It was a very good and extremely interesting experience. I was learning things faster and was participating in class vigorously; I got good grades and learned a lot of things. I missed the Dean’s List, but I was in the top 10,” smiles M.P. who graduated with an MBM

tucked under his sleeve in 1976.The most important lesson M.P. learned in

AIM was to recognize the individuality of other people and learn to live with them and build friendships. Says M.P., “When I came to AIM, I was very selective with my friends, and I wouldn’t mix with people easily. I was also very reluctant to mix with girls. I perhaps bordered around being a puritan,” he says. But M.P. found that life became so much easier after making friends. “After a few months of living in an unfamiliar environment, you’ll find that you have already aligned yourself with a new culture. Don’t waste energy in holding yourself back.”

Observing the young generation of stu-dents populating the AIM campus at present, M.P. has this additional advice: “To be part of the rat race is important. Put in your best, do things fairly and do not do anything that you will be ashamed of later,” he shares. “But,” he adds, “at the same time, if you are still a rat at the end of your life, that is a shame.” Enjoy your success, but learn from your failures. More importantly, “leave this world better than what you found when you came in.”

Remarkable Journeys“When I finished AIM, I joined Asiatic

Oxygen Ltd. in Calcutta as a Sales Manager-Development in 1976. Following this, I joined Otis Elevators, a company that provided me the right platform to prove myself as a capable manager and a leader,” narrates M.P. While in Otis Elevators, M.P. led the team of managers, supervisors and workmen for a spectacular turnaround leading to the region being recog-nized as the best among four regions for four years in a row. In 1990, M.P. was sent to the USA for higher management orientation programs and was evaluated as an outstanding manager. Following this, M.P. joined UTC group’s premier company, Pratt & Whitney, the leading jet en-gine manufacturer of the world. M.P. went on to become the Director and Country manager of Pratt & Whitney for India in 1995.

In 2000, MP accepted a very challenging European assigment as CEO of Phoenix Cop-

per Smelting Company, that manufactured Copper Cathodes and also had Gold/Silver refineries. Amphibian work force of over 9,000 was cut down to 6,000 and the company’s own aircraft sold out. “I thought that it didn’t make economic sense for the company to have an aircraft to ferry gold from Bai Mare-Northern Romania back to Bucharest. The company’s revival as a profitable entity was made difficult as world bank and EBRD did not approve Romania as a ‘lendable’ country!” In spite of this, M.P. dramatically reduced the company’s losses. M.P. returned to India to become Managing Director of Triton Corporation, Ltd., an international trading company, for one year, and then founded his own company, Alpenstock Consultancy.

There have been many challenges in the course of M.P.’s career. One of them occurred in Europe. “It was when I was working with Phoenix Copper Company, with London as its headquarters,” narrates M.P. “I knew I was going into an alien environment. As CEO of the corporation, I had to reduce the workforce of 9,000 laborers to 6,000 within two months, which I was able to do. It was a big challenge, meeting the industry’s minister of the coun-try, meeting the prime minister and meeting the president once to seek his blessings and to ensure that things didn’t boomerang on us. It was my job to make sure that things were safe and sound over in Romania. But it hurt to see families of the retrenched employees being exposed to an uncertain economic future!”

The company was losing money when M.P. jumped aboard. As CEO, M.P. pursued a $140M loan proposal with the World Bank and EBRD, the European Bank for Reconstruction and Development; however this was not to be. “Eventually we broke even, but by then I thought, ‘If there is no money being generated in this company, this is something I should be rid of’,” says M.P.

Another big challenge for M.P. happened early in his career in Calcutta. “When I was

SPOTLIGHT

M.P. Singh, MBM 1976


Put in your best, do things fairly and do not do anything that you will be ashamed of later... leave this world better than what you found when you came in.”


dignity and sufficiency in accordance with God’s plan for a just, humane, and caring society.”

Initially, CCT had a staff of 13 and a few projects, but it had no office or funders. A silver lining broke through in 1993 when San Miguel Corporation enlisted CCT to give skills and values training to 5,000 employees retrenched upon the closing of a plant in Manila. A community-based strategy enabled the participants to open and manage micro businesses. Soon CCT was tapped to initiate similar activities for employees of Pilipinas Shell and Manila Electric Co.

“Then people started asking what our model was,” said Ruth. “The first hurdle was how to prove that the faith-based strategy works, especially since it’s the first of its kind. How do you mix God with Mammon? Even church-based groups were doubtful.”

Second, because Ruth went on leave to continue her consultancy work, some staff started doubting the effectivity of the spiritual component. As the organization grew, two internal cultures branched in opposite directions. “The first group, those in training, was not very much into worship and Bible study,” Ruth related. “The second group, the field workers involved in building communities, were the ones more comfortable with worship and religion.” As the repayment rate slid, people blamed it on the Bible studies and CCT’s “too kindhearted” collectors who let the borrowers delay payment.

By the late 1990s, other microfinance practitioners looked down on CCT not only for holding Bible study but for also having one of the lowest repayment rates. Considered time consuming, Bible studies were stopped. CCT was stripped of its original mission; only plain microfinance remained. In mid-1998, Ruth returned and overhauled systems and procedures. New policies were introduced. CCT re-examined its real agenda.

In 1999, CCT shifted to a new mode of lending. Methods of recording and monitoring were professionalized. Members, called development partners, qualified for a loan only after training and orientation. A turnaround started in 2002, when the repayment rate surged from 48% to 96%. Loan disbursements shot to the one-billion-peso mark. CCT branches rapidly expanded from just 17 in 2002 to 116 in 2005, lending funds that were mostly raised on their own. In the same period, the total number of partners nearly doubled each year. Other development workers took a second look as CCT became one of the fastest-growing microfinance NGOs.

Seventeen years after its founding, CCT has 870 fulltime staff and 150 branches in 11 regions. It is serving 220,000 families in urban and rural areas across the Philippines. The development partners are classified into different groups: indigenous peoples, factory workers, scavengers/street dwellers, landless, micro entrepreneurs, and itinerant vendors.

Like a holding company, CCT has a Group of Ministries. Each organization has corresponding services or programs:

• CCT Tindahan (‘Store”) undertakes commodities distribution and helps construct community water stations. It helps CCT clients become dealers of inexpensive, basic household products.

• CCT Inc. takes care of spiritual development and community mobilization.

• CCT Training and Development Institute conducts entrepreneurship training, character formation, cooperative education, and business mentoring to the organization’s staff and clients at centers in Laguna and Sarangani provinces. Development partners may avail of one-on-one mentoring and attend an entrepreneurship course.

• Visions of Hope, Inc. gives educational assistance and community health education. It oversees 16 family clinics and feeding and social welfare activities.

• CCT Credit Cooperative provides loans for business, housing, and education. In the last few years, Php 1.6-1.8 billion in loans were released annually. CCT’s repayment rate is 98.5 percent. It has given sources of income to more than 100,000 poor families and job placement to 50,000 individuals. Its Membership Development Program seeks not only to improve the members’ incomes and living conditions but also to inculcate servant-leadership traits and skills.

