Its about ideas. Many of us ask ourselves when we see a good idea, why it did
not occur to me before? I believe that great ideas are simple and beautiful
Creativity is everywhere and it lives in all of us, let the collective and
collaborative wisdom decide which are the best ones
The Global Community of ideas.
A space to share ideas
ideas4all.com the Democratization of ideas
Innovation as Management axis towards the top.
An executive career. Drivers
Doing things differently, the best you can.
Dr. Ana María Llopis
Madrid EWPN and Fundación Rafael del Pino, September 17th 2009

OPENING NOTE /IMAGE
EL PAÍS YESTERDAY SEP 16TH BACK PAGE

INDEX
1. MANAGEMENT AXIS AND INFLUENCERS
2. EDUCATION-FAMILY INFLUENCE. VALUE SETS AND LIMITS
3. DEALING WITH THE STRESS OF WANTING A CAREER AND A FAMILY. PLANNING WITH PARTNER
4. COPING WITH STEREOTYPES. CROSSING ORGANIZATIONAL BOUNDARIES
5. IDENTIFYING GAPS IN THE MARKET THAT NEED YOUR SKILLS. AMBITION IS HEALTHY DON’T
BELIEVE THE CONTRARY
6. BUILDING TEAMS IN DIVERSITY
7. INNOVATING MY PERSONAL KEY TO SUCCESS.
8. SPARRING GROUP
9. BUILDING TRUST REDUCES STRESS AND OPTING OUT. OUT OF CONTROL. THE WAY UP IS NOT
ALWAYS A ROSE GARDEN
10. BEING AT THE RIGHT TIME IN THE RIGHT PLACE. IS NOT JUST CHANCE
11. HAVE A MENTOR AND BE A MENTOR. RECOMMEND OTHERS FOR TOP POSITIONS
12. THINK ABOUT AND PLAN FOR THE FUTURE .THE SECOND CAREER. BOARD OF DIRECTORS
13. HOWARD AND NASH´S MODEL JUGGLING SUCCESS PROCESS. FAMILY JUGGLERS
14. IDEAS4ALL.COM
15. THE NEW NETWORKS. WE ALL NEED TO LEARN THIS LANGUAGE
16. CONCLUSIONS
17. RECOMMENDED BOOKS ON INNOVATIVE MANAGEMNET

1. MANAGEMENT AXIS AND INFLUENCERS
1. MANAGEMENT AXIS AND INFLUENCERS
Management has many influence axis to conform the way we Manage here are only some of them
A. Outside No Control-
• The Market , the Economy turn around, Countries position, Globalization Pace, Trends, family values.
What the new generations want from the Company and from you.
B. Outside Some Control-
• Our market, our customers, our branding our organization our Bosses our subordinates. Our mentors,
our sparring groups, networks we want to belong to, Board participation.
C. Inside Control-
• Our professional Evolution, behaviour and results. Ambition, innovative perspective changing the
sacred cows and myths, Entrepreneurship focus, Working as hard as we can, the best we can. Much
better to compare with yourselves than compare with others, corporate governance and values, Crisis
Management skills, Team Building, Network building. Keeping yourselves informed, reading and
reading as well as researching Management, markets trends, influencers
D. Inside No- Control-
• Genetic Code , Personality development, Language Skills, Specialization Skills., physical or mental
skills limitations.
WHEN IN CRISIS INNOVATION AND NEW IDEAS/MODELS BECOME EVEN MORE IMPORTANT

2. EDUCATION-FAMILY INFLUENCE
VALUE SETS AND LIMITS
2. EDUCATION-FAMILY INFLUENCE. VALUE SETS AND LIMITS
• Defining what we want in life and where are the limits?
• What is enough for us?
• EDUCATION-FAMILY INFLUENCE.
• Independence and freedom in FAMILY CULTURE
• Your value set.
• It is not the quantity of time you dedicate to your
family what counts it is the quality of that time
Father Medical Doctor Epidemiologist
• Switching Universities. Not always what seems the best Emigrated from Spain for political
is for you, most of the time the second best is where reasons. A Matter of Principles
success and happiness is
Mother Professor of Math and Physics
• Changing Science for Business and Marketing. Wanted to
see what you do for real, with real customers in the real
world
• Be yourself, be a woman if you are a woman , don’t
pretend you are a man, we are different, although we
should have the same rights to access every business and
career doors

