Appendix for the Consultancy Report
July 2010

“What Companies Want”
Graduate education needs in a global labour market

B...
TABLE OF CONTENTS

Appendix 1: Strategic vision from director International MBA

____3

Appendix 2: Characteristics interv...
Appendix 1: Strategic vision from director International MBA
Impacts and implications of demography
A greater number of ol...
Appendix 2: Characteristics interviewees qualitative interviews

Date: 06-05-2010
Name: Fabio Scognamiglio (male)
(and Mon...
Date: 27-05-2010
Name: Roberto Magnanelli
Company: EDF Energies nouvelles
Position: Project & finance manager
Company indu...
Date: 15-06-2010
Name: Fabio Menis
Company: IBM
Position: Marketing Consultant
Company industry: Management consulting
Alu...
Appendix 3: Interview guides (category 1 and 2)
Category 1

CREATING A NEW MBA PROGRAM FOR LUISS BUSINESS SCHOOL
May-June ...
External impacts on companies
1. Could you name the most important external factor, out of the company´s control, that had...
12. When a lot of employees in the company retire, what competencies are needed for managers in
order to prevent critical ...
Category 2

CREATING A NEW MBA PROGRAM FOR LUISS BUSINESS SCHOOL
May-June 2010
INTERVIEW GUIDE
Presentation of the project...
A preliminary remark about our use of the word « competencies »: in our project we consider
competencies as an individual'...
11. Very different generations are now coexisting in the company. This may generate conflicts and
misunderstandings. Accor...
Appendix 4: Interview summaries
Interview summary
Category (E)
Fabio SCOGNAMIGLIO
May 6th, 2010
Corporate and Regulatory A...
As M. SCOGNAMILIO states, “it is a daily improvement”.

Part B Recommendations for the MBA
When we ask about him about the...
Interview summary
Category (E)
Cesare AVENIA
May 6th, 2010
CEO at Ericsson Telecomunicazioni
Telecommunication industry
No...
Interview summary
Category (1)
Massimiliano FERRANTE
May 19th 2010
Customer Finance Manager
At Unilever Italia
Not an alum...
Part C Recommendations for the MBA
The competencies that need to be created in an MBA are: an external orientation, social...
Interview summary
Category (1)
Luca OLIVARI
Prinicipal
At AT KEARNEY
Management consulting Industry
Alumni: MBA University...
5. Governmental intervention
Need ability to adapt to the governmental way of thinking. Need to understand the way the
gov...
13. Different generations: impact diversity
Treat different clusters of age in different ways. People of different age: ad...
Part D Additional questions (that do not belong anywhere else)
In the MBA, too limited interaction with companies. You sho...
Interview summary
Category (1)
Vito VARVARO
May 17th, 2010
Director of Operations and Development
at Gruppo Della Valle
Lu...
4. Blamed managers
We now tackle the issue of managers blamed for bearing the responsibility of the financial crisis. In
M...
When it comes to managing multicultural teams, M. VARVARO emphasizes the ability to listen, to
understand the communicatio...
16. Reputation
In M. VARVARO’s view, ensuring reputation is related to communication skills: “image and reputation
comes f...
MBA has to be very pragmatic. In his view, MBA programs should propose “broad specialization by
sector”. He thinks that ea...
Interview summary
Category (1)
Alessandro BELLI
May 18th 2010
Head of Acquisition Tourism
At Pirelli Real Estate SpA
Real ...
5. Governmental intervention
Need to be patient. Understand bureaucracy, long and risky timing. You have to push them (but...
Corporate Social Responsibility
14. Pressure from stakeholders
Need to be professional, open/”clean” and transparent. Give...
International exchange.

Part C Recommendations for the MBA
20. Competencies developed in MBA
Business development, busine...
Interview summary
Category (2)
Alberto COLZI
June 21st 2010
General Manager
Abott Italy
Pharmaceutical Industry
MBA at Dur...
Globalization
6. Fit to intercultural environment
Cultural flexibility. Understand most important features of each market....
15. Gender diversity
16. Other forms of diversity

Part C Recommendations for the MBA
17. Three main competencies ideally
...
Interview summary
Category (2)
Alessandro LORICA
June 3rd 2010
Chief Operations Officier
At Glamoo
Internet Services Indus...
7. Flatter organizational structure
Process-based management. Crossing all functions in the company, interacting with all ...
Part C Recommendations for the MBA
17. Three main competencies ideally
Manage complex relationships
Learn how to apply lat...
Interview summary
Category (2)
Alessandro PANSA
June 1st, 2010
CFO
Finmeccanica Group
Alumni: New York University

Part A ...
Globalization
6. Fit to intercultural environment
Languages. Travelling. Spend time in other countries. Open to new cultur...
15. Gender diversity
Tolerance. Not really an issue.
16. Other forms of diversity
Understand different models and the idea...
Interview summary
Category (2)
Claudio BRACCI
June 23rd 2010
Business Manager
At Devoteam auSystem
Information Systems Ind...
5. Low-cost competition
The interviewee does not agree with this statement. Life in Europe and its economics are different...
Corporate Social Responsibility
12. Pressure from stakeholders, expected attitudes
In all technical topics taught in the M...
22. MBA today, what topics
Finance, people management, marketing, organization, accounting. Multicultural approach.
Testim...
Interview summary
Category (2)
Daniele CONDURSO
June 17th, 2010
Marketing manager
Agile Servizi SRL
ICT Industry
LBS alumn...
7. Flatter organizational structure
Managers should be a model and give the example. Be careful in the use of words, not g...
Alumni
20. Best you gained
The studying of law ´civil codes`(because the interviewee did not have experience on this level...
Interview summary
Category (2)
Daniele Zatta
June 16th 2010
Senior director
Simon- Kucher & partners
Strategy & marketing ...
be intelligent about the value segments the company is targeting to. The pricing topic is often
neglected , therefore a cl...
15. Gender diversity
Many companies are giving importance to this, because the ¨big mass¨ (customers) place a value on
thi...
Interview summary
Category (2)
Vito DI GIOIA and Joanna DINOLFO
June 14th 2010
Marketing and Business Development (V. DI G...
Globalization
6. Fit to intercultural environment
7. Flatter organizational structure
Attitude to work with other people, ...
14. Green Economy
Study the different business models with different perspectives under the perspective of green
economy. ...
Interview summary
Category (2)
Fabio MENIS
June 15th, 2010
Marketing consultant at IBM Business Consulting Services
Manage...
Globalization
6. Fit to intercultural environment
Listening, try to understand others. Understand why someone goes in a ce...
15. Gender diversity
Be capable of managing the different issues that different categories have (ex: pregnant woman).
Each...
Interview summary
Category (2)
Fabiola CIARALLI
June 21st 2010
Head of BU Power Trading & Portfolio Management
at AceaElec...