• CCT Social Security offers life and health insurance, pension plans, and funeral assistance. It facilitates payments, on installment basis, to PhilHealth and Social Security System.

Why is CCT offering a gamut of services? The Bible has passages on social justice, Ruth noted. Humans are meant to enjoy the fruits of their labor, with shelter and food to eat. A squatter should not be cursed to live in a shantytown for life, or a construction worker to haul cement for other houses but never get his own home.

CCT’s complementary Spiritual Development Program has reached out to development partners through 5,500 Bible study groups. In meetings, partners go through the 5 Ws: Welcome, Worship of God, sharing on God’s Word, discussion of personal Works (business, insurance, training, etc.), and Wrap-up of the meeting. “We have 200 community servant leaders, out of the 1,000

that we have trained.,” said Ruth. “These servant leaders are all volunteers. They’re the ones that facilitate the weekly meetings of microfinance partners.”

However, CCT does not attempt to convert beneficiaries to the Christian or Protestant faith. In fact, CCT has branches in predominantly Muslim communities. What is important is for the partners to follow and be true to their faith, whatever the religion or denomination.

CCT enjoys the support of many funding agencies and church-based groups. But “it has been our policy that no more than 40 percent of our fund should come from external sources, so that we will not be dependent on outside sources,” Ruth stated. “I believe that an enterprise that does well for other people will do well in business. Development work also pays.” CCT’s internally generated fund sources are microfinance and donations from the board and corporate members.

Because CCT runs like a holding company, Ruth has placed strategies to keep a tab on what is happening on the ground. First, she believes in developing the organization’s people. “I have been sending CCT staff to the AIM MBA and MM programs, and to short courses,” she said. “So far, we have had 22 MBA graduates at CCT, 12 of them from AIM.” But why do the CCT staff enroll in the MM or MBA instead of the MDM? “I send them to the MBA and MM so that they will build their business sense,” Ruth explained. “We already know about development; that’s what we do. But their MRR has to be on CCT. I like sending people to the MM; I can talk to the faculty about our situation and needs.” CCT is unconventional in that the staff scholars do not sign a loyalty contract to serve CCT for a number of years after graduating. “They are free to go somewhere else. Unfortunately, two of our scholars left us,” Ruth revealed. “But for this kind of ministry, you must have the calling. You must see your reasons for staying.”

Second, Ruth has set a weekly schedule that helps her oversee various facets of the organization. On Mondays, she heads to the CCT main office in Manila, where she and the senior managers conduct a planning meeting and discipleship, which is essentially mentorship. On Tuesdays, she holds individual meetings with board members. From Wednesdays to Saturdays, she flies out to visit provincial branches, unless an urgent matter keeps her in Manila. It is a quite hectic schedule.

“I plan to retire in 2010, but we have a lot of ongoing projects,” she confessed. “We are building a training center in Sarangani on 77 hectares of land. We hope that some farmers displaced in that area will be able to till part of the land. We are

constructing a retreat and training center in Tagaytay. It will have an auditorium to fit an audience of 1,000. We will also have a campus in Pagsanjan, Laguna, near Paete, where we can provide training on such dying crafts as carving and embroidery.”

Throughout the years, Ruth has encountered people who are initially skeptical of CCT’s vision and mission. Her usual response: show them the results. “The results will come. Just be true to your relationship with the Lord. Work hard, love people, have compassion for others. The rest will follow.” She recounts a memorable experience in the first years of CCT. “An external donor offered us Php 15 million on the condition that we would remove the faith-based component. No more Bible studies. That year, we had only Php 3 million. It was tempting. But I said no because that would mean turning away from who we are, from our nature as an organization. You know what, that same year we received funding of Php 30 million, double the amount offered to us.”

Each organization under CCT Inc. has a chairman. These chairmen are members of the CCT Inc. board. Full board meeting is held every two months. Board committees meet one month before the full board meetings, therefore board members see each other every month. The CCT board is unique in being a working, active board, even requiring CCT to submit monthly reports. Furthermore, the board members have made it a policy to return their dividends to the capital fund of the cooperative and have relinquished their rights to whatever profit their investment in the cooperative may earn. How did Ruth get them to become very engaged and selfless? “We all share love for the Lord. We are transparent. Transparency builds trust,” she said.

Because of her outstanding achievements, Ruth has received numerous awards besides the Triple A. She was honored with the Presidential Award for Community Service, the People Award from former President Corazon Aquino, and the Ernst & Young Woman Entrepreneur of the Year Philippines in 2005. Despite her hectic schedule, she said she could teach at AIM again. “It just needs planning.”

Its victories notwithstanding, CCT still has hurdles to overcome, paramount of which is how to build and sustain the culture of servanthood. “When an organization becomes big, ego comes in, and you forget that you are there to serve,” Ruth noted. “ We decided to stop expanding in terms of the number of fami-lies we serve so we can focus on quality and deepen our roots.” To address this challenge, CCT has defined three phases: First, transform lives economically >>

>> “Doing Good...” cont. from page 43


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through loans, discipleship, etc. Second, strengthen families through education, livelihood, and other means. Finally, trans-form communities.

Having seen how the face of poverty has metamorphosed in the past three decades, Ruth observed sadly that people’s values have diminished. “In the ‘70s, if you have something, it’s easy enough to share. Today people are more selfish, more self-centered. Even poor people can be selfish. Selfishness is not limited to one social class. Today we have a lot of families living on the streets.”

CCT feeds approximately 1,000 street dwellers. This was previously done by CCT alone. “But because we have these small fellowship groups composed of the poor themselves, now they are donating food—they themselves who are poor are feeding scavengers.” Besides sustenance, the scavengers are given skills training. A street dwellers’ cooperative does job contracting for its members in activities like construction, bakery, and selling. CCT runs a center for the cooperative, which maintains a kitchen and a small department store.

“Last year, by God’s grace, we managed to get 89 street-dwelling families permanently out of the streets because we were able to give them jobs,” Ruth said. “Street dwellers live through petty crimes like holdups and cellphone snatching. Each dweller, on average, would do one holdup a day. If you have 89 less holdups per day because 89 street dwellers are out of the streets permanently, then you have a safer environment. You are changing the urban landscape. How much is that in terms of economic rates of return, when you have better peace and order? From being the scourge of society, the street dwellers became productive and a blessing to other people. That cannot be measured. It can be measured if maybe some economists can do that. But more importantly, you have 89 street-dwelling families permanently out of the streets, regaining their dignity and their potentials. For the next generation, you have stopped street dwelling. But if you don’t do that, then the street dwellers will proliferate and you are no longer safe. The middle class and the rich will just put up these big fences to keep their peace and security. But once you go out in the streets, one can never be secure. You cannot afford to have so many people who have nothing to eat because they will do something to be able to eat. It makes sense to help.

