Articles
<body topmargin=0 leftmargin=0 marginheight=0 marginwidth=0><script> (function(i,s,o,g,r,a,m){i['GoogleAnalyticsObject']=r;i[r]=i[r]||function(){ (i[r].q=i[r].q||[]).push(arguments)},i[r].l=1*new Date();a=s.createElement(o), m=s.getElementsByTagName(o)[0];a.async=1;a.src=g;m.parentNode.insertBefore(a,m) })(window,document,'script','//www.google-analytics.com/analytics.js','ga'); ga('create', 'UA-47423994-1', 'fortunecity.ws'); ga('send', 'pageview'); </script> <center> <br> <div> <script language="javascript" type="text/javascript" src="http://ad.broadcaststation.net/ads/show_ad.php?width=728&height=90"></script> </div> </center> <table cellpadding=0 cellspacing=0 border=0 height="100%"><tr> <td valign="top" width=190 BGCOLOR="#FFFFFF" TEXT="#080000"> <div> <B><IMG SRC="0fba47c0.jpg" border=0 width="164" height="124" ALIGN="BOTTOM" HSPACE="0" VSPACE="0"></B></div> <div> <A HREF="id22_m.htm#which_model_for_s_pore__" TARGET="TRLX_Middle" TITLE="Articles"><U><B>Which model for S'pore ?</B></U></A></div> <div> <A HREF="id22_m.htm#sony_hits_out_at_japan_govt_for" TARGET="TRLX_Middle" TITLE="Articles"><U>Sony hits out at Japan govt for protectionism</U></A></div> <div> <A HREF="id22_m.htm#every_success_story_is_also_a_story_of" TARGET="TRLX_Middle" TITLE="Articles"><U><B>EVERY SUCCESS STORY IS ALSO A STORY OF GREAT FAILURE</B></U></A></div> <div> <A HREF="id22_m.htm#cornellnews" TARGET="TRLX_Middle" TITLE="Articles"><U><B>MANAGERIAL SCIENCE GAP THREATENS U.S. COMPETITIVENESS</B></U></A></div> <div> <A HREF="id22_m.htm#cornellnews" TARGET="TRLX_Middle" TITLE="Articles"><U><B>Help Wanted: Corporate America seeks scientist or technologist with management and leadership skills Cornell forum focuses on new business elite</B></U></A></div> <div> <A HREF="id22_m.htm#the_scientist_as_manager" TARGET="TRLX_Middle" TITLE="Articles"><U>The Scientist as Manager</U></A></div> <div> <A HREF="id22_m.htm#making_the_starbucks_formula_work" TARGET="TRLX_Middle" TITLE="Articles"><U>Making the Starbucks formula work</U></A></div> <bR> </td> <td valign="top" BGCOLOR="#FFFFFF" TEXT="#080000"> <bR> <div> <FONT SIZE="5" COLOR="#003333" FACE="Arial" ><IMG SRC="13b6d2b0.gif" border=0 width="365" height="43" ALIGN="BOTTOM" HSPACE="0" VSPACE="0"></FONT><FONT SIZE="3" COLOR="#3366FF" FACE="Arial" > </FONT><FONT SIZE="3" COLOR="#3366FF" FACE="Verdana" >| </FONT><B> </B><A HREF="index.htm" TARGET="_top" TITLE="Lemonrain_First_Page"><U><B>home</B></U></A><B> </B><FONT SIZE="3" COLOR="#3366FF" FACE="Verdana" > </FONT><FONT SIZE="3" COLOR="#3366FF" FACE="Arial" > </FONT></div> <div> <A HREF="id24.htm" TARGET="_top" TITLE="Wideband CDMA "><U><B>Wideband CDMA </B></U></A><B> | </B><B>Articles</B><B> | </B><A HREF="id17.htm" TARGET="_top" TITLE="ListenLemonrain"><U><B>ListenLemonrain</B></U></A><B> | </B><A HREF="id20.htm" TARGET="_top" TITLE="Contact Us"><U><B>Contact Us</B></U></A></div> <bR> <div> Articles</div> <div> <TABLE BORDER="0" CELLPADDING="0" CELLSPACING="1" WIDTH="791" BORDERCOLORLIGHT="#C0C0C0" BORDERCOLORDARK="#808080" FRAME="BOX" RULES="ALL" ALIGN="BOTTOM" HSPACE="0" VSPACE="0" > <tR> <tD VALIGN=TOP BGCOLOR=#003300 HEIGHT= 16 WIDTH="789"><IMG BORDER="0" SRC="1x1.gif" HEIGHT="16" ALIGN="bottom" WIDTH="789" HSPACE="0" VSPACE="0"></tD> </tR> </TABLE></div> <bR> <div> <TABLE BORDER="0" CELLPADDING="2" CELLSPACING="1" WIDTH="822" BORDERCOLORLIGHT="#330099" BORDERCOLORDARK="#FFFFFF" FRAME="BOX" RULES="ALL" ALIGN="BOTTOM" HSPACE="0" VSPACE="0" > <tR> <tD VALIGN=TOP HEIGHT= 2676 WIDTH="415"><div> <B><U> <A NAME="which_model_for_s_pore__"><IMG BORDER="0" SRC="1x1.gif" HEIGHT="1" ALIGN="bottom" WIDTH="1" HSPACE="0" VSPACE="0" ></A></U></B><B><U>Which model for Singapore ? </U></B></div> <bR> <div> In its drive to be a knowledge-based economy, Singapore will not adopt the Japan, Europe and America models but will learn from the strengths of their experiences, said Acting Prime Minister Lee Hsien Loong in his keynote speech yesterday. He elaborated on why Singapore will keep its economy open and flexible, attract talent to create jobs and address the issue of widening income disparity.</div> <bR> <div> <B>JAPAN? NO</B></div> <bR> <div> THE Japanese model worked brilliantly for many years until 1990. The economy delivered solid performance, with remarkable productivity growth year after year. </div> <bR> <div> Large Japanese companies provided lifetime employment. In exchange, workers gave their employers undivided loyalty and total commitment. Trade unions cooperated with employers to further workers' interests. </div> <bR> <div> Japanese innovations became buzzwords in business schools. Miti (Ministry of International Trade and Industry) exercised close supervision. Underpinning this was a cohesive, tightly-knit and egalitarian society. </div> <bR> <div> Japan ran into serious trouble in 1990, when the bubble economy burst. For 10 years, Japan has struggled to restart its economy. </div> <bR> <div> It has become clear that the problem was not just a deflated bubble, but much more fundamental. The old approach no longer worked. The operating environment had changed, as technology progressed and markets opened up. </div> <bR> <div> Established Japanese companies could not reinvent themselves. Lifetime employment made the labour market rigid. Miti's famous administrative guidance no longer worked. </div> <bR> <div> Furthermore, Japanese MNCs stayed Japanese, instead of becoming global and cosmopolitan. But there are signs that things are changing in Japan. </div> <bR> <div> <B>EUROPE? NO</B></div> <bR> <div> EUROPE has opted for compassionate capitalism. The state intervenes to provide a comprehensive welfare net and ensure more equal outcomes between more-successful and less-successful citizens. </div> <bR> <div> It protects industries no longer competitive in order to save jobs. Taxes are high, both to pay for subsidies and welfare benefits, and also, partly, to penalise those who earn more. </div> <bR> <div> Labour markets in Europe tend to be rigid. Employment is subject to many restrictions. Strong unions guard the privileges of their members, at the expense of other workers. </div> <bR> <div> Like the Japanese model, the European model worked well for quite a long time. </div> <bR> <div> The situation began to change after the fall of the Berlin Wall in 1989. Workers in former East European countries like Poland and the Czech Republic were paid one tenth as much as German workers, but were much more than one tenth as productive. </div> <bR> <div> But like in Japan, in Europe, things are changing. There is greater use of part-time work