Appendix consultancy report. what companies want
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Appendix consultancy report. what companies want

  1. 1. Appendix for the Consultancy Report July 2010 “What Companies Want” Graduate education needs in a global labour market BIANCHI Paolo ANDERSEN Solveig GAGLIARDI Marcello GUERIN Julia VLEUGELS Jenneth
  2. 2. TABLE OF CONTENTS Appendix 1: Strategic vision from director International MBA ____3 Appendix 2: Characteristics interviewees qualitative interviews ____4 Appendix 3: Interview guides (category 1 and 2) ____7 Appendix 4: Interview summaries ___12 Appendix 5: List of competencies mentioned by managers (from analysis qualitative research) __108 Appendix 6: List of managerial competencies created by innovation department EM Lyon __110 Appendix 7: Content web-survey __116 Appendix 8: Results from web-survey __119 Appendix 9: Main managerial competencies (qualitative and quantitative research) __123 Appendix 10: Direct recommendations from managers __124 Appendix 11: Brainstorming rules __126 Appendix 12: Result brainstorming session __127 Appendix 13: Selecting the recommendations (linking direct recommendations from managers and brainstorming results to competencies) __131 APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 2
  3. 3. Appendix 1: Strategic vision from director International MBA Impacts and implications of demography A greater number of older, more experienced students require relevant professional education to emphasize project and team-based contents and experiential learning. Curricula should become more flexible and degree programmes need to become shorter and be more effective in a fastchanging environment. Impacts and implications of technology Information and communication technologies pervade corporations and the communities of executives, managers, professionals, and consumers. Social networks and the emerging role of online communities have challenged the way companies successfully deliver value to the customer. Innovating the value proposition and the business model consequently constitutes one of the most recurrent quests to be dealt by executives. Impacts and implications of globalization The growth of cultural diversity in society and in business, as well as the widespread diffusion of multinational organizations and their operational models, require a superior appraisal of the critical role of cross-cultural content in teaching. Indeed, the requirements to form cross-cultural teams are managing global accounts, shaping operational models in a "think global – act local" mode, and creating global strategic alliances and partnerships. Impacts and implications of entrepreneurial thinking A new focus on linkages between technology and management must enhance the capability to produce entrepreneurial strategies and innovative business models even in large and established firms. The teaching of entrepreneurial and emerging business skills also requires to transfer knowhow and techniques proper of small and entrepreneurial companies to complex, global, and well structured corporations. Ethics and corporate social responsibility The fast pace of the economy, undertaken by some new players from developing countries requires new sustainable trajectories for growth. Energy consumptions and environmental issues must play a crucial role in the strategic thinking of a corporation, since they might soon become a long-lasting and hard to overcome obstacle for growth. Furthermore, accountability, transparency and equity must be taken as a cultural mindset and valuable behavioural habit. Ethics and social responsibility tend to become a core value embedded in the business and operational model. All of these issues are the main challenges for the development of a new class of executives and managers. Facing these challenges is at the core of the iMBA that wishes to provide an international and outstanding, educational experience enabling students to become global leaders of their future careers. Paolo Boccardelli, iMBA Director Source: http://www.mba.luiss.it/iMBA/ APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 3
  4. 4. Appendix 2: Characteristics interviewees qualitative interviews Date: 06-05-2010 Name: Fabio Scognamiglio (male) (and Monica Stralek (female)) Company: British American Tobacco Position: Corporate and regulatory affairs Company industry: Tobacco Alumni: No Interview category: E Date: 06-05-2010 Name: Cesare Avenia (male) Company: Ericsson Position: CEO Company industry: Telecommunication Alumni: No Interview category: E Date: 17-05-2010 Name: Vito Varvaro (male) Company: Della Valle Group Position: Director of Operations and development Company industry: Luxury Alumni: No Interview category: 1 Date: 17-05-2010 Name: Luca Olivari (male) Company: AT Kearney Position: Principal Company industry: Consultancy Alumni: MBA Michigan university Interview category: 1 Date: 18-05-2010 Name: Alessandro Belli (male) Company: Pirelli Real Estate SpA Position: Head of acquisition Tourism Company industry: Real estate Alumni: MBA LBS Interview category: 1 Date: 19-05-2010 Name: Massimiliano Ferrante (male) Company: Unilever IT Position: Customer Finance manager Company industry: food and beverage Alumni: No Interview category: 1 Date: 24-05-2010 Name: Gianpaolo DiDio (male) Company: TL com Position: Senior advisor Company industry: venture capital and private equity industry Alumni: MBA LBS Interview category: 2 Date: 27-05-2010 Name: Marella Lanari (female) Company: Travelport Position: HR director (Southern Europe and Brazil) Company industry: Travel Alumni: Executive MBA LBS Interview category: 2 APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 4
  5. 5. Date: 27-05-2010 Name: Roberto Magnanelli Company: EDF Energies nouvelles Position: Project & finance manager Company industry: energy Alumni: MBA LBS Interview category: 2 Date: 28-05-2010 Name: Martin Brannigan Company: SKY Italy Position: Head op broadcast operations Company industry: Television Alumni: MBA LBS Interview category: 2 Date: 28-05-2010 Name: Vincenzo Montori Company: International Power Position: head of marketing and regulation Company industry: Oil & energy Alumni: MBA LBS Interview category:2 Date: 01-06-2010 Name: Alessandro Pansa Company: Finmeccanica Group Position: CFO Company industry: technology Alumni: MBA NY university Interview category:2 Date: 03-06-2010 Name: Alessandro Lorica Company: Glamoo Position: Chief operations officer Company industry: Internet services Alumni: MBA LBS Interview category: 2 Date: 03-06-2010 Name: Mauro Battochi Company: Enel Position: Head of international institutional affairs Company industry: Energy Alumni: No Interview category:2 Date: 03-06-2010 Name: Vito di Goia (male) and Joanna Dinolfo (female) Company: Federazione Italiana Giucco Calcio Position: Marketing & business development/ Project manager EURO 2016 Company industry: sports Alumni: MBA LBS Interview category:2 Date: 11-06-2010 Name: Robert Lucarini (male) Company: Engineering SpA Position: Technical Project manager Company industry: ICT Alumni: Executive MBA LBS Interview category: 2 Date: 15-06-2010 Name: Fillipo Ghirelli Company: Genera Group/ Ghirelle Group holding SA Position: CEO/ Managing director Company industry: Construction/Finance Alumni: Executive MBA LBS Interview Category: 2 Date: 15-06-2010 Name: Danilo Zatta Company: Simon Kucher & partners Position: Senior Director Company industry: Strategy & marketing Consulting Alumni: other MBA Interview category: 2 APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 5
  6. 6. Date: 15-06-2010 Name: Fabio Menis Company: IBM Position: Marketing Consultant Company industry: Management consulting Alumni: MBA LBS Interview category: 2 Date: 17-06-2010 Name: Daniele Condurso Company: Agile Servizi SRL Position: Marketing manager Company industry: ICT Alumni: MBA LBS Interview category: 2 Date: 21-06-2010 Name: Matteo Tomjoalovich Company: SpA Birra Peroni Position: Sales & distribution business area manager Company industry: Food & Beverage Alumni: No Date: 21-06-2010 Name: Fabiola Ciaralli (female) Company: Acea Electrabel Trading SpA Position:Head of BU power trading & portfolio management Company industry: oil & energy Alumni: Executive MBA Interview category: 2 Date: 21-06-2010 Name: Alberto Cozzi Company: Abbot Italy Position: CEO Company industry: Pharmaceutical Alumni: MBA Durham Interview category: 2 Date: 22-06-2010 Name: Michele Tarditi Company: Deloitte Position: Manager strategy & operational excellence Company industry: Consultancy Alumni: MBA other Interview category: 2 Date: 23-06-2010 Name: Alfredo Imparato Company: Kombel Position: entrepreneur Company industry: Electric & electronic Systems Alumni: MBA LBS Interview category: 2 Date: 23-06-2010 Name: Claudio Bracie Company: Devoteam auSystem Position: Business Manager Company industry: Information systems Alumni: Executive MBA Interview category: 2 Date: 24-06-2010 Name: Luca benza Company: Gallazzi SpA Position: Production manager Company industry: plastics Alumni: MBA LBS Interview category: 2 Date: 25-06-2010 Name: Michele Pugliese Company: API Position: Head of finance and investor relations Company industry: Alumni: executive MBA LBS Interview category: 2 APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 6
  7. 7. Appendix 3: Interview guides (category 1 and 2) Category 1 CREATING A NEW MBA PROGRAM FOR LUISS BUSINESS SCHOOL May-June 2010 INTERVIEW GUIDE Presentation of the project Considering the impact of the crisis and the changing global environment on companies, several Business Schools are re-thinking their MBA programs by making the effort to take into account the new competences required for the next generation of managers. In order to understand what these new required competencies are, LUISS Business School appointed a multicultural team of 5 Master students. Our objective is to gather knowledge on the topic using both academic research and managers’ insights. Objectives of the interview The objective of our interview with you is to understand what YOU consider as the new role of managers in the future and therefore what competences will be required to fulfil it. We would also be interested in identifying which, in your opinion, are the competences MBA students should develop during an MBA program. We will ensure that the collected information will be handled confidentially. Next step: the quantitative research The interview is the qualitative step of our research. We have planned to do a quantitative analysis as a second step. If you agree, we will send you an e-mail where you will be able to answer to an online questionnaire (5-10 minutes). Who are the team members? Solveig ANDERSEN, from Denmark, completing a Human Resource Management Master at Copenhagen Business School Paolo BIANCHI, from Italy, completing the LUISS Business School MBA program Marcelo GAGLIARDI, from Italy, completing the LUISS Business School MBA program Julia GUERIN, from France, completing a Master in Science of Management at EM Lyon Business School Jenneth VLEUGELS, from The Netherlands, completing a Strategic Human Resource Management Master at Radboud University (Nijmegen) Thank you very much for your time and availability! APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 7
  8. 8. External impacts on companies 1. Could you name the most important external factor, out of the company´s control, that had a major impact on the organization, within the last three years? Economics 2. China and India may account for 50% of global GDP by 2050, and forecasts (Goldman Sachs) claim that China will overtake Europe by 2023. World economic dominance will be shared between the G-6 and the BRICs countries. Which competencies must present and future managers have in order to deal with this dominance? 3. In the years to come, growth rates will slow down in the G-6 countries, and consumers’ demand will be weak. This will cause a low-cost competition world-wide. What does this low-cost competition imply for managerial competencies? 4. The crisis of the “real” economy started from a Financial Crisis. The behaviour of top managers has been blamed worldwide. Considering this point of view, which characteristics should the next generation of managers have? 5. Governmental intervention has been essential to come out of the crisis. The role of the public sector will be prominent in the future. What competencies do next generation of managers have to develop in order to cope with this? Globalisation 6. As companies are becoming more and more global, managers are working in an intercultural environment. What competencies do they need to develop in order to adapt to this new intercultural environment? 7. How do you imagine the characteristics of the global leader, now and in five years? 8. Companies’ organizational structures are losing span on the vertical dimension (hierarchy) and getting flatter (horizontal teamwork is increasing): how does this impact managerial competencies? 9. What managerial competencies are needed for managing multicultural teams? 10. Information and Communication Technologies are reshaping the job design and working conditions, what are the impacts on competencies required from managers? Demography 11. The population and therefore employees are aging; in your company, what kind of solutions do you see for this challenge? APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 8