“Microfinance is already in the mainstream, but microfinance alone cannot reduce poverty,” she continued. “It has to be done in conjunction with other services, such as education and developing the right values. The formula should be economics plus plus. The perspective should always include the next generation.”

recruited as regional manager of Otis Eleva-tors in Calcutta, my mentor and managing director took me aside and told me, ‘Mr. Singh, we will not keep you in the dark about the situation of the company in Calcutta. We have a very aggressive workforce (because of the strong communist philosophy at the time) and they have almost destabilized operations. They don’t listen to anybody and the previous manager has run away. You are being recruited to make sure that discipline is brought in there and to make sure that people work properly.’ That really scared me. I thought, ‘This is terrible.’ I was just 32 at the time, but he smiled and added, ‘Do you know why we are recruiting you? We are recruiting you because of your police background.’ I thanked him but replied that I didn’t think we should use police tactics to deal with an industrial labor situation, although I did use my police connections and contacts,” recalls M.P. He confronted the union leader, who was very abusive. “I told him ‘You can never do that to me. Not to my supervisors, not to any managerial staff.’ I told him just like that. It was a very big statement at the time. I had to confront the workforce to establish who the employer was and who the employee was. At the time, the workers’ philosophy in OTIS-Cal-cutta was—I come and I go and I get my salary, but when I work, I get overtime. The workers wouldn’t do their work unless they were given overtime pay. We had to confront them again and I said, ‘I am paying you your salary because you are supposed to do a specific job, and I am going to deduct if you don’t do it the way we want you to do it.’ The situation snowballed into a big controversy, and we had to declare that we were going to shutdown operations. The communist government called me in and asked what I was trying to do. I said that I was trying to do the right thing—to serve the people of Calcutta—but I didn’t have workers for the job; the workers we had were highly paid but not committed, that’s why I was fighting. The communist government sided with me in the matter,” says M.P. “The whole thing took around three years. Those were very intense moments I went through, but it was a remarkable journey and that set Otis Calcutta above all the other regions, and that’s why they sent me to the USA.”

The Alumni Association in IndiaAs President of the AIM Alumni As-

sociation India (AIMAAI), a bonafide charter member of the world wide alumni association of AIM, the Federation of AIM Alumni Associa-tions (FAIM), alumni in India have much to look forward to in terms of M.P. Singh’s leadership. Since he took office in September 20, 2008, M.P. and his prestigious list of office bearers have firmed up plans to involve as many mem-bers in their activities as possible. “We are try-ing to involve more people in the affairs of the

alumni association. We want the association to be of help to graduating students, so that it is not only an association for having cocktails and events but also an organization that helps people in job placement,” says M.P.

The alumni association has also resolved to create chapters in other areas in India. “Say for example, the nucleus of all AIM activities in India is in Bombay—many activities may and will happen there. However, India is a very big country with so many people. That being so, we have to reach out to the different pockets of India. All in all, there are six clearly creatable chapters as of today” says M.P. One of these, the Hyderabad Chapter was inaugurated by AIM President Francis Estrada last November 13, 2008. “Hyderabad is a very vibrant city,” M.P. expounds. “ It is also fortunate we also have distinguished alumni, such as Ramesh Gelli of batch ‘72 and one of the first graduates of AIM. His son Girish Gelli is the current chairman of the Hyderabad chapter. A chapter needs to gather speed and momentum to function well. As time goes on, chapters will begin producing positive results.” M.P.’s goal for the AIM alumni association in India is to project an image of AIM not only to graduates but also to the society at large, to see AIM as a high-quality business school.

Living Life on His Own TermsSays M.P., “I’ve done a lot of things for

the companies that I have worked in, but they don’t really cheer me up. I have always thought that I should be able to live life on my own terms. I thought, ‘Let me be at home and enjoy my family, and let me do something good for society, the one that has given me so much already.’” Good to his word, M.P. has done much to improve the lives of his country-men. He is president of Ram Kripal Madhyamik Vidyalaya Samiti, an NGO, which established the Ram Kripal Svavalambi Primary Pathshala in 1986 to promote basic education in the remote village in Jaunpur district of Uttar Pradesh, where a college for girls is now being established. M.P. also played a key role in pitch-ing for a sizeable health and hygiene project in a remote village in Bengal. He regularly distrib-utes books and clothes to very poor school children in the native village in Jaunpur.

“As a manager, one has to be always level-headed; I am now naturally a people’s man without seeking popularity. Whenever there is a problem, I look for the solution in the grassroots. I am also a family man; I have a strong bond with my family and a similar bond should exist within the workforce. Keeping my workers happy is something I like to do,” smiles M.P.

He is a devoted father of four and a loving grandfather also of four. His eldest daughter has returned from Australia while his second daughter lives in Chicago. His son, the third child, has just branched out from his father’s business, and the youngest son works in travel management.

An Attitude of GratitudeRelaxation is also crucial. M.P. muses

that his way of life is effortless. “Basically, relaxation is my life. I do not take tensions unnecessarily because they are not worth anything at all. Why be tense about something you cannot do anything about anyway?” asks M.P. He is an avid golfer, being a member of The Bombay Presidency Golf Club, Mumbai and is also a member of few other prestigious clubs in the country.

Especially important in his life right now, he shares, is an attitude of gratitude. For him, it is sad that there are people who are still running after things they do not have, yet forget what they have. A man of strong faith, he thanks God for all of his achievements. “Even if I have accomplished something great through my hard work, I al-ways say that it is God who has made things possible.” For M.P., without God as an anchor in life, there can be neither enjoyment nor a sense of accomplishment in one’s tasks.

The legendary figure Mahatma Gandhi, who advocated non-violent resistance, has also left a great impression on M.P. Singh. “He never used violence to solve anything. In the past, I have been very hard on some people but ultimately I realized that violence is not part of a long lasting relationship,” he reflects. What will work, according to M.P., is a peaceful and harmonious co-existence. Especially of note in Gandhi is that he com-bined his IQ and EQ, which led to the bonding of the entire country.

Over the years, M.P. has learned how to create a balance between the combination of IQ and EQ. A life lesson he has picked up through the years, he has found that a strong EQ is necessary to bond with people and have long working relationships. However, pure IQ application is not good as it produces only “calculator results”.

But the most sterling quality of M.P. Singh is perhaps his being a true people’s man. He is one bright soul who finds sheer joy in bringing people happiness. “It is my philosophy that if I make one person happy, I receive twice the happiness. Enjoy the mo-ments, love the people, make them happy.”

For this kind and eloquent leader, the journey has been much more interesting than the destination itself. He says that maybe it’s because he has achieved things that many people aspire for. When asked what he wants to do now, he smiles and states, “Now, I want to do something called a soul-satisfying activity. To an organization that has equipped you with certain skills for success, and you are now giving back what you got in summation, there is a very good feeling.” With this, AIM and the alumni in India are indeed truly fortunate to have a generous and benevolent soul in the person of M.P. Singh, unselfishly sharing his light and leadership to all who are fortunate to be touched by his kindness.