and contracts to circumvent the rigidities in the labour market. </div> <bR> <div> The EU is deregulating industries. A wave of alliances, mergers and consolidation in telecommunications, banking and even car manufacturing is now under way, not just within countries but across borders. </div> <bR> <div> <B>THE U.S.? NO</B></div> <bR> <div> THE US economy went through a tough time in the 70s and 80s. Productivity growth was low; savings and investment rates were low. But in the 90s, the US emerged as the world's most dynamic and powerful economy. </div> <bR> <div> Several factors brought this about: </div> <bR> <div> Firstly, the American labour market was highly flexible. Many workers were engaged on flexible employment contracts. Companies hired and fired readily. </div> <bR> <div> Secondly, successful US companies continually restructured themselves as they grew and as the environment changed. The flexible labour market made this possible. </div> <bR> <div> This ruthless creative destruction was unsettling and disruptive for workers in the short term. But taken as a whole, it produced high and sustained growth in the US economy, and so ultimately, the workers stood to gain from it. </div> <bR> <div> Thirdly, the US attracted outstanding talent from all over the world. </div> <bR> <div> Fourthly, the incentive structure in the American model rewarded those who ventured and succeeded. </div> <bR> <div> The downside of the US model is that the fruits of growth have not been equally distributed. Some 20 years ago, the average college graduate earned 38 per cent more than the average high-school graduate. Now the gap is 71 per cent. The IT revolution has widened this divide further. </div> <bR> <div> <B>OUR CHOICE </B></div> <bR> <div> SO WHICH of these approaches -- the Japanese, the European or the American -- should Singapore take? </div> <bR> <div> The short answer is: None of the three. </div> <bR> <div> We need to learn from the strengths of each model:</div> <bR> <div> <IMG BORDER="0" SRC="Symb075c00b700f000000000.gif" HEIGHT="16" WIDTH="24" ALIGN="bottom" HSPACE="0" VSPACE="0">We want to build strong social cohesion and get every worker to think quality and zero defects, like the Japanese.</div> <bR> <div> <IMG BORDER="0" SRC="Symb075c00b700f000000000.gif" HEIGHT="16" WIDTH="24" ALIGN="bottom" HSPACE="0" VSPACE="0">We want strong unions, like the Europeans have -- but unions which are partners in economic development, and in improving the lives of Singaporeans.</div> <bR> <div> <IMG BORDER="0" SRC="Symb075c00b700f000000000.gif" HEIGHT="16" WIDTH="24" ALIGN="bottom" HSPACE="0" VSPACE="0">At the same time, we must have flexible labour markets, and the dynamism to reinvent our businesses and adapt quickly to changes, like the United Stateshas.</div> <bR> <div> <IMG BORDER="0" SRC="Symb075c00b700f000000000.gif" HEIGHT="16" WIDTH="24" ALIGN="bottom" HSPACE="0" VSPACE="0">We must be open to talent, to attract and absorb people from around the world who can contribute to our economy.</div> <bR> <div> <IMG BORDER="0" SRC="Symb075c00b700f000000000.gif" HEIGHT="16" WIDTH="24" ALIGN="bottom" HSPACE="0" VSPACE="0">We must reward people according to their contributions, so that the talented and enterprising have the incentive to perform.</div> <bR> <div> <IMG BORDER="0" SRC="Symb075c00b700f000000000.gif" HEIGHT="16" WIDTH="24" ALIGN="bottom" HSPACE="0" VSPACE="0">But we also want everyone to benefit from the fruits of progress, and not have a large segment of our population left behind. </div> </tD> <tD VALIGN=TOP WIDTH="396"><div> <IMG SRC="08f5ed10.gif" border=0 width="350" height="209" ALIGN="BOTTOM" HSPACE="0" VSPACE="0"><IMG SRC="09061e20.gif" border=0 width="353" height="226" ALIGN="BOTTOM" HSPACE="0" VSPACE="0"></div> <div> <IMG SRC="29590010.gif" border=0 width="400" height="257" ALIGN="BOTTOM" HSPACE="0" VSPACE="0"></div> <bR> </tD> </tR> <tR> <tD VALIGN=TOP HEIGHT= 2232 WIDTH="415"><bR> <div> <B><U> <A NAME="every_success_story_is_also_a_story_of"><IMG BORDER="0" SRC="1x1.gif" HEIGHT="1" ALIGN="bottom" WIDTH="1" HSPACE="0" VSPACE="0" ></A></U></B><B><U>EVERY SUCCESS STORY IS ALSO A STORY OF GREAT FAILURE</U></B></div> <bR> <bR> <div> <B>If we study history, we will find that all stories of</B></div> <div> <B>success are also stories of great failures.But people</B></div> <div> <B>don't see this failures. They ony see one side of the</B></div> <div> <B>picture and they say that person got lucky. "He must</B></div> <div> <B>have been at the right place at the right time."</B></div> <div> <B>Let me share someone's life history with you.</B></div> <bR> <div> <B><U>(1)</U></B></div> <div> This was a man who failed in business at the age of</div> <div> 21;was defeated in a legislative race at age 22;</div> <div> failed again in business at age 24;overcame the death</div> <div> of his sweetheart at age 26;had a nervous breakdown at</div> <div> age 27;lost a congressional race at age 34;lost a</div> <div> senatorial race at age 45;failed in an effort to</div> <div> become vice-president at age 47;lost a senatorial race</div> <div> at age 49; and was elected president of the United</div> <div> States at age 52.</div> <div> The man was ABRAHAM LINCOLN.</div> <bR> <div> <B><U>(2)</U></B></div> <div> In 1913,Lee Dee Forest,inventor of the triode tube,</div> <div> was charged by the district attorney for using</div> <div> fraudulent means to mislead the public into buying</div> <div> stocks of his company by claiming that he could</div> <div> transmit the human voice across the Atlanic.He was</div> <div> publicily humiliated.Can you imagine where we would be</div> <div> without his invention?</div> <bR> <div> <B><U>(3)</U></B></div> <div> A New York Times editorial on December</div> <div> 10,1903,questioned the wisdom of the Wright Brothers</div> <div> who were trying to invent a machine, heavier than air,</div> <div> that would fly. One week later, at Kitty hawk, the</div> <div> Wright Brothers took their famous flight.</div> <bR> <div> <B><U>(4)</U></B></div> <div> As a young cartoonist, Walt Disney faced many</div> <div> rejections from Newspaper editors, who said he had no</div> <div> talent. One day a minister at a church hired him to</div> <div> draw some cartoons. Disney was working out of a small</div> <div> mouse infested shed near the church. After seeing a</div> <div> small mouse, he was inspired. That was the start of</div> <div> the Mickey Mouse.