  9. 9. 12. When a lot of employees in the company retire, what competencies are needed for managers in order to prevent critical knowledge from being lost? 13. Very different generations are now coexisting in the company. This may generate conflicts and misunderstandings. How does this diversity have an impact on managerial competences? Corporate Social Responsibility 14. Companies are experiencing increasing pressure from stakeholders to invest in CSR. What impact does this pressure have on managerial competencies needed? 15. What managerial competencies are needed in order to understand stakeholders requirements? 16. What managerial competencies are ensuring a good reputation for the company? 17. Former Prime Minister of the UK, Gordon Brown, claimed: ¨we will join a Green New Deal¨. President Obama promised to pump $150 billion into green technology over the next decade. Which competencies do managers need to develop to work in a world, where the so-called “green economy” will become extremely important? 18. It is becoming an issue for companies to encourage gender diversity. How does this gender issue have an impact on the managerial role and their expected competencies? 19. Do you see additional challenges for managers’ competencies regarding other forms of diversity? RESHAPING THE MBA 20. What competencies do you expect to be developed during an MBA program, ideally? 21. In your opinion, what are the main managerial competencies, needed in five years, and please tell us how to develop them? 22. Do you see any other competences that could be important? ADDITIONNAL QUESTIONS FOR ALUMNI 23. In your opinion, what MBA subjects were most useful for your professional career? 24. If you would attend the MBA again today, what subjects should be included, in your opinion? APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 9
  10. 10. Category 2 CREATING A NEW MBA PROGRAM FOR LUISS BUSINESS SCHOOL May-June 2010 INTERVIEW GUIDE Presentation of the project Considering the impact of the crisis and the changing global environment on companies, several Business Schools are re-thinking their MBA programs by making the effort to take into account the new competencies required for the next generation of managers. In order to understand what these new required competencies are, LUISS Business School appointed us, a multicultural team of 5 students participating in the European Human Resources Program. This programme brings together students from six leading European business schools and universities, allowing the participants to develop both theoretical and practical knowledge in European Human Resources Management. In our project work at Luiss Business School, our final objective is to reshape the MBA program; in this perspective, we are gathering knowledge using both academic research and managers’ insights. Objectives of the interview The objective of our interview with you is to understand what YOU consider as the new role of managers in the future and therefore what competences will be required to fulfil it. We would also be interested in identifying which, in your opinion, are the competences MBA students should develop during an MBA program. We will ensure that the collected information will be handled confidentially. Next step: the quantitative research The interview is the qualitative step of our research. We have planned to do a quantitative analysis as a second step. If you agree, we will send you an e-mail where you will be able to answer to an online questionnaire (5-10 minutes). Who are the team members? Solveig ANDERSEN, from Denmark, completing a Human Resource Management Master at Copenhagen Business School Paolo BIANCHI, from Italy, completing the LUISS Business School MBA program Marcelo GAGLIARDI, from Italy, completing the LUISS Business School MBA program Julia GUERIN, from France, completing a Master in Science of Management at EM Lyon Business School Jenneth VLEUGELS, from The Netherlands, completing a Strategic Human Resource Management Master at Radboud University (Nijmegen) Thank you very much for your time and availability! APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 10
  11. 11. A preliminary remark about our use of the word « competencies »: in our project we consider competencies as an individual's ability to use one’s knowledge, skills and attitudes. So we do not refer to the strategic core competencies of the whole organisation. External impacts on companies 1. Could you name the most important external factor, out of the company’s control, that had a major impact on the organization, within the last three years? Economics 2. In the next decades, world economic dominance will be shared between the G-6 and the BRIC countries (Brazil, Russia, India and China). Which competencies must present and future managers have in order to deal with this dominance? How to develop these competences? 3. The crisis of the “real” economy started from a financial crisis. The behaviour of top managers has been blamed worldwide. In this context, which attitude should the next generation of managers develop? 4. Governmental intervention has been essential to come out of the crisis. The role of the public sector will be prominent in the future. What competencies do the next generation of managers has to develop in order to cope with this? 5. In advanced economies, middle classes are losing purchasing power. New business models are being invented worldwide in order to keep prices low. What competencies should a manager have to perform in a market where the customers ask for lower prices? Globalisation 6. As companies are becoming more and more global, managers are exposed to an intercultural environment. What competencies do they need to develop in order to fit in this new intercultural environment? 7. Companies’ organizational structures are losing span on the vertical dimension (hierarchy) and getting flatter (horizontal teamwork is increasing): what new competencies do managers need? How could an MBA program help to develop these competencies? 8. In your view, what managerial competencies are needed for managing multicultural teams? 9. Information and Communication Technologies are reshaping the job design and working conditions. How should an MBA program train students so that they get prepared? Organizational demography 10. Regarding employee turnover, what competencies are needed for managers in order to prevent critical knowledge from being lost? APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 11
  12. 12. 11. Very different generations are now coexisting in the company. This may generate conflicts and misunderstandings. According to you, how could an MBA program prepare managers to this challenge? Corporate Social Responsibility 12. Companies are experiencing increasing pressure from stakeholders to invest in CSR. What competencies and attitude do you expect from managers in this field? How should an MBA program contribute? 13. Ensuring a good reputation for the company has become crucial. How can MBA students develop the competencies needed? 14. Former Prime Minister of the UK, Gordon Brown, claimed: ¨we will join a Green New Deal¨. President Obama promised to pump $150 billion into green technology over the next decade. What competencies do managers need to deal with the increased importance of the “green economy”? How should an MBA program contribute to develop these competencies? 15. It is becoming an issue for companies to encourage gender diversity. What mindset and behaviour do you expect from the next generation of managers concerning this issue? 16. Do you see additional challenges for managers’ competencies regarding other forms of diversity? RESHAPING THE MBA 17. To summarize, which 3 main competencies do you expect to be developed during an MBA program, ideally? 18. If you were an occasional teacher in an MBA program, what subjects would you teach and how? 19. What pedagogical methods would you consider as most efficient during an MBA program? ADDITIONNAL QUESTIONS FOR ALUMNI 20. What was the best that you gained from your MBA? 21. In your opinion, what MBA subjects were most useful for your professional career? 22. If your company sent a junior manager to an MBA today, what topics should be included? 23. In your opinion, what crucial experiences should a student go through during an MBA? Thank you very much! APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 12
  13. 13. Appendix 4: Interview summaries Interview summary Category (E) Fabio SCOGNAMIGLIO May 6th, 2010 Corporate and Regulatory Affairs at British American Tobacco Tobacco Industry (With the participation of Monica Stralek, part of the High potential program of American Tobacco Part A competencies According to M. SCOGNAMIGLIO, the most important skills for new hired young graduates are related to soft skills. They must be able to adapt to different contexts, to adapt to different attitudes, to different people and countries. Because now, managers are working with people coming from all around the world. Therefore, it is important to have the right cultural skills in order to manage complex environments. Monica is invited to give her opinion. She underlines that what matters is to be able to talk to many people from different backgrounds, to be visible in a multinational company. When we ask her to be more precise about this idea of being visible, she explains that it means “to talk to different people, not to be afraid to ask questions, to be open and proactive”. M. SCOGNAMILIO adds that the more experience you have, more important become the relationships you build within your company. In the beginning, it is important to be visible and have contact with many people. After a while, you have to be credible. He coins a motto: « First to be visible, then to be credible ». Then he explains that working is not just about « doing your work », « executing your activities ». Indeed, 50% is about relationships and interactions with other people, functions, and departments. He mentions that this is very important in the second stage of a career. The first step is to create and strengthen one’s network, and the second step there is a need to be more focused on the quality of the network. When we ask for examples of soft skills, he speaks about a professional experience he had in Germany, with other colleagues coming from all around Europe. “When you work in international environments, sometimes it is difficult and sensible (sensitive1) to have the right relationship with your colleagues, when they have different cultures, different attitudes, different personal history”. M. SCOGNAMILIO proposes Monica to give her opinion. She explains that all hard skills (good university degree, a lot of interships…), is something normal and “given”. “If you want to start in a big company, you have to work on your softskills”. For example, “you have to be proactive, to search for situations where you can try to show yourself to the company”. You also need someone who pushes you. She highlights that young hired need someone more senior to talk with and ask advises from. 1 Julia’s input (mistake detected concerning meaning of « sensible » VS « sensitive ») APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 13
  14. 14. As M. SCOGNAMILIO states, “it is a daily improvement”. Part B Recommendations for the MBA When we ask about him about the expectations he has in mind from an MBA program, he mentions hard skills “of course”, and then a social attitude, that is to say an ability to interact with other people, understand different situations, and complex environments. To conclude, it is important from a new hired person to be proactive, and be able to do marketing for oneself within the company. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 14
  15. 15. Interview summary Category (E) Cesare AVENIA May 6th, 2010 CEO at Ericsson Telecomunicazioni Telecommunication industry Not an alumni Part A competencies Leading skills and soft skills have to be strongly present in the managers, If they are not present naturally they can be learned but it is very difficult Communication skills are important as well Managers first have to be leaders. A person can be a manager and “manage” things but it is not enough. The leader has the same organizational and analytical skills (the hard skills are given for granted) but has strong human skills, so he must: - Be inspirational, inspire the team Be a good team worker, and be able to accept to be leaded Be charismatic Be able to balance the potential and the pros/cons of his human resources (be a bit HR) Have communication skills with the team and have “autocommunication” Be empathetic, able to feel the same feelings of the teammates and act consequently Push creativity, recognize it and boost it Understand real needs inside the social matrix and the social changes (feel the spirit of the era) Why now it is more important for a manager to have such leading skills? Answer: the complexity of the cross functional team organization often puzzles the employees who don’t know exactly “who’s my boss?”. So the leader has to be able to drive this complexity, have charisma and be inspirational in order to be a reference point. The HR managers have to be able to recognize this leading and charisma potential in a candidate. What about narcissism? An MBAer should be ambitious because he has to be conscious that he acquired many instruments and skills, but has to know his or her limit and be “balanced ambitious” and not overambitious. Companies that have great performance but boost narcissism among the management risk to crumble suddenly when a crisis appears, because everybody will think about him or herself and not about how to save the company. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 15