3. DEALING WITH THE STRESS OF WANTING A
CAREER AND A FAMILY. PLANNING WITH PARTNER
3. DEALING WITH THE STRESS OF WANTING A CAREER AND A FAMILY. PLANNING WITH PARTNER
Dealing with and overcoming the stress of having a
senior level executive position and wanting a
family.
• CANCER- P&G. Fighting adversity.
• Pregnancy and the practitioner daily visit
• Our son and my other babies ARIEL & FAIRY
• GOOD NURSERY. when the real juggling starts
• Thank god there are aupairs and women
immigrants, legalize their situation and pay them
well, make them progress with you
• Our heteronymous time is a stress generator.
Everyone else decides on our time and agendas is
even worst for women
• LEARNING WHEN TO SAY NO IS ONE OF THE
MOST DIFFICULT PARTS.
• Taking control of your professional life is very
important

3. DEALING WITH THE STRESS OF WANTING A
CAREER AND A FAMILY. PLANNING WITH PARTNER
3. DEALING WITH THE STRESS OF WANTING A CAREER AND A FAMILY. PLANNING WITH PARTNER
• Planning your career space with partner/family.
• Things not always under control.
• What motivates you to move to a new job position or
company, switching.?
• PLAYTEX .vs. IBM OFFER. The 500 women factory
up for a shutdown
• Talk and talk, explain and explain, share and share
they will understand . Open up
• When your partner supports your goals. Compromise
and commitment
• YOUR PARTNER’S CAREER IS IMPORTANT
• Not only care. Show you care
• Sometimes it means taking turns
• Delaying your dream as he delays his for yours is
sometimes necessary
• Common friends critical
• LET HIM/HER UNDERSTAND WHAT YOU DO AND
THE IMPORTANCE FOR YOU AND SOCIETY

4. COPING WITH STEREOTYPES.
CROSSING ORGANIZATIONAL BOUNDARIES
4. COPING WITH STEREOTYPES. CROSSING ORGANIZATIONAL BOUNDARIES
• Coping with stereotyped attitudes and overcoming them.
• Salary differences, not known
• Being the only one in the group is lonely but the compensation
is opening routes for the next generation of women.
• Bras and girdles
• Horeca
• Sacred cows, creativity and BREAKING
ORGANIZATIONAL BOUNDARIES.
• Difficulties of entering a men's world. THE GYPSIES STORY
• The WASHING MACHINES ENDORSEMENT programs
• The OUTSIDER IN THE BANKING WORLD, ¿What does she
know?
• From Marketing to Quality, to Sales to Branch Management to
Banks organization and General Management
• Seeing your Competitors as friends and collaborators

5. IDENTIFYING GAPS IN THE MARKET THAT NEED
YOUR SKILLS. AMBITION IS HEALTHY
5. IDENTIFYING GAPS IN THE MARKET THAT NEED YOUR SKILLS. AMBITION IS HEALTHY DON’T
BELIEVE THE CONTRARY
• Identifying gaps in the market place that
need your skills.
• The right attitude to progress up the ladder,
share, be generous and volunteer
unsolicited work/thoughts someone will
notice.
• My personal motivation driver: the
learning curve
• Be ambitious. There is nothing wrong with
that, when you have defined the limits and
the personal and social ethical grounds
• BANESTO, SANTANDER, CNMV

5. IDENTIFYING GAPS IN THE MARKET THAT NEED
YOUR SKILLS. AMBITION IS HEALTHY
5. IDENTIFYING GAPS IN THE MARKET THAT NEED YOUR SKILLS. AMBITION IS HEALTHY DON’T
BELIEVE THE CONTRARY
In the Banking World
• Banesto ¿who is excelling in the USA?
• “Not invented here” learn and build from others
• Merchandising Branches revamp John Ryan Co.
• Excel in sales Cohen & Brown a complete revolution for
Spanish standards
• Build with future vision architecture based on Customer
centric and CR requirement .Today key strength of Santander
Parthenon
• New revolutionary account and Word of mouth copy
• Open a Bank break concept and copy within the Santander
Group. Best Quality of service in 6 months
• New Media deals based in new accounts and amount of
deposits vs. reach and frequency
• First bank to sell Funds from other Banks Multifondos open
• First Internet broker within 2 months with Merrill Lynch
• Leading online operations within one month