</div> <bR> <div> <B><U>(5)</U></B></div> <div> One day a partially deaf four-year-old kid came home</div> <div> with a note in his pocket from his teacher, "Your</div> <div> Tommy is too stupid to learn, get him out of the</div> <div> school." His mother read the note and answered. "My</div> <div> Tommy is not a stupid to learn, I will teach him</div> <div> myself." And that Tommy grew up to be the great Thomas</div> <div> Edison. Thomas Edison had only three months of formal</div> <div> schooling and he was partially deaf.</div> <bR> <div> <B><U>(6)</U></B></div> <div> Henry Ford forgot to put the reverse gear in the</div> <div> first car he made.</div> <bR> <div> <B><U>(7)</U></B></div> <div> Thomas Edison failed approximately 10,000 times</div> <div> while he was working on the light bulb.</div> <bR> <div> <B><U>(8)</U></B></div> <div> Young Beethoven was told that he had no talent for</div> <div> music,but he gave some of the best music to the world.</div> <bR> <div> Almost all success stories are stories of great</div> <div> failures.</div> <bR> <div> In 1914, Thomas Edison, at age 67, lost his factory,</div> <div> which was worth a few million dollars, to fire. It had</div> <div> very little insurance. No longer a young man, Edison</div> <div> watched his lifetime effort go up in smoke and said,</div> <div> "There is great value in disaster. All our mistakes</div> <div> are burnt up. Thank God we can start a new." In spite</div> <div> of diaster, three weeks later, he invented the</div> <div> phonograph. What an attitude?</div> <bR> <div> <B>Do you consider these people failures? They succeeded in spite of problems, not in the absence of them. But to the outside world, it appears as though they just got lucky. The only difference is that every time they failed they bounced back. This is called failing forward, rather than backward. You learn and move</B></div> <div> <B>forward. Learn from your failure and keep going.</B></div> <bR> <div> <B>Setbacks are inevitable in life. A setback can act as a driving force and also teach us humility. In grief you will find courage and faith to overcome the setback. We need to learn to become victors, not victims.Fear and doubt short-circuit the mind. Ask yourself after every setback: What did I learn from this experience? Only then will you be able to turn a </B><B>stumbling block into a stepping sto</B><B>ne.</B></div> <bR> <bR> </tD> <tD VALIGN=TOP><NOBR><div> <IMG SRC="08c5ee40.gif" border=0 width="350" height="228" ALIGN="BOTTOM" HSPACE="0" VSPACE="0"></div> <div> <IMG SRC="08d5edb0.gif" border=0 width="350" height="219" ALIGN="BOTTOM" HSPACE="0" VSPACE="0"></div> </NOBR></tD> </tR> </TABLE></div> <DIV ALIGN="LEFT"></DIV> <div> <A NAME="cornellnews"><IMG BORDER="0" SRC="1x1.gif" HEIGHT="1" ALIGN="bottom" WIDTH="1" HSPACE="0" VSPACE="0" ></A><IMG SRC="0bbd6460.gif" border=0 width="470" height="70" ALIGN="BOTTOM" HSPACE="0" VSPACE="0"></div> <div> <TABLE BORDER="0" CELLPADDING="2" CELLSPACING="1" WIDTH="788" BORDERCOLORLIGHT="#C0C0C0" BORDERCOLORDARK="#808080" FRAME="BOX" RULES="ALL" ALIGN="BOTTOM" HSPACE="0" VSPACE="0" > <tR> <tD VALIGN=TOP HEIGHT= 2603 WIDTH="373"><div> <B><U>MANAGERIAL SCIENCE GAP THREATENS U.S. COMPETITIVENESS</U></B></div> <bR> <div> Survey Finds Corporations to Hire More Scientists for Management</div> <div> Summary of survey questions and results</div> <div> NEW YORK, October 18 -- 1995 While technology is an increasingly important issue for today's business leaders, senior managers at the nation's leading corporations say that fewer than 50 percent of their colleagues are technologically literate, according to "The 'Science Gap' in Management," a new report by Cornell University's Johnson Graduate School of Management. More than 90 percent of executives surveyed agreed that as we continue to move toward a knowledge-based economy, it is becoming increasingly important for senior managers to have the technological background to understand the business opportunities, limitations, and implications of technology decisions. About one-third said their companies expect to hire more scientifically-trained professionals for management positions than they have in the past. </div> <bR> <div> In addition, more than two-thirds (68 percent) of those surveyed agreed that a "cultural divide" between those with technical training, such as those in R&D positions, and those without it, such as those commonly found in finance, marketing, and sales, is a significant problem for corporations. They also said that their companies would be more competitive if more senior managers were technologically literate. </div> <bR> <div> "The survey shows a 'technological literacy' gap in corporate America," said Alan G. Merten, dean of the Johnson School. "Yet technology is becoming increasingly important to companies in all sectors of the economy. In fact, in today's world, no industry is isolated from technology." </div> <bR> <div> Two-thirds of the executives surveyed felt that scientific training, with its emphasis on quantitative and analytical skills, creativity and problem solving is a good background for the next generation of managers, and that their companies target scientifically trained professionals for management positions. </div> <bR> <div> "Professionals who combine scientific or other technical knowledge with business training could become the so-called 'gold collars' workers, a new generation of business elite with several distinct areas of expertise," said Merten. </div> <bR> <div> In fact, when asked the open-ended question, "what one word or phrase best describes a scientist?," the most common responses were "analytical," "thinker," -technical," "inquisitive," and "intelligent." "Creative," "curious," "detail-oriented," "focused," knowledgeable" and "systematic" were other responses. </div> <bR> <div> "It's interesting to note that these are all skills held in the highest regard in today's competitive business organization," said Merten. </div> <bR> <div> However, the survey also showed several barriers to hiring scientifically trained people for management positions. Slightly more than half of the senior executives said "lack of business experience" and "not understanding a market-driven culture" were potential barriers for scientists seeking management positions. </div> <bR> <div> However, these barriers may be overcome by an MBA degree, according to the Johnson School survey. Almost 90 percent of those surveyed said a scientifically trained person is more likely to be hired for a management position if he or she has an MBA. </div> <bR> <div> The Johnson School commissioned a telephone survey of 500 senior managers at Fortune 1,000 companies. The results were released today at a roundtable here, featuring