  16. 16. Interview summary Category (1) Massimiliano FERRANTE May 19th 2010 Customer Finance Manager At Unilever Italia Not an alumni Comment: Mr Ferrante did not follow the structure of the interview guidelines. This was based on his idea that the effects of the events happening in the environment cannot be separated from the competencies needed. Therefore both aspects needed to be analyzed together. Part A external factors The most important impact of the external factor is the economic crisis. In addition to this he talks about the fact that the influence is not so dramatic as we should think because Unilever is an actor in its environment but also an active player, which refers to the possibility to influence the environment by itself (Unilever). As a response to this, Unilever will reshape its strategy in order to be sustainable, cohesiveness of organizational structure and strategy is needed. For reshaping this strategy, Unilever needs to be aware of the impact it will have on their people and the contribution to its business goals. Part B competencies To deliver results a specific leadership style needs to be present. Leaders need to have a strong bias to act quickly, be able to work in teams and needs the capability to manage growth. Furthermore, besides all the general capabilities a manager must have in the future, they will need the following competencies: an analytic approach, capability to evaluate trade-offs, being able to make SWOT-analyses, capability to deliver, being robust in assessing, horizontal approach. Importance of competences in decision-making. This process needs to be faster and the manager needs to have an ´action oriented approach`2. To accomplish ideas about strategy (see first category), a manager needs to be: external oriented, equipped to be a high performer. He or she also needs to understand the language of the stakeholders, be open-minded, have a strong look at its consumers. CSR: it is important to perceive how different companies have different attitudes towards CSR. 2 (Being the opposite of a bias for action (as stated by Mr. Ferrante). APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 16
  17. 17. Part C Recommendations for the MBA The competencies that need to be created in an MBA are: an external orientation, social abilities. Self-awareness about one’s career path and insights about your personal strengths and weaknesses is important (for a manager) and can be enhanced by an MBA. Some subjects that are important to put in an MBA: practical insights about strategy (while creating the link to the market), Insights in corporate demand, insights about leadership, learning about the dynamics of the market. ´Those subjects should be taught in a way that students can make a comparison of extremes`. Part D Additional questions (that do not belong anywhere else) APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 17
  18. 18. Interview summary Category (1) Luca OLIVARI Prinicipal At AT KEARNEY Management consulting Industry Alumni: MBA University of Michigan Part A external factors 1. Most important external factor Fear for crisis, client stop buying. Other idea: clients are now able to provide services internally, they have created their internal consulting firms. Part B competencies Economics 2. Economic dominance, BRIC countries Need of real quality and transparency. So competencies needed are the ability to communicate quality, to prove transparency. 3. Low-cost competition This low-cost trend -> value for money is becoming more transparent. Instead of a problem of low cost, it is more the idea of “providing the right cost for customers”. “Managers will need to understand in different parts of the world what is the trade-off between quality and price Customer want”. 4. Blamed managers Importance of credibility, track record, transparency. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 18
  19. 19. 5. Governmental intervention Need ability to adapt to the governmental way of thinking. Need to understand the way the government is acting to make advantage of it. It is a matter of speaking the same language as the government. Try to associate goals of government and goal of company. Other problem: lack of information about available funds for companies. Globalization 6. Fit to intercultural environment «I thought I was international because I spent more than 5 years of my career outside Italy ». Being international, global, has nothing to do with spending time abroad. It has nothing to do with speaking languages. The main issue is to understand that in different countries things are handled differently. The only way to bypass this issue is working together among different cultures. MBA exchanges are only useful if you go far, Paris or Madrid too close cultures so not so useful. 7. Characteristics global leader Matter of cultural understanding. The point of view should not be driven by the product/services you are selling, but by the client’s need. “Listen to your counterpart and listen to the market”. 8. Flatter organizational structure “Now you really have to prove your leadership to have someone that follows you”. You have to prove that you have something to teach. Listening. Conflict management = making decisions quickly while taking into consideration conflicting opinions. Control process. Efficiency of decision-making. Leadership is not about understanding all the details, but about understanding sufficiently to make the best decision. 9. Manage multicultural teams The “managers will need to “feel” the messages through voice or computer, and it is not that easy”. It is a challenge to understand properly. It also has an impact on the way you organize your work. Most of the work can now be managed remotely, and the companies are spread out in different geo areas. Change the way you intercept and use the messages, because messages are less clear than in the past. The rules in the past are no longer valid. 10. Information and Communication Technologies Treat different clusters of age in different ways. People of different age: adds different values to the company. Understand what are the values of the old generation and the young generation and where do they meet each other. How can they work together. Organizational Demography 11. Solutions ageing population 12. Prevent critical knowledge from being lost Shadow management to pass the competencies: 2 managers together, one transmitting the knowledge, during a needed time. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 19
  20. 20. 13. Different generations: impact diversity Treat different clusters of age in different ways. People of different age: adds different values to the company. Understand what are the values of the old generation and the young generation and where do they meet each other, how they can work together. Corporate Social Responsibility 14. Pressure from stakeholders 15. Understanding stakeholder requirements It is important to have the right connections to get signals from stakeholders. Understand that when you make a lot of profit you need to invest some of this profit in a nice way. 16. Reputation Good communication is needed. 17. Green Economy Understand and influence. Be proactive, you will have an advantage and be ahead in time compared to competitors. Creating standards in the green economy. Thinking out of the box, making very good business out of the green approach. In the future green will not be second priority. 18. Gender diversity Completely nonsense. The market will push managers to consider competences and not the gender of a candidate. 19. Other forms of diversity Important to a manager to create representativeness of the target group. 21. Managerial competencies in five years Team-work, ability to get to conclusions, creating inter-functional teams where there is no hierarchy. Ability to communicate internally and externally in a more simple way. Need to face complexity. 22. Other important competencies Part C Recommendations for the MBA 20. Competencies developed in MBA Alumni 23. Most useful for professional career None. Access to managers. 24. MBA today, what topics Including psychology might be useful. Less macro economy. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 20
  21. 21. Part D Additional questions (that do not belong anywhere else) In the MBA, too limited interaction with companies. You should interact with different industries through internships on a dedicated project. Short internships more frequently ( 3 times 1-2 months). Involved in a suitable project, timeframe. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 21
  22. 22. Interview summary Category (1) Vito VARVARO May 17th, 2010 Director of Operations and Development at Gruppo Della Valle Luxury Industry Not an alumni Part A external factors 1. Most important external factor When asked what external factor had a major impact on the organization, within the last three years, Vito VARVARO immediately mentions the globalisation of business. According to him, this creates a need to rethink how the company is organized, in order to be able to send its products in many countries. He mentioned that Italian companies are still operating with a lot of “power to the centre”: operations all around the world are rather an “execution of what is decided at the centre”. Therefore companies need people who know different cultures, who “know the world”. Then he thinks of another external factor: the “value for money perception” of the consumers, which has changed after the crisis. Part B competencies Economics 2. Economic dominance, BRIC countries Answering to the question concerning the new economic dominance, M. VARVARO expresses that companies have to put in place an organization that is able to understand differences among the different countries in order to operate in different environments This will bring the need to have managers that are able to cope with these differences and to report to the HQ what are the needs of the different countries. He gives an example concerning China: “Tod’s need people that go there, get to know china and its consumers”. 3. Low-cost competition Concerning the future low-cost competition, M. VARVARO says that nowadays brands are extremely important and “companies need to communicate to consumers that there is value behind the name”. In his view, a low-cost competition will not bring long-term result. “Long-term winning is about value around your branding”. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 22
  23. 23. 4. Blamed managers We now tackle the issue of managers blamed for bearing the responsibility of the financial crisis. In M. VARVARO’s opinion, this is linked to the problematic idea of “making a lot of money on a shortterm” basis. He believes that in the future, there will be a strong importance given to industrial values, and to the idea of building companies that last on the long-term. He insists on the idea that long-term view is much more important than short-term one, and he underlines that this perspective is already changing in the marketplace. As a conclusion, he states: “we have to have managers looking at generating value for the longterm”. 5. Governmental intervention About the increasing weight of the government, M. VARVARO thinks that managers should not think that the government will help. “The economy should be able to find its own solutions. Managers should be focused on their business.” Globalization 6. Fit to intercultural environment Then we focus on the global company generating the need for managers to adapt to an intercultural environment. As Vito VARVARO says, “the big word here is diversity, being able to understand diversity”. It is particularly important for Italian culture. Managers have to understand that there are different behaviours, different ways of looking at things. He quotes the example of the Japanese: “even if they are not shouting around the table, they are giving their point of view, they do it in their own very respectful style”. Italians would say, “they are sleeping, they are not strong enough”. Indeed understanding diversity is the most difficult thing. He concludes: “in fact, the new generation has to travel a lot.” 7. Characteristics global leader When we ask M. VARVARO how he imagines the global leader now and in 5 years, he explains that it is someone who has been working in many places. Someone who has an experience of different cultures. “The more you look at the future, the more intercultural experience is needed”. He says that now there are global leaders but that not all of them have global experience. Then he gives an example: “in Tod’s I am pushing for a program where many people are travelling in different regions. In five years, they are going to be better managers.” 8. Flatter organizational structure About the flat organization, Vito VARVARO expresses that teamwork is indeed becoming more and more important. And again, it means working with different cultures. He underlines: “I believe that globalization is creating more power at the centre”, so companies will need very strong leadership at the centre. He believes that the company is evolving with two phenomenon’s: first, the need for global managers with a lot of power at HQ, and second, good team work people spread all around the world. 9. Manage multicultural teams APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 23