>> “A Journey...” cont. from page 44


description. Plastic bottles were stacked next to each other in bags made of trans-missible fishing net. Bags were tied up next to each other securely to form a square shaped platform. The platform’s (boat) dimensions were 6 meters in length and 2 meters in width and 1.5 meters in height. The platform’s forward and aft draft is 0.3-0.4 meter with a max depth of 1 meter. The boat’s estimated weight is 150-170kg. Its maximum capacity is 7-10 people. The steering process is done with pedals. One

sail is installed in the middle part of the platform/boat and three flags of two sup-porting classmates (Philippines and India) plus my country’s flag.

Moreover, the two biggest TV networks (GMA 7 and ABS-CBN) aired this event to show the success of my project that was described as one of the best ever creations that contribute to environmental awareness that focuses on water pollution.

I hope that the effect of my friendly campaign against environmental pollution will have the following impacts: increase people’s moral and emotional understanding

about local environment; inspire a possible spiraling effect with similar projects by other individuals; instill a positive memory about this project for future generations especially for kids; and inspire others to replicate this model or similar products with lower costs. The project also enabled goodwill among AIM students and it helped us develop our managerial skills while understanding local environment issues. I encourage other AIM students to choose similar projects and unique ideas for the future.

Therefore, I hope that people will con-tinue this idea and “Say No to Pollution.”

but also the extent of the siltation. Most of the silt emanates from the nearby Sierra Madre range and the foothills that abound in Rizal and Laguna provinces. The wanton destruction of forest cover and nature habitats has resulted in the loss not only of precious topsoil, but any other kind of soil, leaving these areas previously rich in tropical growth now relatively barren.

Talk of dredging the river must consider that the Pasig is a relatively short waterway. Its mouth in Manila Bay is not too far from the other end, Laguna de Bay. The water flows back and forth depending on the tides, making it difficult to consider bringing in large dredgers to do said work. The problem is compounded by the very low overhangs of many of the bridges that span the river, a prime example of which is Jones Bridge. Dredging the river cannot be done in isolation of the wave action at its mouth in Manila Bay and the silted area that is Laguna de Bay. Then, there is also the problem of what to do first: Clean up or Dredge or Aerate, etc.

Those of us who are topical fish hobbyists laugh at the fears expressed by many on the presence of the so-called Janitor Fish, which is more properly called Plecostomus. A computer search of the species will make one realize that what they accuse the fish of being is not really correct. I have had this species of armored catfish in my aquarium tanks and in the rel-atively large fishpond I have at home, and have yet to see signs of the behavior they are accused of. The Pleco subsists on a diet of algae and small crustaceans, and maybe the small occasional fish that wanders into its mouth while it is feeding in its typical upside-down position. Myth busted!

The task is a Herculean one, and I salute Ms. Gina Lopez and her Bantay Kalikasan Foundation, together with the government agencies that have finally bit the bullet and started on this interesting ex-ercise. This will not succeed overnight, and will probably be a 10- to 20-year project.

Then, just maybe, my generation may be able to jump into the Pasig to take the proverbial swim without gagging on the refuse and detritus that plagues the river just now.

The task is a Herculean one, and I salute Ms. Gina Lopez and her Bantay Kalikasan Foundation, together with the government agencies that have finally bit the bullet and started on this interesting exercise.

>> “Cleaning Up..” cont. from page 23 >> “Say No...” cont. from page 25


SHOWCASEGolf

THE AIM 2009 HOMECOMING GOLF Tournament was held last February 24, 2009 at the Villamor Golf Club. Initiated by Lynn Sy, of the silver jubilarian class MBM 1984, “2 Hot for Golf @ 40” was supported by the lead host class MBM 1989 and the Alumni Association of AIM (AAAIM). Open to AIM alumni and guests, the friendly tournament was well attended and provided enjoyable moments for everyone who participated. Net proceeds from the golf tournament will be allotted to various alumni and school

projects, as well as worthy charitable causes. Winners of the tournament are as follows:Most accurate drives #5: Mr. Rico Meri-

oles, MBM ‘84 – 1 inchNearest to the pin #7: Gen. Frank Gu-

dani, MBM ‘83 – 4 feet & 3 inchesLongest drive #15: Mr. Manny Sibal,

MBM ‘74 – 250 yardsTeam Champion: Prof. Jun Borromeo,

MM ‘77 & Mr. Rolando Galang (Guest) – 761st Runner: Mr. Teddy Villanueva, MBM

‘73 & Mr. Philip Judan, MBM ‘73 – 77

2nd Runner: Mr. Felipe Diego, MBM ‘73 & Mr. Ric Pascua, MBM ‘71 – 77

3rd Runner: Mr. Tony Ongpin, MBM ‘74 & Gen. Boots De Veyra, MBM ‘74 – 80

The event was made possible through the support of the following sponsors: PAGCOR, Philippine Rural Banking Corp., United Coconut Planters Bank (UCPB), FederaLand, Asia United Bank, Moldex Realty Inc., Philip-pine National Bank (PNB), Philippine Navy, First Advance Development Corp., and One Asia Development Corp.

AIM 2009 Homecoming Golf Tournament

HotforGolf@40

From left: Gabby Paredes, MBM 1972, Francisco Gudani, MBM 1983, and Lynn Sy, MBM 1984; Lynn Sy, MBM 1984, Orlando Galang, Prof. Junbo Borromeo, MM 2003; Lynn Sy, MBM 1984, Boots de Veyra, MBM 1974, Tony Ongpin, MBM 1974, and Prof. Junbo Borromeo, MM 2003; Gabby Paredes, MBM 1972, Enrico Merioles, MBM 1984, and Lynn Sy MBM 1984; Gabby Paredes, MBM 1972; Manny Sibal, MBM 1974, and Lynn Sy, MBM 1984


SHOWCASEBookshelf

THIS BOOK IS A COMPILATION OF 15 CASE STUDIES ON THE implementation of Intel Corporation’s well-defined and long-running Corporate Social Responsibility programs in education, community, environment and supply chain management. Intel’s Corporate Social Responsibility programs address the following key challenges:

• Mainstreaming the effective use of technology to develop the 21st century learning skills of the children and the youth;

• Improving collaborations with the company employees and external stakeholders in addressing key social issues;

• Minimizing the environ-mental footprint of its opera-tions and promoting environ-mental sustainability;

• Developing ethical business practices among the company’s suppliers.

An industry leader in technological innovations, Intel has also been running Corporate Social Responsibil-ity programs that produce management innovations in the way social issues are identified, prioritized and addresses. Across the 15 cases, readers will find practice-ori-ented knowledge on develop-ing internal cooperation with business departments, and in building collaborative part-nerships with governments, communities, and civil society organizations

Overall, the cases indicate that Intel’s Corporate Social Responsibility programs have enabled the firm to effec-tively manage the value-chain environmental impacts of its business operations and to address the social issues that affect the competitiveness and sustainability of Asian economies, companies and host communities.