I. MacAllister Booth, chief executive of Polaroid Corp.; Dolf DiBiasio, a director of McKinsey & Company; Sheila Tobias, science education writer and co-author of Re-Thinking Science as a Career; and Arati Prabhakar, director of the U.S. Commere Department's National Institute of Technology and Standards. </div> </tD> <tD VALIGN=TOP WIDTH="404"><div> <B><U>Help Wanted: Corporate America seeks scientist or technologist with management and leadership skills</U></B></div> <div> <B><U>Cornell forum focuses on new business elite</U></B></div> <bR> <div> By Darryl Geddes</div> <bR> <div> I<FONT SIZE="3" COLOR="#330099" FACE="Verdana" >thaca, N.Y., Oct. 1995 -- The scientist as manager may fast become the new business elite if corporations are to survive and flourish in a global marketplace driven by rapidly changing technologies. </FONT></div> <bR> <div> "Companies need senior executive teams who are comfortable with science and technology," said Dolf DiBiasio, a director with the consulting firm of McKinsey & Co. "This is not to say that a CEO has to have a science or technology background, but those that don't should ensure that their senior leadership teams have an individual or two with educational training in science or engineering and some applied experience." </div> <bR> <div> DiBiasio's comments came during a roundtable discussion on "The Scientist as Manager: Emergence of a New Business Elite?" held Oct. 18 at the Cornell Club in New York City and sponsored by Cornell's Johnson Graduate School of Management. The event also featured presentations from I. MacAllister Booth, chairman, president and chief executive officer of Polaroid Corp.; Arati Prabhakar, director of the National Institute of Standards and Technology, U.S. Department of Commerce; Sheila Tobias, educator and co-author of Rethinking Science as a Career; and Alan G. Merten, dean of the Johnson Graduate School of Management. </div> <bR> <div> Much of the discussion touched on the need for scientifically and technologically literate voices to be heard and represented in corporations. Speakers suggested to those in attendance -- included representatives from Warner Lambert, Bristol Myers Squibb, Citibank, Union Carbide, Schering-Plough Corp. and Johnson & Johnson -- that an executive trained in the sciences would be a welcome addition to the corporate hierarchy. </div> <bR> <div> DiBiasio said scientific and technological literacy is an attribute that corporations cannot be without. "Most major corporate decisions now involve making choices among current and new technologies," he said. "These decisions can affect the entire business from product development to distribution, marketing, sales and finance." </div> <bR> <div> Polaroid CEO Booth, BME '55 and MBA '58, admonished those who believe scientists should be relegated to the lab. "The thinking that scientists shouldn't and couldn't become CEOs nor that corporate leaders could be expected to evaluate technologists is outdated and dangerous. </div> <bR> <div> "Leaders of companies need to be inquisitive about technology," he continued. "They can't be afraid of it or merely accept what others say about it. In this rapidly changing world, companies will be led by executives that are comfortable and inquisitive about technology." </div> <bR> <div> Booth said that scientifically trained managers are desperately needed to help close the widening communication gap between the laboratory and the boardroom. Bridging this historic divide is imperative, he said, especially in light of federal cutbacks in research and development funding. </div> <bR> <div> "Nevertheless, simply putting 'techies' in the CEO chair is not a panacea for the chasm between headquarters and technology, nor will it resolve the challenge of living in a world of technological change," cautioned Booth. </div> <bR> <div> "The task for corporate leaders is to build a foundation -- a team that will grow and appreciate the value and adapt to the technological changes around us." </div> <bR> <div> Author Tobias said no student destined for a career in management should be without some sort of intensified scientific training. </div> <bR> <div> Tobias underscored the usefulness of a science education by noting that scientists could find their skill and knowledge applicable to many career fields, including law, journalism, sales and marketing, economics and banking, to name a few. </div> <bR> <div> Taking one's scientific training to the boardroom or courtroom makes sense, she noted, especially in light of the lack of openings in science careers due to cuts in federal funding. </div> <bR> <div> Speaking via satellite from Washington, D.C., Prabhakar underscored the need for technological literacy in all areas -- including politics. </div> <bR> <div> "We are going through deep structural change, and technology, as a part of that change, is an enormously powerful tool that human beings will be using for everything," she said. "For that reason, the role of the technologist really comes to the fore." </div> <bR> <div> She said technologists must think aggressively about how science and technology can relate to the business, academic and political worlds. "Unless we figure out how to build those linkages, we are going to miss opportunities." </div> <bR> <div> The roundtable discussion pointed to the need for programs, such as the Johnson School's 12-month MBA Option for Scientists. The 12-month option was designed specifically for individuals with advanced scientific or technical degrees and draws heavily on their prior analytical training and experience. Twenty-nine students, of which nine hold doctoral degrees, currently are enrolled in the program, which was offered for the first time this summer. Administrators say the program supplements the graduate training of scientists and engineers, many of whom now find themselves working in non-academic settings.