  24. 24. When it comes to managing multicultural teams, M. VARVARO emphasizes the ability to listen, to understand the communication and the way this communication is done. He repeats that listening is a big competence that managers have to learn, as there is a risk: when they have successful careers, some managers tend to believe they know everything. 10. Information and Communication Technologies As far as the increasing importance of ICT is concerned, M. VARVARO thinks that managers in the future of course have to know new technologies and tools. However, as there is a lot more communication, he warns, “managers have to cope with it, have to find the right balance”. Managers in the future will have to change the way they work everyday. They have to use these tools in a way they “don’t become trapped”, as it should not take too much of their time. Organizational Demography 11. Solutions ageing population Concerning knowledge management, M. VARVARO says that organizations have to prepare the new generations for taking over; he gives an example from his own experience: “the day I left Procter and Gamble, I had prepared a lot of managers that knew all they needed to take over”. Organizations have to make sure there is a good flow of information. They also have to “put the younger people below the more senior people”; of course, a structure with a lot of delegation is needed, to make sure that not only top managers know what to do. 12. Prevent critical knowledge from being lost When we tackle the issue of conflicting generations, Vito VARVARO expresses that it is important to listen to the new generation. “It is important that senior people have an attitude of favouring change and let the younger generation lead the change”. He underlines that “the company evolves in the way the thinking of the new generation evolves”, and it is crucial to keep the company keep as young as you can. 13. Different generations: impact diversity Corporate Social Responsibility 14. Pressure from stakeholders Considering the increasing pressure for CSR and its impact on managerial competencies required, M. VARVARO expresses that “CSR is very important”, “you have to have the sensitivity” for it. He explains that the competencies to build are more “a sensitivity, an attitude”; being aware of it is important. In this perspective, he thinks that the new generations are essential for bringing this thinking to the company. He believes it is a strong advantage to have people taking care of CSR in their daily activities (what leather for shoes for instance). It is about building a new culture that comes from the younger generations. 15. Understanding stakeholder requirements Focusing on competencies needed to understand stakeholders, M. VARVARO expresses that “managers should not live only inside of the company, but also be part of outside the company”. “A manager has to go out and meet people”. A manager has to “be attentive to the outside world”. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 24
  25. 25. 16. Reputation In M. VARVARO’s view, ensuring reputation is related to communication skills: “image and reputation comes from what managers communicate”. “Managers need to go out and talk”. 17. Green Economy When it comes to green economy, M. VARVARO underlines that again, this is about “understanding the external world”; understand this external world is important “to be a social responsible manager”. It is a matter of being aware of the need to think about sustainable development. So what is needed is to build a “sensibility”3. Then he explains that while in the US green concern it is already very developed, in Italy it is developing only right now. 18. Gender diversity According to M. VARVARO, this is a question of culture inside the company. “Managers have to understand these needs.” Of course, “companies also have to define their priorities”. It comes again to the idea of “listening to the outside world”; managers have to “understand what is important and why”. He specifies, “Italy is still a male society”. Gender issue will become a serious concern only when companies “understand that this will made them more successful”; managers have to believe that first. 19. Other forms of diversity When asked about other challenges regarding diversity, M. VARVARO mentions that there are still a lot of prejudices in companies. 21. Managerial competencies in five years - to operate on a global basis to cope with different cultures and structure organizations to work in team with different cultures to decide fast (“one of the characteristics that make u win is to be a fast decision-maker”) 22. Other important competencies Lastly, we ask M. VARVARO if he has ideas about other competencies. He summarizes previous ideas and repeats that an MBA should “show different real experiences of managers from different companies”. When the interviewee asks him about topics, he mentions organization, and business. Students should “have the global picture”, have an overview of a “total business plan”. “The best thing would be to tell a story that covers all the aspects”. Vito VARVARO also states that “sharing best practice could be a good idea to prepare people”. Part C Recommendations for the MBA 20. Competencies developed in MBA Speaking about competencies to be developed during an MBA program, Vito VARVARO suggests that students should be exposed to managers describing what happens in real life. He believes that an 3 According to Julia, M. VARVARO refered to ‘sensitivity’ instead of « sensibility » APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 25
  26. 26. MBA has to be very pragmatic. In his view, MBA programs should propose “broad specialization by sector”. He thinks that each sector needs a specific kind of training. In his view an MBA should be the transmission of competencies from managers to students. Students “have to meet managers from different companies”. They have to “hear people running companies sharing their experience”. He gives an example: on a topic like “how to work on a global basis”, students meet 3 managers from different backgrounds, industries, realities, who come to share their knowledge and experience. And then the professor may link all theses experiences, having the umbrella overall vision. Alumni 23. Most useful for professional career 24. MBA today, what topics Part D Additional questions (that do not belong anywhere else) When asked about what will make a difference during a recruitment interview at Procter and Gamble, he underlines that this company looks for “people ready to travel around the world”, so as to create global managers. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 26
  27. 27. Interview summary Category (1) Alessandro BELLI May 18th 2010 Head of Acquisition Tourism At Pirelli Real Estate SpA Real Estate Industry Alumni : LBS Part A external factors 1. Most important external factor Financial crisis, the impact on real estate market was dramatic, everything stopped. Globalization: Real estate markets are now open New markets (China, Russia…) Part B competencies Economics 2. Economic dominance, BRIC countries Need to create international mind people. International experience (academic exchanges, internships abroad). Need for an international approach. International mindset? Something that comes from experience outside of Italy. To be ready to move, ready to speak with people that have other mentalities, in another language. You have to be flexible and to understand the other cultures (especially China for ex: “I have to learn to be Chinese, otherwise I cannot sell anything”). To adapt yourself and to learn from other people. 3. Low-cost competition Managers have to be ready in the “cost-selling approach”, that is to say to be efficient: “don’t loose time, don’t loose money”. They have to be ready to work more, have more responsibilities. Be more open. Job organization. Be more focused on your core business. 4. Blamed managers Need a new approach: professional, transparent, clean way of doing business. Not too risky attitude. Strength in analysing risk. Only go for secure opportunities. Transparent and independent approach. You need to be trusted to win, to build trust so as to develop strong partnerships. Guarantee an ethic way of doing business. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 27
  28. 28. 5. Governmental intervention Need to be patient. Understand bureaucracy, long and risky timing. You have to push them (but in a proper way) and make them follow you, to communicate the benefit that you can bring to the public counterpart. Need to have a “commercial approach”. Globalization 6. Fit to intercultural environment Improve proportion of international students in the MBA program. The professors should come from international Business Schools. Courses should be in English. Need to be in an international environment from the beginning. 7. Characteristics global leader International mentality. Fast in understanding business situation and making decisions. Managers have to read newspapers, to be aware of what is happening at a broad international level. The language: Italy is lagging behind on that. 8. Flatter organizational structure Be ready to work in teams with different people and approaches. Business planning. In the MBA, include games and simulation. Mix nationalities and background in teams. Learn to deal with different people. 9. Manage multicultural teams Be patient. Understand this multiculturalism is a value. Understand who is in front of you (profile, culture), to make the best from each team player. MBA students should not decide what team they are in. And often change team. 10. Information and Communication Technologies The new manager has use tools in a proper way, be ready to discover new tools, be ready to learn. But be careful because “technology can run over you”. It can be very time-consuming. During the MBA the ICT courses were too theoretic, not practical enough. For example, using some tools in group work would be interesting. Deal with systems you will deal with once you are in the company. Organizational Demography 11. Solutions ageing population Managers have to understand that they cannot ask 65 years old employees to do the same tasks as 30 years old employees. Adapt approach. Be patient. Use their asset, which is their experience. Understand the competencies of everyone. 12. Prevent critical knowledge from being lost Managers need to be open and ready to learn from experience of others, and by doing yourself. And adapt to a different language. Need to be humble. 13. Different generations: impact diversity It is a question of mentality. Need to be open-minded. Humility. Be ready to learn. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 28
  29. 29. Corporate Social Responsibility 14. Pressure from stakeholders Need to be professional, open/”clean” and transparent. Give a good image of yourself and of your company. 15. Understanding stakeholder requirements 16. Reputation Understand you have to defend the reputation of your company. Again, transparency and professional approach. 17. Green Economy Managers will deal with green economy more than in the past. It is a good chance to do something social, and do it for business. It is connected to the reputation of the company, providing it a clean, green image. It is mainly a matter of personal sensitivity. If you don’t have it, it is important to understand the potential, the benefit on the image of the company. Be ready to study about something that is quite new, and have a business approach about it. It will be very important in the future as a business opportunity but also in term of reputation. 18. Gender diversity Real estate= male sector. No special competencies needed. Just to understand people, understand who is in front of you. 19. Other forms of diversity 21. Managerial competencies in five years Create opportunity to learn to deal with professional real situations. Working in teams. International courses, international teachers. Simulation of business situations. Work under pressure. Quick decision-making. Games. Projects in teams. Also competition, but in a good way. “During my MBA we had this international team competition game with L’Oreal, on internet, about marketing development of new product, playing against 1000 teams around the world. It was really fun. It was exciting”. Simulate real business situations. More practical approach. International approach. 22. Other important competencies Project management. Practical tools. Team management. Learn to help people to grow. A manager should understand that if he wants to grow, he has to let and help his team members to grow. Simulations of managing teams (one in the team is the manager). Business development, business planning Dealing with numbers. In marketing, use games. ITC: have practical training HR: specific training on leadership, on how to manage different people. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 29