5. IDENTIFYING GAPS IN THE MARKET THAT NEED
YOUR SKILLS. AMBITION IS HEALTHY
5. IDENTIFYING GAPS IN THE MARKET THAT NEED YOUR SKILLS. AMBITION IS HEALTHY DON’T
BELIEVE THE CONTRARY
In the Banking World
Last two decade was full of changes exuberance proved there are no limits, bankers became retailers
and singers become bankers. And reputation was built and destroyed in time record.
BRANDS ARE IMPORTANT

6. BUILDING TEAMS IN DIVERSITY
6. BUILDING TEAMS IN DIVERSITY
• DIVERSE TEAMS NOT JUST WOMEN. AND NOT JUST ONE
COUNTRY
• RESPONSIBILITY, DELEGATION, OWNERSHIP, LEADERSHIP
PREGNANCIES, FLEXIBLE HOURS, CHILD CARE,
PROMOTIONS SALARIES ETC.
• IF IT IS A REAL TEAM AND THEY FEEL OWNERSHIP OF
SUCCESS THEY WILL FOLLOW YOU ON YOUR DIFFERENT
MOVES
• MY TEAM FOLLOWERS
ENRIQUE 5 MARIA 2
ANA 6 CLAUDIA 2
JOSE MIGUEL 3 ANA 2
JOSE LUIS 3 MAGDALENA 2
HERVÉ 3 CHEMA 2
OTHERS SUPPLIERS OF SERVICES
MARIA JOSE 6
MARTA 6
ISABEL 5
STANLEY 4
PEDRO 4
• WE ALL KNOW HOW TO WORK TOGETHER YOU SAVE THE
LEARNING CURVE PROCESS AND ARE MORE EFFECTIVE,
PRODUCTIVE AND EFFICIENT THAN OTHERS , EARLIER
• AND COLLEAGUES TOO, FRIENDSHIP FOR LIFE. 4GENERAL
DIRECTOR OF BANESTO AND OTHER TEAMS
ANA, ANGEL, CARLOS, ENRIQUE, JAVIER, MARIAJO, MARTA…

7. INNOVATING MY PERSONAL KEY TO SUCCESS.
7. INNOVATING MY PERSONAL KEY TO SUCCESS.
MANY WAYS AND ROUTES TO INNOVATE. THINK AHEAD OF
MARKET. INTUITIVE THINKING WITH MARKET RESEARCH
DATA
• VIRAL MARKETING BEFORE ITS TIME WORD OF MOUTH
CAMPAIGNS
• UNIQUE PRODUCT RESTAGE 90 GR. GIRDLE
• CUSTOMER CENTERED BANKS
• THE BEST BANKING ARCHITECTURE AND APPLICATION
TEAM . FIRST BANESTO, THEN SANTANDER AND NOW IN
ABBEY NATIONAL
• FIRST TELEPHONE STAND ALONE BANK
• FIRST INTERNET BANK IN SPAIN OPENBANK
• FIRST INTERNET BROKERAGE OPENVALUE
• FIRST INTERNET STANDALONE ALL PURPOSE STORE
• FIRST WOMAN IN 2 FOOTSIE 100 COMPANIES BOARD
• NEW WOMEN ONLY CAR INSURANCE SHEILAS WHEELS
• NEW UNIQUE IDEAS4ALL.COM IDEAS SHARING
SITEWHEELS UK

7. INNOVATING MY PERSONAL KEY TO SUCCESS.
7. INNOVATING MY PERSONAL KEY TO SUCCESS.
INNNOVATIVE MANAGERS
1. Don’t manage by authority or power, but with results and efficiency criteria , nor based
on Loyalty. They build teams, give more feedback whether positive or negative . They
are interested in new ideas in changing processes and strategy for better performance in
the market.
2. They Direct and reward by merits, are more objective in the hiring and promotion
processes . They rationalize in terms of facts and figures as well as intuition. Want to
work and build most admired innovative companies
3. Use their common sense and analytical and research skills more frequently
4. Are more multifunctional . Feel freer at the times for change or switching companies
5. Cross inter-organizational barriers vertically and horizontally up and down left and right
6. They don’t believe they are indispensable , they make sure a successor is trained and
always ready. If their ideas are nor promoted they become entrepreneurs at their own
risks. They support strongly projects they believe in
7. Other interest besides succeeding in business , more emotional intelligence
8. Create more diverse networks although more intellectual and professional than golf,
hunting , drinking together etc.
9. Money not key motivational driver, ideas , new models , changing the world is their
motivation. Up –to date with trends, technology and science in general terms.