Corporate Social Responsibility in AsiaGetting it Done the Intel Way

..the cases indicate that Intel’s Corporate Social Responsibility programs have enabled the firm to effectively manage the value-chain environmental impacts of its business operations and to address the social issues that affect the competitiveness and sustainability of Asian economies, companies and host communities.

Rohit Singh, MBA Batch 2, Kshitij Dimri,MBA Batch 2 - SA Chairman, Vipul Nayyar,

MM 2009, and Siddharth Jain, MBA Batch 3

Tony Ongpin, MBM 1974, Boots de Veyra, MBM 1974, Francisco Gudani, MBM 1983, Greg Atienza, MBM 1983

Felipe Diego, MBM 1973

Nick Corvera, MBM 1989, Budi Widjaja, MBM 1989, Bernie J. Jiao, MBM 1989, and Manuel G. Mañosa III, MBM 1989

HotforGolf@40

The flexibility to indicate the specific amount to be financed (from the amount of the offer) and the specific date of the financing is critical and beneficial to the supplier. As the supplier can specify the actual amount and tenor, it does not need to pay for the interest and charges on any one dollar more or for any day extra than it requires to be financed. To be efficient, the payables financing solution offered by a bank must allow the supplier to respond to the bank’s financing offers in real time as well as provide the supplier with a certain degree of control. As with the buyer, online real-time capability is a useful tool for the supplier to track payables financing trans-actions, giving the supplier visibility over the status of transactions, in particular, those that have received financing and those that have yet to be confirmed.

Further, for the payables financing program to be readily implemented, the suppliers do not have to be banking with the same bank as the buyer. The non-intrusive nature of such a scheme is a con-venient way for the suppliers to maintain their current banking arrangements.

Established and Emerging TrendsOpen Account

There are several underlying reasons for the move from letters of credit (LCs), the more traditional method of trade settlement, to open account, which was initiated in Europe and the US two to three decades ago, with Asia subsequently following. To start with, an LC is perceived to be a relatively expensive and restrictive instrument. However, the more relevant impetus is the advent of globalization, while enhanced technology has led to im-proved transparency and increased trust between the buyers and the suppliers.

The transition to open accounts has a much stronger impact on the suppliers than the buyers. Under LC relationships, suppliers have an established mechanism to seek additional financing from their own banks. However, in the growing open account environment, it is not as easy to obtain this additional financing, especially in the scenario of a small supplier dealing with a larger buyer. In this case, the supplier is faced with the responsibility for financing not only the fulfilment of the order, but also the terms agreed with the buyer (which are most likely in the buyer’s favour), during which time the buyer would have received the necessary shipping documents and therefore, most likely, control of the goods.

When faced with difficulty in their liquidity position, suppliers are progres-

sively looking for alternatives to balance their trade financing needs. Having identi-fied the need for an intermediary to fulfill the suppliers’ financing requirements, banks have developed payables financing as a solution. While payables financing is not a new concept, banks’ product offerings have changed in recent years as a result of improved technology. Many now offer rapid online document presentation and reconciliation for a more efficient payment approval process and can provide the supplier with a faster indication of approved financing transactions, thus allowing the supplier to potentially cash-in their receivables earlier.

Responding to Changes in the Payments Landscape

Because of the increasing transformation from paper-based to electronic payments with the continuing introduction of enhanced real-time gross settlement and automated clearing house systems across several markets in Asia, a coordinated approach between cash management and trade finance is essential. If the buyer selects the payables financing scheme offered by its existing cash management provider, depending on the bank, the payables financing solution can be integrated into the comprehensive suite of payment solutions, which means that any changes adapted in the payment process are automatically reflected as well in the payables financing solution. This makes payables financing responsive and attuned to developments in the payments landscape.

Third-Party Financing Platform Providers

In the midst of the growing trend for companies to use open accounts, as well as the growing interest in various financing solutions such as payables financing, third-party providers have emerged in the market. By partnering with banks, these companies promote the use of their op-erating platforms to the banks’ corporate clients with the financing provided by the banking partner.

When suppliers sign up for a payables financing program, the common challenge encountered is the use of various plat-forms when dealing with different buyers and banks. The demand for a multi-buyer and, effectively, a multi-bank platform will lead to the rationalization of many payables financing schemes.

ConclusionsThe traditional focus of many supply

chain management initiatives has been the physical processes—as, being visible, they are easier to track. In recent years, the

focus has now shifted towards streamlin-ing the financial supply chain in order to eliminate the costs hidden in payments and working capital management proc-esses. To achieve this, buyers and suppliers need to work closely with their banks. However, there is potential conflict given the fundamental difference in the working capital management objective of both parties: buyers prefer to delay payments as long as possible (to extend their DPO), while suppliers aim to collect payments as soon as possible (to reduce their DSO). The opportunity thus arises for banks to bridge the gap between the two sides by offering payables financing as a solution, with benefits for both.

In an increasingly competitive environment, long-term strategic and supplier partnerships become even more relevant. By working collaboratively with their suppliers, buyers can help improve their efficiencies, reduce costs and allow part of these savings to be passed to their customers in the form of lower prices or improved services. Buyers now realize that they need to be concerned about the sound financial position of their strategic suppliers if they want high-quality prod-ucts delivered on time. Therefore it is in the buyers’ interest to help their suppliers gain access to cheaper finance. Payables financing solutions have been developed for this reason. Many of these products in-tegrate into the buyer’s payments process seamlessly to provide automated access to financing for its chosen suppliers. Extracting value from payables financing improves the working capital for both the buyer and its suppliers, and provides greater business benefits throughout the supply chain.


endowed with human dignity and, from a Christian perspective, they, too, were made in the image and likeness of God. When we respect and trust our fellow human beings, they will reciprocate in kind and be as respectful and trustworthy.

Secondly, a vast majority of govern-ment employees are honest and dedicated public servants who do their work patiently and anonymously even if the pay is low. We must learn to appreciate the work of our public servants. Instead of stereotyping them and uniformly assailing them as being corrupt or inept, we should affirm their devotion to duty and loyalty to our flag.

Thirdly, there is tremendous capacity for government to do good and do well, if only our leaders in government will put their hearts into serving our people. Our

government’s resources may be limited, but there is almost unlimited potential that could be tapped by harnessing the volun-tary efforts and resources of civic-minded citizens and organizations.

Finally, one can find fulfillment in serv-ing one’s own country and people when, in doing so, one is able to act in a way that is in accord with one’s faith, beliefs, and values.

By synthesizing the key lessons I had learned in the earlier stages of my life and various facets of my professional career in the business, government, academic and civil society sectors, I was able to put together a concept of Spirit-Led Organiza-tions, as follows:

The Spirit-Led Organization is one that is faith-based. It is one where the business itself is the principal instrument for carrying out a mission: to provide customers with the highest quality of affordable and accessible products and services as a means of ex-pressing love and caring for one’s brethren and community.