  30. 30. International exchange. Part C Recommendations for the MBA 20. Competencies developed in MBA Business development, business planning. Dealing with numbers. In marketing, use games. ITC: have practical training. HR: specific training on leadership, on how to manage different people. International exchange. Alumni 23. Most useful for professional career 24. MBA today, what topics More practice less theory and more international experience. More team working and groups and games. Dealing with numbers. Part D Additional questions (that do not belong anywhere else) Question by one of the interviewers about the composition of faculty: what % of scholars and professors and professionals should there be in the faculty? The best are professors who also do business as they have the two perspectives. “We had some of them at Luiss, they were very good teachers”. Then teachers coming from companies are very important, especially to stimulate business situations. According to him 50% professionals and 50% professors and among professors 75% who also do business. Importance of case study, more exciting for students. When he teaches he always uses case studies. Ask students to do presentations in front of the class. And then debate in the class. MBA students have to be “in the move” (in movement). APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 30
  31. 31. Interview summary Category (2) Alberto COLZI June 21st 2010 General Manager Abott Italy Pharmaceutical Industry MBA at Durham (UK) Part A external factors 1. Most important external factor Financial crisis. IT revolution (access to information). Part B competencies Economics 2. Economic dominance, BRIC countries Managers must be “international managers”. They must have a “culture of flexibility”. Understand immediately the key information to understand a situation. How to develop this? Students should be exposed to many different experiences, to people coming from different part of the world. 3. Blamed managers Ethics is very important. In an MBA, explain the basics of ethics, how companies build their ethical approach, showing the long-term dimension of ethics. Work on soft skills. Present models to students (managers testifying). Using an emotional approach. Be in contact with examples and successes of ethics in the company. 4. Governmental intervention Companies have to participate to governmental decisions, as they are crucial for the market. Influence and lobby. But it is experts who do this job. Competencies that you need: understand the world of government/politicians and politics. MBA students could have a lecture about it. Providing an understanding of the rules regulating your market. 5. Low-cost competition Be able to properly assess the value proposition of your offer. Communicate this value. Keep the right price. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 31
  32. 32. Globalization 6. Fit to intercultural environment Cultural flexibility. Understand most important features of each market. During an MBA, introduce as a soft topic “how to deal with different cultures?”. Case study, for example pretend you are an Austrian manager who has to manage a Brazilian team. Learning how to involve people. 7. Flatter organizational structure New style of leadership needed, not anymore about command and control, but ability to drive the organization towards objectives; “idea-based leadership” (your position as a leader is not based anymore on your hierarchical position but on your ideas and the way you communicate them). Ability to involve everybody. Teamwork. In an MBA, explain to students the evolution that brought this new horizontal approach. Organizational design. Study innovative ideas in companies. 8. Manage multicultural teams This question was not asked. 9. Information and Communication Technologies Explain to the students how the information era has changed the company. Give tangible examples. Explain the fact that you loose the control on information and how to deal with that. Learn about the available tools today, using real life examples. Refer to this ICT topic in other fields, obliging students to consider it when focusing on marketing plans. Including ICT to other subjects. Organizational Demography 10. Prevent critical knowledge from being lost Willingness to transfer knowledge. Enhance the value each single person. Anticipation. 11. Different generations Understanding the value of diversity (gender, opinion, generation). Learn that innovation and success come from putting different people (opinions, backgrounds…) together. Corporate Social Responsibility 12. Pressure from stakeholders, expected attitudes Part of being a good citizens as a company. Give something back to the world, if you have success. Reputation is influenced by CSR and is important. Sensibility to going beyond just achieving, understand how you can contribute to the world. Responsibility is essential. In the MBA it should be explained why CSR is important. Companies are not isolated, therefore there should be more visibility. Give examples that show what CSR is. It is not like marketing with a direct result. Many implications, can for instance attract talents. 13. Reputation This question was skipped. 14. Green Economy Managers need to be responsible! No possibility to recover. Sensitive topic. Key competitive point. In the MBA it should be taught why CSR is important, both with bad and good examples (cases). APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 32
  33. 33. 15. Gender diversity 16. Other forms of diversity Part C Recommendations for the MBA 17. Three main competencies ideally Cultural flexibility, leadership based on ideas, diversity leverage. 18. Occasional teacher, what and how Impact of IT revolution on the business. The history and the change of companies. Give examples where IT has turned around the business. How industries are approaching this and come up with good ideas. 19. Pedagogical methods A mix. Old style (theory) and involve real people and business cases to practice what was learned. HBR case studies are good. Alumni 20. Best you gained An overview of the economy and how it works in the world. The possibility to interact with people and stay in contact. That is critical! 21. Most useful for professional career Understanding economy. 22. MBA today, what topics Innovation in terms of how to drive it and why it is important. Plus different models of innovation. 23. Crucial experience during an MBA Real contact with company (internship). The business school should have good partnership with companies. Ability to translate theory into practice. Part D Additional questions (that do not belong anywhere else) Leadership based on ideas: Informal style of leadership. Build on real strength. Create an environment where people are willing to participate. Rigorous financial approach. Understand where to invest, anticipation. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 33
  34. 34. Interview summary Category (2) Alessandro LORICA June 3rd 2010 Chief Operations Officier At Glamoo Internet Services Industry Alumni: MBA LBS Part A external factors 1. Most important external factor Competition that always changes. Economic crisis. Credit crunch and spending reduction Part B competencies Economics 2. Economic dominance, BRIC countries Grow up with different mindsets, go abroad, manage teams, interaction with people from different countries. MBA : international program outside of Europe 3. Blamed managers Business ethics. Difficulty to stay ethical. Everybody needs to agree to change model to a more ethical one. It is not a person alone who can change this. 4. Governmental intervention The public sector should remain outside the market. Negotiation. Companies should be independent and should not ask the government for help. 5. Low-cost competition Ability to interpret and scan what happens in the environment, to create new business models. Creativity is important. Globalization 6. Fit to intercultural environment Again, think globally, and for that you need to grow up globally. Do internships abroad. Young people can change the global mindset. Language skills. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 34
  35. 35. 7. Flatter organizational structure Process-based management. Crossing all functions in the company, interacting with all departments. Importance of soft skills. Focus on team work during an MBA. Less hours of classic lectures, more project work. Students should not decide about groups composition. Changing teams each time to work with as many people as possible. 8. Manage multicultural team Mindset. International. More travelling and more interaction with different people. Cannot be learnt from books, experience is very important. There should be international students in an MBA class. 9. Information and Communication Technologies Update the program with advanced technologies. Organizational Demography 10. Prevent critical knowledge from being lost Knowledge must be made persistent so put 2 people on one topic. Monitor critical resources through results, motivation and satisfaction. 11. Different generations Conflict management training. Learning soft skills through relationships. You need the proper mindset. To be accommodative, flexible, able to change approaches. Corporate Social Responsibility 12. Pressure from stakeholders, expected attitudes Related to business ethics. The whole system needs to change. Managers need to be energetic and motivating. Students should learn about ISO 26000 standard. The role of an MBA is to make students believe that CSR is the right direction and show them its impact on their own wallet. They have to believe in what they say. 13. Reputation Being ethical in whatever you do. Grow up ethically and act ethically. There is knowledge, and then there is the need to apply. MBA have to learn that behaviours that go against CSR has a reputation impact. 14. Green Economy Be green: should be in all you do. It is a matter of mindset, of sensitivity. You learn it through education. Eg: if 60 MBA students use e-books instead of normal books, you save a lot of paper! 15. Gender diversity Gender should not be a matter of interest. When you hire you do not look at gender but at competencies 16. Other forms of diversity It is a matter of mindset. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 35
  36. 36. Part C Recommendations for the MBA 17. Three main competencies ideally Manage complex relationships Learn how to apply lateral thinking (solving problems in a creative way using a broad perspective) Mindset and flexibility 18. Occasional teacher, what and how Strategic marketing. Invent a business model to satisfy a need. Creative problem-solving. How? Through simulations, case study. Learn to identify problems. 19. Pedagogical methods Learning and applying in situations. There should be a balance between theory and practice. Alumni 20. Best you gained 360° view of the company 21. Most useful for professional career Strategy, marketing, finance 22. MBA today, what topics More emphasis on new technologies and innovation 23. Crucial experience during an MBA Real team working. Intercultural relationships. Time management, stress management. Emotional intelligence. Result management (being result oriented). Part D Additional questions (that do not belong anywhere else) APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 36
  37. 37. Interview summary Category (2) Alessandro PANSA June 1st, 2010 CFO Finmeccanica Group Alumni: New York University Part A external factors 1. Most important external factor Financial crisis. Spreading out of technology all around the world. Part B competencies Economics 2. Economic dominance, BRIC countries Capability to understand different ways of doing business, different cultures, understand the expectations of these developing countries. Adapt. Cultural business relationships. Curiosity. Read books, newspapers, meet people, be open. Be able to be genuinely interested. 3. Blamed managers Focus on long-term interest of shareholders and stakeholders. Understand that collective goods (forest…) are crucial because they do not create conflict between rich and poor. Importance of environment. Managers should not focus on the old concept of GDP growth. It is not an indicator of well-being. More focus on quality than quantity. MBA should help students to focus on the fact that wealth can be created in many ways. 4. Governmental intervention Managers have to learn how to deal with government. Be able to influence initiatives, business opportunities. Understand the way public officials work and think. In an MBA, increase relationships between Business School and public officials. Provide lectures, testimonies. Increase number of courses about the way public administration work. 5. Low-cost competition Understand how to increase productivity of the company. Technology. Create a balance between remuneration of shareholders and low costs. In an MBA, increase the focus on productivity and delocalization. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 37