8. SPARRING GROUP
8. SPARRING GROUP
• My WOMEN sparring group is diverse in fields
markets and profiles
• 25 years together meeting at least every-
other month 5 of us
• Well informed all the time of what is happening
in business in the Country Europe and
elsewhere
• Since Nobel Prize Gary Becker said this words
things have evolved slowly
“its enough to have more competition among our
companies, in order for those that discriminate
by sex to see their accounts and results below
those that choose the best people
independently of sex or other characteristics “
You can also have mixed sparring groups but
sometimes it is difficult

9. BUILDING TRUST REDUCES STRESS AND OPTING OUT.
THE WAY UP IS NOT ALWAYS A ROSE GARDEN
9. BUILDING TRUST REDUCES STRESS AND OPTING OUT. THE WAY UP IS NOT ALWAYS A ROSE
GARDEN
• Work for products and services you trust
otherwise a source of stress and anxiety
• TRUST, know who trusts you and
whom to trust.
• Building trust reduces stress and opting
out.
• Be authentic
• THERE SHOULD BE NO LIMITS OTHER
THAN YOURS.
• Help Orchestrate Impartiality in your
companies.
• Sometimes is out of your control you
don’t like what you see and feel, is time to
move to the next project

9. BUILDING TRUST REDUCES STRESS AND OPTING OUT.
THE WAY UP IS NOT ALWAYS A ROSE GARDEN
9. BUILDING TRUST REDUCES STRESS AND OPTING OUT. THE WAY UP IS NOT ALWAYS A
ROSE GARDEN
Time-to-Quit/Time-to-Stay Estimator- when thinking of opting out
SATISFACTION PREDICTIONS of next round INTENT for next round/kind of results?
High Low More to gain More to lose Want Want
more same other things A?,B?.C?
1 x x x A A STAY
2 x x x A B CHANGE TO MORE OF THE SAME
3 x x x B C CHANGE FOR DIFFERENT
4 x x x B
5 x x x C
6 x x x C
7 x x x C
8 x x x C
This matrix doesn't tell you the answer, but it will give you a roughly correct estimate of which option is likely
the best for you if your initial assessments in the dimensions of satisfaction, prediction, and intent were
also roughly correct. You need to check your emotions as well as your analysis
“Hold or fold” Stevenson and Shapiro

9. BUILDING TRUST REDUCES STRESS AND OPTING OUT.
THE WAY UP IS NOT ALWAYS A ROSE GARDEN
9. BUILDING TRUST REDUCES STRESS AND OPTING OUT. THE WAY UP IS NOT ALWAYS A ROSE GARDEN
EXECUTIVE BUSINESS CAREER HUSNBAND TRANSFER GERMANY FATHER ALZHEIMER DEATH
D IFFICULT MERGE PROCESS
UNIVERSITY TRANSFER MOTHER
MGRFACTORY CLOSURES AND OPENING
USA ALONE CEO SECOND CAREER
PRODUCT MANAGER
CANCER MARKETING SALES AND DISTRIBUTION MGR
SON DEPUTY GENERAL MANAGER NON EXECUTIVE INDEPENDENT DIRECTOR
COMERCIAL DIRECTOR
MARRIAGE
ENTRPRENEUR
Ideas4all.com
1977 1978 1984 1987 1991 1993 1998 2000 2003 2005 2006 2007 2009
P&G PLAYTEX BANESTO SCHWEPPES OPEN BANK R&B SANTANDER BAT FOUNDATION ideas4all ABN AMRO
CENTRAL HISPANO COMPANY SERVICE POINT
Master PHD P&G PLAYTEX BANESTO SCHWEPPES Open Bank R&B BAT Art ABN AMRO
2 women Only one 2nd Woman 2 Women at 1ST woman Gal 2 WOMEN in CEO 1st on the Only one Foundation Supervisory
in Spain management Mgr Marketing management 50% women 1st board on Board Only one Board
1st Sales & Quality /Branches 1st Sales land bank with 2 W woman on
Maktg Spain distribution Directors Board 2 women