The primary manifestations of a Spirit-Driven organization are as follows: first, its leaders are strongly grounded on their faith and openly avow their faith-based beliefs and values; second, it is a community of faith, vision, shared meaning, and purpose whose members are enabled to develop the faculties of mind, body, and spirit to their fullest potentials as human beings.

The management systems, policies, and practices of Spirit-Led Organizations reflect the following principles: respect for people, as shown in payment of just wages and equitable treatment of people; honest, fair, and transparent transactions with customers and suppliers; observance of laws and good governance in accordance with high ethical norms of conduct; concern for uplifting the well-being of the community where it conducts business; and caring for the environment and commitment to the sustainable development of the resources of its host- country.

I now realize that the focus of my doctoral research—that is, on creating and sustaining Spirit-Led Organizations—did not come about as an intuitive, spur-of-the mo-ment inspiration. It was a flow or stream of consciousness that was shaping my own in-ner wisdom—just as it had been shaping and forming the consciousness of other scholars and learners—and yearning to be expressed in a coherent and integrative fashion.

In this journey, my most significant “Aha!” discovery was this: my research theme embodies my faith, beliefs, and values. It synthesizes the meaning of my life’s work. It is also my guide for living my life forward.

Comments may be sent to [email protected]

>> “Extracting Value...” continued from page 19

>> “Life’s Lessons” continued from page 27


M B M / M B A

Roberto Suarez, MBM 1980who is based in Bacoor, Cavite, Philippines, writes: “I remember the numerous late nights and the food after the late nights. Definitely taught us thoroughness, diligence and professionalism. It was more than 28 years since we encamped ourselves in the Institute. Thanks to all. I still keep my notes, cases, WACs.”

Komandur Srivinas, MBM 1974

is the Proprietor of Chandra Exports with company address at 3-4-526/40/2, Lingumpally, Hyberabad 500027, India. He writes: “The education at AIM made me a man! AIM laid the foundation.

My son is MBM 1997. To our professors, a candle does not lose anything by lighting another candle—you have lit more than 50,000 candles.”

Sandeep Chitale, MBM 1990is the Head of Business Services for Schweppes Australia Pty Ltd with company address at 636 St. Kilda Road, Melbourne, Australia. He writes: “My MBM course and the numerous cases we analyzed and

presented developed a strong analytical capability which I have used right through my career in banking. And now after work-ing with ANZ for 18 years, I have recently joined Schweppes. I miss my friends and great times we shared together during the two years at AIM.

Leadership for me is the ability to guide people, teams, organizations through periods of change and uncertainty, and provide an exciting opportunity for all to contribute towards the growth of the company or organiza-tion, taking us a step further than we have previously achieved.

Thank you AIM for providing me with a solid foundation and some great memories that I will carry through the rest of my life.”

Charu Manchanda Nair, MBM 1989who is based in Lake Oswego, Oregon, USA, describes their class as “feisty, discerning and well-rounded.” Charu writes: The most memorable professors of my batch are Leonardo Silos. He practiced the “humani-ties” he taught! And Ed Morato who put soul into abstract marketing and taught us ‘how to fish’.

In launching the marketing division of the then one-of-newest World Trade Centers in Portland, Oregon in 1989, and in the wildly-beyond-our-dreams results, we achieved in membership and related project goals, both the above professors in particular, and AIM in general, is where the credit is truly due.

As they said during my time there, two years at AIM are roughly equal to

five years of work experience. And it was certainly so in my experience. The art form of OPEN MIND through the daily discipline of case study facilitated learning in a multi-dimensional cultural climate.

The WAC with its incredible turna-round of Friday dusk to Saturday dawn is my most unforgettable experience in AIM. With my classmate Fred Utanes, as Mother Teresa remarked, there are three most important things in the world. 1. To be kind. 2. To be kind. 3. To be kind.

To current students: In your time at AIM, you will sow many seeds—mostly inside you. In the years after, you will have the opportunity to chaperone their growth and savor their amazing strength.

To AIM: My heartfelt best wishes to-day and always to the most favorite of my colleges on this special 41st anniversary occasion!”

Jose E. Apolo, MBM 1988who fondly remembers his class as daring, joyful and playful, writes: “I remember our professors Ned Roberto and Valdelion. I also remember fondly Manolet Manozaour, my classmate with the most number of ‘you know’ when reciting and suggested ‘caterpillar trucks to be placed on shelves’.

I will never forget the Written Analysis of Cases with the tradition of dumping classmates who got a ‘D’ on WAC or any other subject.

Thinking on your feet is the most significant learning experience for me at AIM.

For students, more WACs! More practicum rather than cases only. Take care of your professors. Maintain unity at the top ranks!”

Tomas L. Claudio, MBM 1974is currently writing a book on the geogra-phy of Philippine Agriculture and a book on voluntary simplicity. He is also collaborat-ing with his wife Carmen and daughters on activities of the San Pedro Garden Club, which include community beautification and training of out-of-school youth to become skilled gardeners. He writes: “After graduating from AIM, I returned to my mother office, the Bureau of Plant Industry, where I was promoted to As-sistant Director for Research. I helped in the preparation of the office, which was changed from a line to a staff office of the Department of Agriculture. Meantime, I was authorized to prepare and implement a cashew nut production program on a national scale.

In 1976, I transferred to the Land Bank. Initially, I was designated Head, Office of-Planning Staff. Later, I assumed the position of Department Manager, Field Operations, where I selected possible sites of branch and field offices. Upon the instructions of the bank president, our staff planned and launched the Land Bank Integrated Estate Development Project during the martial law

ClassNotes


ClassNotes

EIGHTEEN MONTHS ago, i wrote about one of the three members

of MM 1976 who graduated with distinction. Vicente ‘Tito’ Fern-andez, ‘The Man Who Defies Forgetting’, was consistently in the Citation List. The article was published in the July-September 2007 issue of the AIM Alumni Leadership Magazine.

Knut A. Benckendorff is another classmate who was in the Citation List in the 2nd and 3rd Modules. Knut got his pilot license in a span of only two weeks during our program’s practicum portion called the Managerial Walkabout. This was the central topic that we shared last February 19, 2009 over good food and drinks at the Hai Shin Lou, the famous Chinese restaurant near our alma mater. Knut who, like me, travels with his wife Uta, regaled

us with what he went through to get the pilot license under the mentorship of the late Fr. James ‘Jim’ Donelan. He narrated to us his early training flights to La Trinidad, Benguet just to buy fresh strawberries to the delight of our professors who were usually the recipients of the strawberries. Needless to say, Uta was worried sick while Knut was on such flights. We also recalled the last time that Knut was here to attend an alumni homecoming, which included the usual golf tournament. He and Edmundo ‘Ed’ De Guzman, also a Distinction graduate, joined the said tournament. Knut won a trophy. The finale of that event was held at the new Shangri-la Edsa Plaza Hotel. Knut is indeed a star amongst us.