  38. 38. Globalization 6. Fit to intercultural environment Languages. Travelling. Spend time in other countries. Open to new cultures. 7. Flatter organizational structure Have the power for responsibility. Transparency in decision-making. Be clear, simplicity. Communication. 8. Manage multicultural teams (already answered according to interviewee) 9. Information and Communication Technologies Exploit the best of the technologies, but also control its impact on our work. Not forget to use the brain. And “read, read, read”. Think. Information processing/selecting. Quick understanding of problems. Business School should teach that: in business cases for example. Find 4 crucial elements in broad information. Explain on what elements decisions are made. Theoretical frameworks are useful to help the thinking structure. Models are needed. Organizational Demography 10. Prevent critical knowledge from being lost Capability to transmit knowledge and culture to other employees. Disseminate knowledge. Will to prepare those who come after you. Transfer relationships. Respect for experience. 11. Different generations Managers have to understand that building knowledge and competencies are an ever-lasting process. Managers have to “create a mix between innovation and the save of what is good in tradition”. Invite people with more experience or more experience to discuss about what can be kept and should not be kept. Understand that modern/new does not mean better. Corporate Social Responsibility 12. Pressure from stakeholders, expected attitudes Keep well segregated shareholders and stakeholders. Managers have to understand that CSR is maximizing shareholders value in a way it is compatible with stakeholders interests. In an MBA, teach students the concept of business ethics. Managing the conflict of interest for example in a corporate governance lecture. 13. Reputation Transparency. Correctness (correct behavior considering a situation where there are no rules). Responsibility. An MBA should teach this to students, through business ethics. 14. Green Economy Not focusing only on growth, focus on sustainability. Compatibility with environment. Understand that the welfare of people is connected with respect of the environment. Mentality. “Managers should not push the model of absolute success at any cost”. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 38
  39. 39. 15. Gender diversity Tolerance. Not really an issue. 16. Other forms of diversity Understand different models and the idea that there is no superiority. Diversity is a must. Part C Recommendations for the MBA 17. Three main competencies ideally Problem-solving, understanding people capability, having a proper framework to interpret the world. How do you learn understanding people capacity? Dealing with people, understanding them. 18. Occasional teacher, what and how Economic history, the best way to understand the present. Help the students to understand the longterm drivers of events. 19. Pedagogical methods Provide many different sources and points of view. Develop critical thinking. And make students discuss. Alumni 20. Best you gained Mixture of techniques (finance), cap to understand prob 21. Most useful for professional career Finance. Mixture between techniques (finance, accounting, business administration) and more cultural topics (economics, political sciences, international relationships) 22. MBA today, what topics (no answer) 23. Crucial experience during an MBA Discovering a new country. Do the MBA abroad and live fully within a new culture. Learn languages. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 39
  40. 40. Interview summary Category (2) Claudio BRACCI June 23rd 2010 Business Manager At Devoteam auSystem Information Systems Industry Alumni: executive MBA LBS Part A external factors 1. Most important external factor Competitors coming from the oriental market. The most important factor nowadays are these kind of competitors since low-cost competition is hard for the company. Part B competencies Economics 2. Economic dominance, BRIC countries The first related competency are English skills; being able to know languages. Second, a new openminded vision (on people) is necessary. Having a cultural approach; understanding and sharing a culture. ¨Italy is very identified as a nation¨. A way to develop this open minded vision is training devoted to a multicultural context (what are we doing). Being within this multicultural context, but not in Europe because these cultures ar too similar (students should go to countries like India and China). 3. Blamed managers This has to do with the financial attitudes. Managers are evaluated on KPI´s, measured in a shortterm, long-term evaluation is needed. Managers need a wider point of view (not only focused on short-term financial consequences). Managers need to share the interest in the company with the owner. It is not something you can teach, it has to do with a common vision within the MBA. 4. Governmental intervention This has to do with a cultural point of view. Politicians need to understand what private companies are doing (especially in the crisis). There is need of a common vision between politician and manager. Therefore managers need the capacity to explain to the politician, how to communicate what the company is doing to someone less experienced. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 40
  41. 41. 5. Low-cost competition The interviewee does not agree with this statement. Life in Europe and its economics are different from the low-cost countries, the standards of living are higher. But within these kinds of pressures, managers need to know how to motivate people. They need to be able to make the employees understand the big picture of what is happening within and outside of the company. Globalization 6. Fit to intercultural environment Managers need an open mindset; the capacity to motivate people on different cultural levels. Within the class there should be attention for understanding people´s different mindsets (within the different cultures). It is also about seeing that the own national way of doing things is no longer appropriate. Managers need to know the cultural approaches to working. An example how to teach this is a training made from different HR directors form different countries. 7. Flatter organizational structure Increasingly important is the ability to delegate and to motivate people. This caused by the increasingly flatter organizations. A manager should be able to empower and delegate control to the right people and the right tasks. 8. Manage multicultural teams This answer is related to the answer on question 6. Understand other cultures and how people are educated. 9. Information and Communication Technologies The first limit is that managers don´t understand what ICT can do for them, the tools available and the way in which ICT can validate some processes within the company. Managers should not be deeply educated with these tools but just what they can do with the services. Organizational Demography 10. Prevent critical knowledge from being lost This is about redundancy of information. The must be possibilities to share knowledge. Therefore knowledge management is important. It is about the communicating ability between people. The need of sharing knowledge is easy to understand as a student. Once they are working this interest is lost, collaboration is not emphasized. 11. Different generations This is a hard situation in Italy: the old generation has a different attitude. They think they deserve positions based on experience, this is not the case anymore. Young managers need to understand this mindset, but this cannot be taught. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 41
  42. 42. Corporate Social Responsibility 12. Pressure from stakeholders, expected attitudes In all technical topics taught in the MBA, show the impact on society and provide insight about “the right way of doing things”. Has to be part of all subjects. Testimonies is also a good way to teach about CSR. 13. Reputation About behavior and awareness. It is also about brand awareness and can be underlined during a marketing course. 14. Green Economy “Green is fashion at the moment”. The green approach has to be implemented really/deeply, it should not be just declarations. It is the respect of sustainability. It has to be taught. For example, it can be the intervention of an environment engineer explaining the impact on environment. 15. Gender diversity There is no need to consider women like men. Women can be good in their own way, they do not have to be like men, to behave like men to be good managers. Link with people’s management. Testimony of women managers. Show the complementarity. Brings diversity. 16. Other forms of diversity No. Part C Recommendations for the MBA 17. Three main competencies ideally Intercultural approach. Global vision of the company. Motivation of people. 18. Occasional teacher, what and how How hard it is to motivate people when in times of crisis. Telling my story. 19. Pedagogical methods Typical classroom teaching. Listening to managers’ experiences. Going inside companies, and making projects there (internship). Alumni 20. Best you gained Global vision of the company. So as to understand what people do in other departments. 21. Most useful for professional career Marketing and strategy. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 42
  43. 43. 22. MBA today, what topics Finance, people management, marketing, organization, accounting. Multicultural approach. Testimonies. 23. Crucial experience during an MBA Team building. Through team projects. Experience abroad. Internship. Part D Additional questions (that do not belong anywhere else) APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 43
  44. 44. Interview summary Category (2) Daniele CONDURSO June 17th, 2010 Marketing manager Agile Servizi SRL ICT Industry LBS alumni Part A external factors 1. Most important external factor The crisis. Part B competencies Economics 2. Economic dominance, BRIC countries To understand other cultures (Indian and Chinese). Stop being ethnocentric. To develop this, study from another point of view. 3. Blamed managers Understand the market. 4. Governmental intervention (No relevant answer) 5. Low-cost competition To be ready to change. Soft skills. Autonomy. Globalization 6. Fit to intercultural environment The problem is that we have prejudices about other cultures. Understand that all cultures are at the same level. During the MBA, travel to very different countries (1 week in Varanasi, India). APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 44
  45. 45. 7. Flatter organizational structure Managers should be a model and give the example. Be careful in the use of words, not giving instructions but rather opening possibilities and encouraging. (Empowerment4). Be able to motivate (courses about how to motivate people). Theatre classes teach you how to interact better with people. Communication skills. 8. Manage multicultural teams Speak languages. Organize trips abroad. 9. Information and Communication Technologies Increase courses in ICT. Speak the language of ICT. And understand how it works. Organizational Demography 10. Prevent critical knowledge from being lost (No relevant answer) 11. Different generations Adapt the language to the person. Communication is important. Be proactive. Be a model. Corporate Social Responsibility 14. Green Economy There is an economical opportunity for investing in CSR, but this has no influence on the competencies needed from managers. ¨Managers don´t need to care for green economy¨. They just need the ability to see its opportunities. Part C Recommendations for the MBA 17. Three main competencies ideally All the courses that give the opportunity to create businesses. A manager needs to understand the drivers of the organization. Technical skills and regulatory (law) skills are needed. An MBA gives too much importance to economics. 18. Occasional teacher, what and how The interviewee has been an occasional teacher in 2003. The interviewee likes creating debates and discussion about different ideas in order for students to understand different viewpoints. 19. Pedagogical methods Business cases are very important because a good understanding of business is needed. After being in the university you understand something particular therefore a more broad overview is needed; in this way managers are becoming more flexible. This is needed to analyze the business and manager all different points of view. 4 Interpretation by Julia. The interviewee did not pronounce this word. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 45
  46. 46. Alumni 20. Best you gained The studying of law ´civil codes`(because the interviewee did not have experience on this level before) 21. Most useful for professional career Courses about communication and law: the regulatory boundaries within each country are often forgotten. Understanding these boundaries can provide opportunities. 22. MBA today, what topics Topics about marketing in order to understand the market also besides the network. How the MBA of Luiss looks like is quit influenced by the companies within the network, the requirements should not be changes according to their wishes. 23. Crucial experience during an MBA An internship is a crucial experience. To put the real business cases in practice. It is also an opportunity to get a job. Within the MBA more of these opportunities should be created, also within smaller and medium sized companies. Part D Additional questions (that do not belong anywhere else) How could you define your qualities as a manager? Having good relationships with team members and other people. This is not really developed or a consequence of experience either. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 46