</div> <bR> </tD> </tR> </TABLE></div> <div> <TABLE BORDER="0" CELLPADDING="2" CELLSPACING="1" WIDTH="787" BORDERCOLORLIGHT="#C0C0C0" BORDERCOLORDARK="#808080" FRAME="BOX" RULES="ALL" ALIGN="BOTTOM" HSPACE="0" VSPACE="0" > <tR> <tD VALIGN=TOP HEIGHT= 4555 WIDTH="781"><div> <B><U> <A NAME="the_scientist_as_manager"><IMG BORDER="0" SRC="1x1.gif" HEIGHT="1" ALIGN="bottom" WIDTH="1" HSPACE="0" VSPACE="0" ></A></U></B><B><U>The Scientist as Manager:</U></B></div> <div> <B><U>Emergence of a New Business Elite</U></B></div> <div> Excerpts from the Business Press</div> <bR> <div> <B>From Ivory Tower to Corporate Ladder </B></div> <div> <B>U.S. News & World Report</B></div> <div> <B>U.S. News & World Report </B></div> <bR> <div> Botanist Christopher Faraday did the post-doc dance for a decade, moving every few years to a new college town and setting up shop in another lab. He had no trouble landing research jobs, but his job security hinged on the next grant. </div> <bR> <div> ... Corporate ladders have proved no easier a climb than ivory towers. In fact, the typical science doctorate program may actually hurt job prospects in industry ... [by turning] out scientists who lack the broad skills necessary to thrive in business. Some business schools have responded with new programs tailored to scientists. ... </div> <bR> <div> [Last spring], Faraday entered Cornell's 12-month MBA program for scientists. Now, says Faraday, "I have the understanding of business to communicate more effectively."</div> <bR> <div> ... Harry Hummel, who received a PhD in chemical physics from Harvard in 1993, ... interviewed for several jobs in business, ultimately joining mega consultant McKinsey & Co.... But he doesn't view his doctoral work as a waste of time. "It gave me the analytical skills to think through just about any business problem ...," says Hummel. (January 15, 1996) </div> <div> <B>______________________________________________________________________________________</B></div> <bR> <div> <B>Tomorrow's CEO-multiple talents to leverage technology </B></div> <div> <B>Industry Week</B></div> <bR> <div> In a fight for survival, manufacturing organizations have transformed themselves with the virtues of quality, time-to-market, and consumer responsiveness. They also bought time with downsizing and reengineering. But now comes the tough part-harnessing technology and innovation to create the future. </div> <bR> <div> That's the assignment of C. Victor Evins, president of the Advanced Technology Group (ATG) at Hoechst Celanese Corp., a leading manufacturer of chemicals, fibers, films, and advanced materials. In a more conventional business scenario, ATG would be the research arm and Evins the chief technical officer, but the company has consciously used the nomenclature to signal a new way of organizing R&D for innovation, growth, and value creation. </div> <bR> <div> ... "We wanted to significantly increase the likelihood that our efforts would result in making a significant financial contribution to the performance of the corporation," Evins notes. "We felt that how a company manages development is the key factor in its survival and success." </div> <bR> <div> ... The expanded definition of the innovation process is also reflected in the kinds of leaders required. ... Says Evins: "The job calls for multiple talents-in marketing, technology, and global operations [as well as pure science]-to be able to leverage the value of technology throughout the corporation." </div> <bR> <div> Adds Ron Jonash, director of technology and engineering management at Arthur D. Little: "These are people who have embraced and pushed the role to something beyond managing the function of R&D."Jonash also believes that tomorrow's CEOs will increasingly be drawn from their ranks. (January 22, 1996) </div> <div> <B>______________________________________________________________________________________</B></div> <bR> <div> <B>Route to the top: An operations, technical or scientific background</B></div> <div> <B>CHIEF EXECUTIVE</B></div> <bR> <div> Is there a new breed of CEO today? Are some career paths more certain routes to the top than others? Do education and mentoring make a difference when it comes to climbing the corporate ladder? </div> <bR> <div> The answer to all these questions is yes. In fact, more CEOs today have operations/manufacturing or technical/ scientific backgrounds than ever before-specialties that are supplanting the more conservative financial backgrounds that were prevalent in the 1970s and early 1980s. </div> <bR> <div> Based on a comprehensive study of the backgrounds of 464 CEOs of the largest public industrial and service companies in the U.S., as well as a survey of CE readers, Management Practice Inc. has identified several trends in board selection of CEOs and what factors most contribute to an executive's ascension to the top corporate spot. </div> <bR> <div> ... According to [the] research: Fully 26 percent of newly appointed CEOs [in 1995] have operations/manufacturing backgrounds, compared with 2O percent of alI CEOs currently in place. </div> <bR> <div> Another important, long-term trend is the steady increase of CEOs with technical or scientific backgrounds. Fully 24 percent of all CEOs in place this year have technical or scientific backgrounds; in 1985, 21 percent had such backgrounds. </div> <div> .... An executive's experience in "getting his or her hands dirty" as an engineer, power-plant manager, chemist or similar position now places him or her several steps up the ladder from his or her marketing, legal, finance, and administrative competitors for the top spots in U.S. industry. </div> <div> ... What's driving this long-term trend? In addition to providing analytical training, a science and technology background is also increasingly necessary to keep current with the fast pace of technological change in industry today. "Technology is becoming increasingly important to companies in all sectors in the economy," says Alan G. Merten, dean of Cornell University's Johnson Graduate School of Management. "In today's world, no industry is isolated from technology." (December 1995) </div> <div> <B>______________________________________________________________________________________</B></div> <bR> <div> <B>Scientists as Managers? More Firms Betting Yes </B></div> <div> <B>Investor's Business Daily</B></div> <bR> <div> Getting a PhD in a scientific discipline used to signal the beginning of a career devoted to some esoteric academic pursuit. ...Today, fewer than one-third [of new PhDs] are landing tenure-track positions at universities, according to the Committee on Science, Engineering and Public Policy. </div> <bR> <div> But as the saying goes, when one door closes, another one opens. Corporate American has posted a "now hiring" sign for these bright young scientists. </div> <bR> <div> Many of them, however, are being asked to alter their dreams of working in pure research [and] being asked to play roles in such areas as applied science, development and management. </div> <bR> <div> Even with all their education, "scientists are trained in too narrow a fashion," said Alan G. Merten, dean at the Johnson Graduate School of Management, Cornell University. "They are trained in precision, but business is loaded with ambiguity."