10. BEING AT THE RIGHT TIME IN THE RIGHT PLACE.
IS NOT JUST CHANCE
10. BEING AT THE RIGHT TIME IN THE RIGHT PLACE. IS NOT JUST CHANCE
• The importance of networks, networks
always increase your visibility.
• “Chance only favours the
prepared mind”. Pascal.
• After all is about people and connecting with
them
• Nobody is a prophet in its own land. Try
other geographic areas and then come back.
Take advantage of opportunities closed in
your countries
• BOARD OF DIRECTORS, ADVISORY
BOARDS.
• Reckitt, Esure, CNMV, BAT, Watson Wyatt
ABN AMRO, SERVICE POINT

11. HAVE AND BE MENTOR.
RECOMMEND OTHERS FOR TOP POSITIONS
11. HAVE A MENTOR AND BE A MENTOR. RECOMMEND OTHERS FOR TOP POSITIONS
• MENTORS in your career, find some,
THEY ARE critical. Career mentors
VICENTE ORDIÑANA
• Project mentors EMILIO BOTIN
• they must have BUSINESS COMMON
SENSE. Women and men.
• Be a Mentor someone needs you.
• EDUCATE Head-hunters modify their
traditional role.
• Be helpful to them.
• Build international networks
• Help orchestrate impartiality and
equality in your organizations .
Recommend other female professionals
always for top positions when asked at
least one among few. Men always do
• HELP ORCHESTRATE IMPARCIALITY

12. THINK ABOUT AND PLAN FOR THE FUTURE .
THE SECOND CAREER. BOARD OF DIRECTORS
12. THINK ABOUT AND PLAN FOR THE FUTURE .THE SECOND CAREER. BOARD OF DIRECTORS
Retirement and the second career. Thinking for the future.
Be multifunctional, multitask and multidimensional
there is nothing wrong in so being.
EXTRACURRICULAR ACTIVITIES help the family-career
balance and filling the future.
Mine are Art and drawing, watercolor and printing and
most important traveling and spending time with
friends
A place to hide away now and then FRIENDS AND HUMOUR
Start planning your own retirement.
Community, Social/volunteer work, Conferences, be media
visible , NGO platforms are good learning experiences
for listed Board Directorship positions when the time
comes.

13. HOWARD AND NASH’S MODEL JUGGLING
SUCCESS PROCESS. FAMILY JUGGLERS
13. HOWARD AND NASH’S MODEL JUGGLING SUCCESS PROCESS. FAMILY JUGGLERS
1. Happiness, feelings of pleasure or contentment about your life
2. Significance, accomplishments that compare favorably against similar goals others
have strived for
3. Achievement, the sense that you've made a positive impact on people you care about
4. Legacy a way to establish your values or accomplishments so as to help others find
future success
Their conclusion is that 'it is not about balance' and it is not about maximization. It is about a
juggling process that starts young and continues throughout one's life. The core
drivers for most of us create warnings when life becomes too focused on a single
domain of success. On the other hand, we all wince when we see others with whom we
identify getting something we could have had .
People who achieve lasting success, the authors learned, tend to rely on a kaleidoscope
strategy to structure their aspirations and activities. You have to learn how to
build your own kaleidoscope
These are the four dimensions of success one needs to consider, according to professor
Howard Stevenson, co-author (with Laura Nash) of Just Enough
"Success has always been an American preoccupation, but the definition of success takes on
a new urgency today, when every conventional measure of success seems to have a
faster burn rate than ever before," say Laura Nash and Howard Stevenson.