Those of us who were at the dinner, besides Knut and

Uta, were Rory Alesna, Nahnee Monje, Ric and June Abadesco, Toting Bunye, Mingoy and Lirio Mapa and Jerry and Linda Quibilan.

Unfortunately, though, Joe Sycip, now a permanent resident in Alta Loma, Califor-nia, U.S.A, who was in town then, and who suggested the restaurant where we would meet, failed to join us. He had other things to attend to. Ed, who is now a permanent resi-dent in Ft. Myers, Florida, was also unable to join us because he had gone back to the U.S. before the arrival in Manila of Knut and Uta. We also missed Nards Abadilla, Emil Caruncho, Rey de Jesus, Mo Libunao, Man-ny and Lolit Mariano, Humph O’Leary, Angel Romero, Erol Untalan, Jorge Vergel de Dios and Willie Villarama, Honorary Member of MM 1976.

Reminiscing with Knut BenckendorffJerry A. Quibilan, MM 1976

years. To assist the farmer beneficiaries of the Agrarian Reform Program of the government. to becoming knowledgeable rural entrepreneurs so that they could earn enough from their farming activities and simultaneously payoff the Land Bank which acquired their farms for them. By virtue of my direct involvement in this particular project, I was designated Land Bank representative to the Central Bank Techni-cal Board on Agricultural Credit, which designed policies of the government rural lending projects like the Masagana-99.

Subsequently, in 1983, I was appointed Vice-President of Land Bank’s wholly owned agri-business corporation where I helped supervise an assortment of countryside projects like rice production in Central Luzon and Occidental Mindoro; trading activities in farm production inputs; sugar cane-growing in Cagayan Province; cattle-raising in the Cagayan Valley; milkfish and shrimp production in Occidental Mindoro, and poultry business in that province.

Concurrently, I served as Special Assistant to the Executive Vice-President for the agrarian sector.

In 1986, I retired from Land Bank and acted as consultant to the Bureau of Plant Industry on Farm Publications and to the OWW A on finance.

In 1996, I was appointed by the Senate to be the Deputy Executive Director, Joint Congressional Commission on the Mod-ernization of Philippine Agriculture, which produced all the information that was the basis of the Agricultural Modernization Act of 1997.

For a decade (1993-2003), I served as the President of the Philippine Association of Agriculturists, which aimed to lift the quality of the graduates of local agricul-tural colleges. In this connection, I worked for the passage of legislation creating the Philippine Board of Agriculture under the Professional Regulation Commission. For the first time, graduates of agricultural colleges were required to pass a board examination before they could practice the profession.”

Ravi Valecha,MM 2008 is now the Vice-President for HSBC Ltd. in Mumbai, India. Ravi writes: “AIM has certainly given us the much needed edge, especially in times like the prevailing downturn―the never-say-die and the sink-or-swim attitude.

M M

55AIM ALUMNI LEADERSHIP MAGAZINE First Quarter 2009

ClassNotesprofessors and staff were very precise and efficient in their ways of conducting their business. It was one of the most challeng-ing, but rewarding experiences in my life. I also remember, with fondness, the spirit of the class and my case group mates, which I believe is the true spirit that AIM embodies.

My AIM education taught me how to focus on dealing with problems at a stra-tegic level, with a more holistic approach. It has helped me in trusting my instincts more. Most of all, AIM gave me more confidence in carrying out my profession. I have also found that there is a certain camaraderie amongst AIM graduates that develops whenever I encounter a fellow alumnus. I am able to seek advice from my classmates and fellow alumni—I guess that is the benefit of the AIM network.

Leadership in my definition is enabling your subordinates to eventually manage themselves. No one knows every-thing, and just because you are leader does not necessarily mean you know everything. But if you are able to unleash the knowl-edge that is inherent in the people you manage, your enterprise will be better off. Once you have accomplished that, I think you are a good leader.

Thank you for all the memories, and the knowledge that you have shared with me. I will always have fond memories of the Institute.”

The professors egging us to do something different than what we have been doing. To do well and do good. It gave me an altogether different perspective.

I remember the WACs, ABS-CBN classroom, MRR, dorm life and not to forget, the professors and their way of pushing us to the maximum.

Friends, am sure you are all doing well. Miss you all and the fun times at AIM campus. Professors, thank you for con-tributing to our learning and our success. Your classroom facilitations still resonate in my ears.”

Sujoy Gupta, MM 1981who fondly remembers dorm room 607, is now the Director of Blue Pencil Publishing Editorial and Consultancy Services Pvt Ltd with company address at UDITA 05/1204 1050/1 Survey Park Calcutta 700 075, India. Sujoy writes: “One of the big philosophies I learned at AIM is that every problem has a solution. Faced with a problem? Look for its solution. Sounds easy, but it isn’t. AIM doesn’t spoon feed you, it gives you a mindset. I think I have absorbed this AIM mindset, and it has benefited me greatly.

Professionally, I am a business author and a corporate biographer. Some of my books are listed at The British Library, London – the mother of all libraries in the world–and you can check me out at www.bl.uk!.

Hi, folks! I’m one face of 28 years ago, but I haven’t forgotten you. You’ve touched my life memorably.”

Maria Teresita Luna, MM 2002 is now the Residential Manager for The Pa-noly Resort Hotel in Punta Bunga, Boracay Island, Aklan, Philippines. Maritz writes: “My memories of AIM is that we worked hard but we partied harder! AIM made me think like a CEO. Look at the big picture. Leadership is by example... it starts with you. I had enjoyed my MM because of both my classmates and professors.”

Gowri Shankar Vembu, MM 2005is now the Senior Manager for Marketing for HCL America. He writes: “My first MRR defense memory is still fresh—Strategy gurus Prof. Lim and Prof. Bernardo awarded me a redo because my external research data were all over the place and did not focus on the disease state and target audi-ence. The good side of the redo exercise was that I learned from it. Even after the defense, Prof. Lim and Prof. Bernardo never spoon fed what I needed to do. They kindled my thoughts instead with some great questions like—What disease state is my target? What causes the disease?

What population of Philippines is affected with this disease state? Socio economic conditions of the population or the end us-ers? Affordability of the population? Target Audience? End users? Value chain of the contact Lens prescription? Leading players or manufacturers in the market catering to this disease state? Business models of the contact lens manufacturers?” This enabled a better redo and my retake defense awarded an A+ outstanding rating.

Thanks for the gung-ho curriculum and the incredible professor’s generosity and patience in imbibing their knowledge to groom us as future leaders. I appreciate all MM 2005 class for demonstrat-ing healthy, competitive, positive and friendly attitude throughout. ”

Ashish Tiwari, MM 2009 writes: “The case method based teaching at AIM is unique. It has enabled me to develop my analytical skills in a very well structured framework. Leadership is a choice. You may go for go away from it. One goes for it embracing all the difficulties and tough situations that comes with it. But the satisfaction is most fulfilling.

Its a great learning with you all. Dear professors, YOU ARE GREAT!”