</div> <bR> <div> ... To truly integrate scientists into business, both employers and employees have to change, says I. MacAllister Booth, recently retired chairman and chief executive at Polaroid Corp. ..."We need to make scientists better managers. At the same time, we need to make non-technical managers more conversant in the science world." </div> <bR> <div> .... Some universities are beginning to equip their science graduates with the needed tools for careers in business. Cornell's Johnson School, for example, has an MBA program specifically geared to the advance-degree level engineering students. To aid scientists already in the business world, says Merten, the Johnson School is .developing workshops and short courses tailed for individual companies or for a specific audience within a company.</div> <bR> <div> .... So what's the likely outcome of the changes in opportunities for today's scientists?..."The future is tremendous for scientists,"added McKinsey's Dolf DiBiasio. "We've gone through periods in our history where the 'high flyers' were financiers and lawyers. Now it will be the scientists and engineers." (Febritary 13, 1996) </div> <div> <B>______________________________________________________________________________________</B></div> <bR> <div> <B>Old-style CEOs may not be equipped to deal with today's high-tech issues</B></div> <div> <B>Financial Times</B></div> <bR> <div> Are technologists taking over America's boardrooms? If not, some say, they certainly ought to. With the information revolution in full swing, companies are having to place ever bigger bets on where technology goes next. Is the old-style chief executive-trained in finance, marketing or the law- equipped to understand the choices? </div> <bR> <div> Not according to Alan Merten, dean of Cornel University's business school. Technological issues, he argues, are increasingly cropping up at the highest level of corporate strategy. It takes a certain kind of background to handle them. </div> <bR> <div> ... The point about technologists as managers, Merten argues, is that they have been trained both in quantitative techniques - math and statistics - and in what he calls modeling skills. That is, they are used to abstracting the essential elements of a problem and solving it in a disciplined way. Non-technologists find ways of avoiding technological issues. Technologists are predisposed to embrace them. </div> <bR> <div> ... A partner at a big New York firm of headhunters, while intrigued by Mertin's thesis, sees little sign of it in practice. When his company is asked to find a CEO, the client's chief criteria are still the conventional ones: basic managerial competence and leadership. ...[And] if one looks to the big corporations, the evidence is mixed. </div> <bR> <div> ... But if the thesis can be shot down in detail, it is not necessarily wrong. Two dominant trends in contemporary business are the shortening of product life cycles and the non-proprietary nature of technology. There is no longer the time for a technology to mature within an organisation, so that the laymen on the board can feel comfortable with it before putting it into effect. </div> <bR> <div> When the Anglo-Dutch consumer company Unilever put a powerful new detergent on the European market 18 months ago, it did so in a hurry to catch up with its U.S. rival, Procter & Gamble. It did not fully appreciate that the new manganese-based catalyst which made the detergent so effective could also damage certain types of clothes. </div> <bR> <div> Procter & Gamble duly noted the fact and publicised it, and the product was buried. Perhaps Unilever should have more PhD chemists on its board. (February 1, 1996)</div> <div> <B>______________________________________________________________________________________</B></div> <bR> <div> <B>Climbing the corporate ladder using scientific skills </B></div> <div> <B>Science</B></div> <bR> <div> A year ago, Peter H. Khoury's bosses at Merck threw him a real challenge: developing the ad campaign launching the drug company's new chicken pox vaccine. "My academic background didn't prepare me for any of this," said Khoury, 35, whose PhD in biology from Syracuse and MBA from Cornell did not include courses in TV or radio spots. "But it's fun, and I've grown in ways I don't think I would have if I'd stayed in academia." </div> <bR> <div> Khoury's move into business advertising may seem unusual for someone armed with a science PhD, as most scientists in business are found in R&D labs. But a growing number of young scientists, like Khoury, are leaving the lab to climb the rungs of the corporate ladder. And on the way up, they're learning what skills they need to add to their scientific bag of tricks. </div> <bR> <div> Most important, say Khoury and several other scientists-cum-business-managers, is understanding that businesses are in business to make money. While some scientists learn this lesson on the job, others learn it from MBA courses. Such courses, says Jay Chigurupati, 32, vice president of Viral Therapeutics Inc. in Ithaca, New York [and also a Cornell MBA], are helpful for two reasons. "One, you make many contacts in the business world, and two, the courses help you understand their thinking." </div> <bR> <div> ... In moving up the ladder, none of these scientists have thrown out their scientific thinking. They all insist that the ability to think logically, dissect problems, and articulate their thoughts gave them a solid step on the first rung of the ladder. "My specialized knowledge in physics is of almost no use," concedes Jed Dempsey, 35, an associate at McKinsey & Company. "But my general training in problem-solving is extremely useful." (January 19,1996) </div> <div> <B>______________________________________________________________________________________</B></div> <bR> <div> <B>What the Consultants Say</B></div> <bR> <div> <B>Younger, technology-oriented people redefining who is at the helm </B></div> <div> <B>BARRY M. MASSARSKY </B></div> <div> <B>Economic Consultant</B></div> <bR> <div> The power and impact of the Internet and interactive technology in the music business has completely shaken the economic landscape. And it will have a dramatic effect on the management of the industry, with the older generation yielding to younger people, who are more conversant with the changing technology. </div> <bR> <div> People in their 40s and 50s are barely hanging on; people in their 20s are assuming more power, because they understand the Internet, what it means, what it can do. The current managers of the industry will