14. ideas4all.com
14. ideas4all.com within the new networks trends
•The Global crowd Collaborative phenomena of ideas
•Open source and free software, Lynux
•Sharing PC space for great world projects Human Genome, DNA; High Energy Physics,
Malaria solution progress, NGOs
•Users make the contents the DYS generation for the web and mobile , anywhere everywhere
•The blogs and New Journalism and Media
•The other Reality the virtual reality. Second life others
•The Social Network Phenomena being closer, myspace, facebook, twenti, orkut, twitter
•The professional networks LinkedIn, ecademy other
•Those who navigate to participate, vote, comment , share, evaluate, and those who come only
to observe and look
WITNESSING THE BIRTH OF A NEW GENERATION THE NETGEN WHERE NEW TALENT
IN DIFFERENT FORMAT AND USAGE IS CONFIGURING IS EXCITING . THE XXI CENTURY
WHERE IDEAS AND OPEN INNOVATION WILL BE MORE DEMOCRATIZED AND
TANGIBLE

14. ideas4all.com
14. ideas4all.com
ideas4all (www.ideas4all.com) is a vertical social network which offers a new way of
sharing ideas and innovation.
A unique and global space to encourage innovation, as well as the exchange and transference of
knowledge between anyone and for anyone. ideas4all is a community for people with simple or
sophisticated ideas they want to share. Users can find solutions to problems, or surf through
other people's ideas and find the inspiration they were looking for. A place where companies and
institutions can access original ideas from people to whom they would normally have no access.
ideas4all hopes to avoid ideas are wasted for lack of a space where they can be shared, while
democratizing the estimation of these ideas.
Market research carried out in June 2008 by TNS Sofres (1,200 individuals) showed there was a
market opportunity: 85% of internet users claimed to have ideas that were wasted because they
had no place where they could share or channel them. After visiting ideas4all, 85% confirmed they
intended to use the website, and 75% indicated they would submit ideas.
Since its launch on July 15th 2008, ideas4all has grown very quickly, proving the need for
such a website truly existed: over 28,000 ideas submitted; over 3 million visits, over 6.8
million pages viewed; registered users from 140 different countries, and over 3,200 cities. The
launch was a great success in Spain, Latin-america and India, which have contributed the most
ideas until now. 75% of users submitting ideas use the Creative Commons license, through which
they waive all rights related to their idea, except for its authorship, proving that sharing is a far
greater motivation than making money.

15. THE NEW NETWORKS. WE ALL NEED TO LEARN
THIS LANGUAGE
New trends of Product /Services
Valuation, Creativity and Collaborative Participation
People and consumers do not want that others value and design their
favorite products. They want to do that themselves because they
are the users and know better, they publish satisfaction or not reviews
in blogs , produce videos in YouTube, talk on twitter, and their votes
and polls are all over the place
Likely they don’t accept distribution channels imposed to them they
want to have alternatives to chose including digital online
A clear example is music industry and how it has experienced a
metamorphosis into a different industry at a very high speed MySpace,
Pandora, Spotyfy, Uplaya. MySpace micro financing of songs by
popular votes
The success of the disintermediation of comparative pricing sites .
An example of UK and car insurance industry With Gocompare y
Moneysupermarket etc
Paulo Coelho decided to put its own book for free on the web
without his Publishers agreement. Now publisher is happy and dropped
legal claim because sales went significantly up, they liked the book
and wanted to have physically as well. Now new books have free
Chapters samples
DYS generation Do it yourself

15. THE NEW NETWORKS. WE ALL NEED TO LEARN
THIS LANGUAGE
New trends On-line Webs online extranets, or intranets strategies, design
definition, sales/services are fundamental for Brands and Companies
Experience in Internet business is like a golden badge

15. THE NEW NETWORKS. WE ALL NEED TO LEARN
THIS LANGUAGE
New trends of Social Networks you need this not only Personally but
professionally. Your Internet experience a ++ in your CV
My Internet Experience as user
They are all very enriching and Experiences most of which have
thought me many new and valuable things. Some of which like
search engines most of us could not live without professionally
USER OF
• Google, igoogle, google alerts, gmail
• News online. FT, Economist, El País, etc.
• Amazon, EBay
• Flickr, You Tube
• Delicious, Digg
• Facebook, Linkedin, twitter
• edreams, clickair, vueling, easyjet
• Skype
• Open bank Santander, Banesto, Bankinter, La Caixa
Time saved with all this networks is priceless