Clarence Yu,EMBA 2002 is the Vice President for Business Develop-ment of Sucere Foods Corporation, a manufacturer of confectionery located at PhilStar Avenue, First Bulacan Industrial City, Malolos, Bulacan, Philippines. Clarence writes: “Since graduating from AIM and through a lot of hard work, I am fortunate to be blessed with a good job that I really love. AIM taught me many things about the business world, but it also taught me the discipline needed to reach one’s goals. A lot of the significant learning experiences I have came from the hardships of solving case studies; preparing for Written Analysis of Cases, and from the advice and teachings of my professors and fellow classmates.

What I remember most about AIM is being in an environment characterized by a very high level of professionalism. The

E M B A

ClassNotes

56

To the professors: Guide the students to an in depth critical analysis of cases con-sidering the different cultural perspectives: social, political, economic, educational, religious. At the orientation, let students understand that the regimen we have to follow at AIM is intended to prepare us cope the pressures and demands of a develop-ment managers.”

Khai Nguyen Quang, MDM 2003

is the Project Manager for Monitoring & Evaluation in the Agricultural and Rural Develop-ment Sector-Mes-mard in Vietnam. Khai writes: “I remember the

case load, the little time for sleep sleeping, the excellent learning environment, and our brilliant professors. These words have made an impact in my life: ‘Leader has to do the right thing in the first place, the manager has to do the thing right after-wards’; ‘Do good and do well, do good to do well’; “No fit, no value’; and ‘For develop-ment managers, time is very scarce.’

Maria Teresa Rillo Alegrio, MDM 1990the Community Development and Public Relations Manager for STEAG State Power Inc. in Misamis Oriental, Philippines. She writes: “Leadership is all about inspiring people to move forward in the pursuit of its vision and mission. Leadership is being there in advance before a crisis hits you. Leadership is a never-ending quest for innovation and continuous improvement. In the end, what matters most is whether we have made a difference in the lives of other people.”

Erico Indita, Strategic Negotiations 2008 is the Assistant Vice President/Business Manger for Rizal Commercial Banking Corporation with company address at G/F Executive Building Center Makati Avenue, Makati City, Philippines. Eric writes: “Strategic Negotiations course helped me a lot in sharpening my skills as a salesperson. I always remember my “BATNA” or the Best Alternative To A Negotiated Agreement

Choo Huat Teoh, BMP 1980 is now the Managing Consultant/Executive Leadership Coach for Austin Charles (Train-ing & Management Consultants) with the company address at 550F, Lrg Sempadan 2 Air Itam 11400 Penang, Malaysia. Billy writes: “The richness and intensity of the education experience, my classmates’ en-thusiasm, and the style/approaches of the professors have provided me the platform to understand the basics of management.”

John Francisco Plaza, BMP 1994is the Mechanical-Piping Designer for Perunding Ranhill-Worley Sdn Bhd. John writes: “I used to think that doing

calculation and becoming a math expert is enough in dealing with the organization. AIM helped me to develop my confidence to interact with people in top-level positions. The managerial skills and tools helped me stand out in a group of engineers. This is how I was transformed by AIM.”

Victoria Garchitorena, MDP 1974 is the Managing Director/President of Ayala Corporation/Foundation; Ayala Foundation USA. Vicky writes: “My short stint in AIM for the MDP gave me a deeper sense of confidence in what I knew and continued to stoke my curiosity on things I was not sure of. It gave structure to

all the pieces of information I had read about or heard about or thought about regarding management and business. This was especially important to me, since my formal education was in Physics and my work at that time was in communications.

I remember the case studies and the games we played. Also the camaraderie we developed among our classmates.

AIM is an acknowledged leader in business education, and even just an MDP gave me some polish as far as my credentials went.

Leadership is the ability to analyze problems, find creative solutions, and harness all the resources necessary to implement. This includes the ability to inspire others to embrace your vision and to follow your lead even as you empower them to find alternatives or to revise your proposal.

The country needs values-based servant leaders in all sectors of society. AIM should incorporate the values of ethics, of excellence, of integrity, of inclusiveness, of respect and of nationalism in its curriculum.”

Sr. Consolata Manding, MDM 1994

is the Directress of Paulines Institute of Communication in Asia (PICA). Sr. Consol writes: “I remember the WAC, which did not allow us to sleep every Friday night to be able to pass our paper the next day. The daily reading of cases widened and deepened my knowledge, understanding and appreciation of the world. Discussion of cases in class was a good training in de-veloping skills analysis from management perspective of issues.

AIM widened and deepened my under-standing of the world from the perspective of management through the daily cases we have read and analyzed.

To the students: Read all cases more than once if possible and make your own analysis so that in class you can under-stand better the different perspectives of looking at the issues.

M D P

S T R A T N E G O

M D M

AIM ALUMNI LEADERSHIP MAGAZINE Second Quarter 2009

Alumni couple Cornelio “Boyet” Montalbo, MBM 2002 and Denise, MBM 2000 visited the Alumni Relations Office (ARO) with their five-year old daughter Janna. They left for Canada on April 5, 2009. From left: Susan Africa-Manikan, MAP 2002, ARO Program Manager, Denise and Janna, Boyet, Greg Atienza, MBM 1983, ARO Director, and Ofel Odilao-Bisnar, MBM 1988, AAAIM Vice Chairman.

ClassNotes

O B I T U A R Y

MBM 1976 Reunion at the Duets Bistro, ACCM

on May 5, 2009

as imparted to us by Ms. Nieves Confesor, who I consider the best professor I ever had. I miss the state of the art classroom, the conducive

atmosphere, the highly intellectual and competent facilitators and professors. AIM helped me in my professional life in achieving my target/quota in the bank.

To my classmates, thank you for the friendship. It was really wonderful to learn while having fun. To my professors, especially to Ms. Confesor, thank you for sharing your knowledge. It was indeed a great learning experience.”

Kathryn Monica Guadionco, Strategic Negotiations 2008

HR Division Head for First Philippine Industrial Corporation (FPIC) with the company address at 20F JMT Corporate Condominium ADB Avenue, Ortigas Center, Pasig City,

Philippines. Kara writes: “I miss the class recitations, exciting workshops and people of diverse backgrounds. AIM has helped me deal with people (unions for this matter) in a harmonious manner.”

Marlon Corazon, EWRM 2009writes: “I remember we were able to analyze and tackle good case studies, with the active participation of everyone during group discussions, most especially we had foreign students who are equally articulate as with the local counterparts in the program.

My learnings in the program really helped me a lot understand critical concepts of risk management. In fact, I have used time and again the materials and apply it in our effort to infect everyone about the importance of risk management process.

In this life, it’s nice to meet and know people who can share their time and important views on certain things that we want to know. I’m glad to have done that in the EWRM program at AIM.”

E W R M

Angela F. AntonioME 2006

YBhg. Dato’ Dr. Johari Hassan

MBM 1973

Alex N. NicdaoMBM 1973

Leticia S. De Los ReyesMDM 1992

Victor Gil T. SaldajenoMBM 1987


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