yield to younger, technology-oriented people, who are redefining the business and who is at the helm. </div> <bR> <div> Barry Massarsky, economic consultant, January 1996</div> <div> <B>______________________________________________________________________________________</B></div> <bR> <div> <B>Demand for science/technology-trained senior execs will grow</B></div> <div> <B>McKinsey & Company, Inc. </B></div> <bR> <div> Most people would agree that science backgrounds are critical for senior exeuctive teams who are leading U.S. corporations in technology-based industries, such as chemicals, pharmaceuticals, aerospace, and telecommunications. We believe, however, that U.S. corporations of all types - including financial services, consumer packaged goods, retail, and media companies increasingly need senior executive teams whose members have science educations and applied experience. </div> <bR> <div> ... More major corporate decisions now involve choices about current and new technologies. These decisions affect the entire business system and often entail enormous risk and uncertainty. Many are 'big bet' or 'bet your company' decisions.</div> <bR> <div> Given the complexity associated with those technologies, the technology-literate senior corporate leadership team would be advantaged in creating new business opportunities and in responding effectively to threats. </div> <bR> <div> ... People with background in science or technology and applied experience are more capable of asking the "right questions"; the insightful questions that derive from a deep understanding of science and technology, as well as business.... They have greater confidence making decisions about adopting investing in, or developing new technology. ... With their grasp of technology, they can identify and create new opportunities, based on their understanding of future applications. </div> <bR> <div> McKinsey & Company made a commitment about four years ago to recruit more consultants in North America with advanced degrees and experience in science and technology. Until a few years ago, we hired primarily people with MBAs from leading universities. Over the last three years, close to one-third of McKinsey's new hires in North America have had graduate degrees in science and engineering. </div> <bR> <div> ... In the future, we strongly believe individuals with science and technology educations, applied experience, and demonstrated leadership capability will increasingly populate the senior leadership teams across all U.S. industries. - Dolf DiBiasio, senior director, McKinsey & Company, talk at "Tlie Scientist as Manager" roundtable, New York City, October 18, 1995 </div> </tD> </tR> </TABLE></div> <div> <B>______________________________________________________________________________________</B></div> <div> <A NAME="sony_hits_out_at_japan_govt_for"><IMG BORDER="0" SRC="1x1.gif" HEIGHT="1" ALIGN="bottom" WIDTH="1" HSPACE="0" VSPACE="0" ></A></div> <div> <B>Sony hits out at Japan govt for protectionism</B></div> <bR> <div> HONGKONG -- The head of Sony said on Friday that the Japanese government's tight control of industry is at odds with a business environment powered by rapidly developing information technology.</div> <bR> <div> "The Japanese government does not have a perception they regulate too much," Mr Nobuyuki Idei, Sony's president and chief executive officer told a luncheon organised by the Asia Society Hongkong Centre and the Hongkong Japanese Chamber of Commerce and Industry. </div> <bR> <div> Mr Idei said "drastic measures" are needed to deregulate more of Japan's transportation, construction and communications industries. He did not elaborate. </div> <bR> <div> At present, there are two types of Japanese companies, he said. </div> <bR> <div> There are those such as Sony or Honda Motor, which are not part of any government-protected industries, and whose products are exported and competed internationally, he said. </div> <bR> <div> Adding that the other type is companies from certain regulated industries which benefit from government protection. -- AP </div> <div> <B>______________________________________________________________________________________</B></div> <div> <A NAME="making_the_starbucks_formula_work"><IMG BORDER="0" SRC="1x1.gif" HEIGHT="1" ALIGN="bottom" WIDTH="1" HSPACE="0" VSPACE="0" ></A></div> <div> <B>Making the Starbucks formula work</B></div> <div> Liberalisation-equals-liberalism approach requires domestic fine-tuning</div> <bR> <div> R<FONT SIZE="2" COLOR="#000000" FACE="Arial" >ECENT events in the region, from the election of the morally- compromised Thai billionaire Thaksin Shinawatra after a cynical, cash- infused and irresponsibly populist campaign, to the restiveness in Indonesia's provinces and the continuing impasse in the Philippines, have led me to question Asia's reform movement. </FONT></div> <bR> <div> However, before damning the progress to date and, in particular, the tragic rejection of Chuan Leekpai's Democrats (Asia's cleanest and most reform-minded party), I would argue that our initial assumptions were wrong: an increase in political and economic liberalisation does not automatically lead to an age of liberalism. </div> <bR> <div> The primacy of liberalisation and liberalism -- I've dubbed it 'the Starbucks formula" (because it is applied in a cookie-cutter fashion with little variation from country to country) -- is due in part to the currency crisis of 1997. </div> <div> Hitherto, the gradualist approach to political and economic reform, and its emphasis on respect for indigenous cultures and local needs, had drawn its moral legitimacy from sound economic management. However, in the face of wilting exchange rates and crashing economies the gradualist approach was discredited. </div> <bR> <div> Interestingly, words and phrases associated with that period, such as "Asian values", "Malaysia Inc" and "Singapore Inc", have also disappeared from the political lexicon. The Starbucks formula (liberalisation equals liberalism) leapt into the breach providing commentators and policy-makers alike with an easy alternative in their search for a solution to South-east Asia's problems. </div> <div> Unfortunately, the equation, while neat, is both simplistic and incorrect. I don't deny that the Starbucks formula is vital for a country's long-term stability and prosperity. But the formula must be tempered by a good deal of domestic fine-tuning. In Starbucks parlance, a latte has to be blended to accommodate local tastes, combining in turn the oiliness of Malaysia's kopi-O and the acidity of Kopi Bali with