16. CONCLUSIONS
16. CONCLUSIONS
• Defining your limits for each management dimension helps
• Always do the best you can. Compare with yourself not with others
• Consider managing with your own values be authentic. Surface your best skills
• It is not the quantity of time you dedicate to your family what counts, is the quality. We are all
multifunctional jugglers specially in the new environment
• Find what is just enough for you to be happy and successful. Success it is about a personal journey
in collaboration with others
• Diversity in team building and innovation are very important catalysts for success
• Objectives step by step, is about winning them, rather not frustrated for failing to climb the
Everest. Remember is a juggling process and we are time jugglers almost ubiquous
• Be informed, keep track of trends and new technologies . A must for future Success
• Stick to your set of values and your limits. Say no when necessary.
• Make yourself visible, with the right balance. Pr yourself as a brand
• Learn several languages, including those of Internet and Social networks they are critical in the
Global World
• Be generous. Give unsolicited collaboration- time- work. You will always harvest
• Create networks. Be part of other’s network. Include not exclude Everything is complementary
• Plan for the future continuously. We will live longer. Dream your second career and prepare for it
• Make a healthy working space for all. Orchestrate impartiality. Change the world and make it better
REMEMBER WHAT PASCAL SAID “chance only favours the prepared mind”

17. RECOMMENDED BOOKS FOR
NEW INNOVATIVE MANAGEMENT
1. Wikinomics. Don Tapscott y Anthony Williams. How mass collaboration changes Everything
2. The wisdom of crowds. James Surowiecki. Masters ample proof that the collective intelligence
payoff is greater than many of us imagine. Business week
3. The Tipping Point. Malcom Gladwell
4. Freakonomics. Steven Levitt & StephenJ , Dubner. A rogue Economist explores the hidden side
of everything
5. The Ocean Blue strategy- W Chan Kim & Renée Mauborgne. How to create unique non disputed
spaces where the competition is irrelevant
6. Purple Cow. Seth Godin. Transform your business by being Remarkable
7. Ubiquity. Mark Buchanan. Why the world is simpler than we think?
8. Unleashing the idea virus. Seth Godin. How to turn your ideas into Marketing epidemics
9. Smart Mobs. Howard Rheingold. The Next Social Revolution
10. The Anatomy of Buzz. Emanuel Rosen. How to create Word of Mouth Marketing
11. The Rise of the Creative Class. Richard Florida. How to transform work, leisure, community &
everyday life
12. The Creative Economy. John Hawkins. How People make money from ideas
13. Reality Check. Guy Kawasaki. The irreverent guide to Outsmarting, Out managing and Out
marketing your Competition
14. The Numerati. Stephen Baker. A must read for anyone who wants to understand Business in the
Google age.
15. The future of ideas. Lawrence Lessig. The fate of the commons in a connected world
16. Open Innovation. Henry Chesbrough. The New Imperative for Creating and Profiting from
Technology (HBS Press, 2003)
17. The Black Swan. Nassim Nicholas Taleb. The impact of the Highly Improbable
18. Linked . Albert László Barabási .How Everything is connected to everything else and what it
means for business, science and everyday life
19. The Element . Ken Robinson . How finding your passion changes everything

SHORT CV
DOCTOR ANA MARÍA LLOPIS RIVAS
Physics Major and Mathematics Minor. Summa Cum Laude. University of Maryland College Park
PHD Doctor Cum Laude Material Sciences Engineering . University of California Berkeley 1977
30 years experience in Consumer Goods products, Banking and Technology Management
CURRENTLY
Executive Chairman and CEO Global ideas4all. SL Since September 2007
Independent Nonexecutive Director ABN AMRO since April 2007
Independent Nonexecutive Director BAT (British American Tobacco) since 2003. Footsie 7.
Ex- no exec Independent Director Reckitt-Benckiser 1998 -2005. Footsie 15.
Founder and CEO Open Bank. (First Internet Bank and First Internet Broker )
Group Santander 1993-2000.
Working Group for the New Code of Governance for listed Companies Spain 2005-6
Advisory Board E Administration to the Minister of MAP. Since 2006.
Vice Chairman José Félix Llopis Latin-American Art Foundation since 2003

The Global
Community of ideas
Ana María Llopis (anamaria@ideas4all.com)
Thank you for your attention