the creaminess of a cappuccino. </div> <bR> <div> However, on a more serious note, I have three points to make: firstly, on the key semantic differences between the words liberalisation and liberalism; secondly, the danger of knee-jerk and unthinking liberalisation and its unintended consequence, the illiberal regime; and thirdly (citing regional examples), a plea for greater sensitivity in this discourse. </div> <div> To my mind, "liberalisation" merely means the process by which policies or laws are eased and/or relaxed. However, ideologically- driven media, such as the Asian Wall Street Journal and The Economist with their fixation on the moral primacy of the market, have tended to promote trade and tariff liberalisation above all other issues. </div> <bR> <div> Liberalisation in their eyes is purely a matter of easing the path for the movement of capital, goods and knowledge but not of people. </div> <bR> <div> Sovereign states, cultures and religions are both dispensable and regressive, mere barriers to profitability. Thus the word liberalisation assumes the guise of globalisation, of which nothing bad can be said. They see the resolution of economic issues as being the foundation for socio-political stability. </div> <bR> <div> Their calls are often in complete disregard to a country's socio- economic conditions. In the case of Indonesia, a torrent of cheap sugar or rice imports at this juncture might spark off even greater social dislocation in the rural economy. Sugar farmers, led by the Indonesian Farmers Association chairman Siswono Yudohusodo, argued in Tempo recently that too large a reduction in the duty on sugar imports could jeopardise the livelihood of over 9.4 million people. When a country's economy is verging on collapse, such a reform would be comparable to a Soviet-style collectivisation of the rural sector. </div> <bR> <div> By way of comparison, "liberalism" connotes a very specific set of political and moral philosophies (championed by men such as Rousseau, Goethe and Kant). Evolving in 18th century Europe, these ideas were chiefly concerned with the application of science and reason to the study of mankind and all other academic disciplines -- including most importantly -- the Bible and Christianity. </div> <bR> <div> Known subsequently as the Age of Enlightenment, the period was to witness an unprecedented erosion in religious faith as the scientific method (that now lies at the core of the secular Western civilisation and the political system we now describe as a liberal democracy) was brought to bear on all forms of religious worship and scripture. </div> <bR> <div> Clearly, such secular political philosophies are abhorrent to the prevailing Wahhabi interpretations espoused by the conservative Islamic forces in both Indonesia and Malaysia. This begs the million dollar question: how would liberalism fare under an avowedly Islamic regime? </div> <bR> <div> As the Starbucks formula is applied across South-east Asia, many of the noble-sounding reforms -- the granting of regional autonomy and increased media freedoms -- are crumbling under the weight of excessive expectations. For example, it is unlikely that the granting of autonomy to provincial governments in Indonesia will result in a decrease in corruption or an improvement in standards of governance. Jakarta's failure to match the varying provincial demands will undermine the process nationwide, turning a high-minded reform into yet another crisis for the embattled president, Gus Dur. </div> <bR> <div> In Irian Jaya, for example, the West Papuans, led by the colourful Theys Eluay have called for outright independence. I doubt whether the recent decision by the troubled province of Aceh to institute syariah law will not bring about the long-awaited peace. Instead, the move will embolden forces elsewhere in the archipelago to promote sectarian interests over reconciliation. This could well lead Indonesia into chaos, thus permitting the forces of illiberalism an opportunity to step in. </div> <bR> <div> In this way, an impractical and hastily implemented reform agenda that ignores previous centres of authority can result in what is now termed in Indonesia as a return to neo-tribalism. Encouraged by the military, the different peoples of the republic have already (especially in the Moluccas) made a worrying return to an atavistic past, settling scores in the bloodiest of fashions. </div> <bR> <div> Liberalisation, whether it be political or economic, has deep and wide-ranging local implications. These have to be dealt with in a responsible and flexible manner if the overall experiment is to succeed. The mis-timing of a sequence of reforms can lead to a backlash and a rejection of the reform process. </div> <bR> <div> In Thailand, for example, Chuan Leekpai is paying the penalty of too slavish an acquiescence to the International Monetary Fund and the World Bank. Faced by a candidate who had no compunction in buying control of leading media groups, Mr Chuan was -- ironically -- hampered by his disdain for money politics and high ethical standards. It is clear then that the process of liberalisation has to be introduced with reference to a society's educational, cultural and ethical standards. Disregard these factors at your peril. </div> <bR> <div> If the Starbucks formula is to succeed in making South-east Asia a liberal redoubt, there has to be a balance of culturally-specific policies alongside the tried and tested formula: the one without the other is doomed to failure. </div> <div> _____________________________________________________________________________________________________________________________________</div> <DIV ALIGN="LEFT"></DIV> <div> <A HREF="id89.htm" TARGET="_top" TITLE="About Lemonrain"><U><U>About Lemonrain.com</U></U></A><FONT SIZE="1" COLOR="#000000" FACE="Verdana" > </FONT><A HREF="id20.htm" TARGET="_top" TITLE="Contact Us"><U><U>Contact Us</U></U></A><FONT SIZE="1" COLOR="#000000" FACE="Verdana" > </FONT><U>Lemonrain Japan</U></div> <div> <A HREF="id90.htm" TARGET="_top" TITLE="Advertise on Lemonrain"><U><U>Advertise on Lemonrain</U></U></A><FONT SIZE="1" COLOR="#000000" FACE="Verdana" > </FONT><A HREF="id91.htm" TARGET="_top" TITLE="Privacy Statement"><U><U>Privacy Statement</U></U></A><FONT SIZE="1" COLOR="#000000" FACE="Verdana" > </FONT><A HREF="id92.htm" TARGET="_top" TITLE="Copyright"><U><U>Copyright Info</U></U></A><FONT SIZE="1" COLOR="#000000" FACE="Verdana" > </FONT><A HREF="id93.htm" TARGET="_top" TITLE="Terms of use"><U><U>Terms of Use</U></U></A></div> <bR> <bR> <bR> </td> </tr></table></body>