  47. 47. Interview summary Category (2) Daniele Zatta June 16th 2010 Senior director Simon- Kucher & partners Strategy & marketing consulting Industry Alumni: other MBA Part A external factors 1. Most important external factor The economic crisis which leaded to a decline in demand of the clients and this also had an impact on service companies. Part B competencies Economics 2. Economic dominance, BRIC countries For this topic it is important to be skilled on an international level. This means having international experience and a sense of ¨international agility¨5. A suggestion for an MBA in regarding this topic is to include an exchange experience and international internships. 3. Blamed managers The manager of the future needs to be more humble, having a humble attitude. A suggestion to develop this attitude is to include topics about ethics in the MBA. Though this does not have to be a whole course, an introduction would be sufficient. 4. Governmental intervention One main competency is a social one. It has to do with communication. Dealing with the government is more a task for specific managers such as the one responsible for public relations. Therefore devoting special attention to this topic is not very important or relevant within an MBA. 5. Low-cost competition These topics are typically taught within the field of Marketing. But since, issues regarding pricing also gives an reflection of the company, this also should be taught in a strategic way. Managers needs to 5 In vivo: term used by interviewee APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 47
  48. 48. be intelligent about the value segments the company is targeting to. The pricing topic is often neglected , therefore a clear understanding of the consequences of pricing is necessary. Globalization 6. Fit to intercultural environment ¨It is all about soft skills¨. Further, managers needs to be sensibilized for the intercultural environment. This means knowing how to deal with people from other cultures, how not to offend them, how to negotiate etc. Therefore, offering organizational behavior as a course might be helpful, to give them insight into these topics. 7. Flatter organizational structure Knowing how to manage a team is important. But this is something that needs to be learned on the job. 8. Manage multicultural teams This is linked to the answer to question 6. Internships abroad would help. Organizational Demography 10. Prevent critical knowledge from being lost Managers should know how to offer perspective to the employees. Perspective about the future (security). Managers should be able to assign responsibility and clear tasks to employees in order to motivate them. In short, it is about competencies to design a career path and to motivate employees. To share knowledge collaboration is very important. Managers need to set the right settings for making knowledge sharing happening. 11. Different generations Soft skills are needed. Managers need to be able to solve problems, conflicts and be sensible to the generation topic. For this last point having case-studies could be usefull in order to analyse some actual conflicts (it´s causes and solutions). Corporate Social Responsibility 12. Pressure from stakeholders, expected attitudes Sensibility to this the importance of CSR is crucial. The MBA experience should be opened for this. 13. Reputation The company needs to transmit this as a whole. Therefore, an MBA would not help. Though there is an indirect relationship with the behavior of managers. Good soft skills  better organizational performance  reputation. 14. Green Economy Managers need to be aware of the opportunities that are here. They should have a clear insight in the different industries and its opportunities on the dimension of green economy. So they need strategic competencies and the right analytical skills to judge its potential. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 48
  49. 49. 15. Gender diversity Many companies are giving importance to this, because the ¨big mass¨ (customers) place a value on this topic. Managers need to be sensibilized about diversity and what it means. 16. Other forms of diversity There is a strong need for managers to see diversity as an asset for the future. Part C Recommendations for the MBA 9. Information and Communication Technologies In the MBA students should be forced to to use these technologies. Some ¨macro´s¨ would also be useful in just one course. 17. Three main competencies ideally Hard competencies are still very important (economics, calculation etc.) Soft competencies that gain in importance are linked to the ability to be versatile in an international environment. To learn this, practical experience or an internship is useful. 18. Occasional teacher, what and how The interviewee would teach strategic subjects, marketing change and pricing. It should be done by combining theory and practice. ¨Putting the essentials in practice¨. The balance should be 50%- 50%. 19. Pedagogical methods Theory; by using books and articles, include case-studies and teamwork: this could increase the soft skills (teamwork is according to the interviewee lacking at Luiss). The teams should be predefined based on diversity, homogeneity should be avoided in teams. This could increase the opportunity to exchange world views. Alumni 20. Best you gained The network of people, and the multiple possibilities to meet new people to get information about new jobs new opportunities. 21. Most useful for professional career This depends on the career path you choose. The entrepreneurial topics and marketing. 22. MBA today, what topics Strategy, marketing, sales and finance. Soft skills, how to deal with cultures and mindsets. 23. Crucial experience during an MBA Time management this was inherent in the tasks and projects. These forces you to work in a team and to work under pressure. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 49
  50. 50. Interview summary Category (2) Vito DI GIOIA and Joanna DINOLFO June 14th 2010 Marketing and Business Development (V. DI GIOIA) Project Manager EURO 2016 (J. DINOLFO) At Federazione Italiana Giucco Calcio Sports industry Alumni: MBA LBS (J. DINOLFO) Part A external factors 1. Most important external factor Government and public sector in general, economic situation, and results of the national soccer team. Part B competencies Economics 2. Economic dominance, BRIC countries Managers need to be able to discuss and interact with these new evolving countries. Also called an ¨international attitude¨. Managers have to be more international, used to work together with different people (improve international attitude). 3. Blamed managers 4. Governmental intervention Managers need to have a 360 degrees vision of the business, deep understanding of the national and international situation, negotiation skills, diplomatic attitudes, relationships to work with externals typical for the public sector. Intangible aspects of competencies, personal skills to enter relationships are much more important. This is very difficult to improve in an MBA, the concept of an international MBA becomes very important. Because in fact you are already studying in an diverse context which means that you are forced to have these relationships. 5. Low-cost competition APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 50
  51. 51. Globalization 6. Fit to intercultural environment 7. Flatter organizational structure Attitude to work with other people, capability to work with them. Teamwork. In an MBA, sports can be included ( in terms of teambuilding). 8. Manage multicultural teams 9. Information and Communication Technologies These matters need to be studied more deeply in an MBA for a longer period. If it can be seen as distribution of knowledge this has to be studied more deeply. MBA should be focussed and updated about the new technologies. ICT issues and updates need to be linked to the subject of the courses itself. And the course has to be rich of practical insights (case-studies). Organizational Demography 10. Prevent critical knowledge from being lost Manager have to be able to train, teach and prepare another person to take over. To be positive to share knowledge with others. 11. Different generations Younger generation should be able to understand the different generations and the roots of the company. Some young people think that they can do everything. They have to be more humble towards the organization, because experience is very difficult to learn from outside. Internship is very important to prepare the student for the future in the company. They can get an insight into the existing generations within the company (ms. D) Corporate Social Responsibility 12. Pressure from stakeholders, expected attitudes The impacts of the events are very important in the local environment. Managers need more horizontal competencies. 360 degree understanding of the organizations and its impacts. They recognize the organization by its events has a big impact on the¨ local moods¨. Therefore wide competencies are needed. Developed in an MBA: organization of a city, city management, all the impacts of an event on the city in many different terms. 13. Reputation Competencies have to be good communication which is very transparent and coherent, external communication is becoming important for CSR. How to teach these communication skills (Ms. D): direct experiences in work, multicultural classrooms. Pro activity is very important; this means in her opinion collaboration and having a good communication. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 51
  52. 52. 14. Green Economy Study the different business models with different perspectives under the perspective of green economy. Case-studies of particular sectors and direct examples. 15. Gender diversity Understanding the diversity. Understand the different ways of working and his or her problems due to gender. Managers need to be able to understand the people in terms of character, diversity, skills, capability in order to get the best out of the people. 16. Other forms of diversity Part C Recommendations for the MBA 17. Three main competencies ideally Information and communication competencies, communication, building (multicultural) relationships. Good level in IT and its new opportunities for business. CSR mindset 18. Occasional teacher, what and how Impact of activities on the people, social impacts (market activity). Linked to CSR. Legacy of the events is interesting to tell (Ms. D). Efficient way to teach: Talk about own experience, 19. Pedagogical methods Start from the real case, experience of the actual manager, to understand the different points of views of the managers have. Concrete cases are valuable. Alumni 20. Best you gained Experience in the classroom with colleges from different backgrounds, different previous work experience. 21. Most useful for professional career All subjects were useful to get 360 degree overview. Marketing was important. 22. MBA today, what topics Communication, CSR, more ICT 23. Crucial experience during an MBA Internship, the organization of the MBA courses (in terms of workload) cause it is similar to the actual working life, the rhythm and group-work is important. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 52
  53. 53. Interview summary Category (2) Fabio MENIS June 15th, 2010 Marketing consultant at IBM Business Consulting Services Management Consulting LBS MBA alumni Part A external factors 1. Most important external factor Recession. Decrease of the business. Focus on where to create value, innovating. Part B competencies Economics 2. Economic dominance, BRIC countries Capable of interacting with someone that does not speak your language, understand different approaches. Think globally. During an MBA, bring people abroad, give opportunity to live in a very different place. Have an experience out of Italy. This way you learn how to manage diversity. 3. Blamed managers Integrity and ethics. How to make money respecting people. To develop these qualities, CSR could be an item of study in an MBA. Understand how company act ethically, having external positive outcomes to the society. Studying real examples supported by theory. It is a sensibility, awareness. 4. Governmental intervention Institutional relationships. Create a link with public sector. Get more visibility in what they do. Dealing with complexity. To be able to build trust and win-win relationship. In an MBA, talk about how the public sector is important for the society, how it needs to modernize he system and how a private company can develop a trust relationship with the public sector. 5. Low-cost competition It means lower internal costs. So efficiency. Use properly and accurately resources to deliver quality to the client. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 53
  54. 54. Globalization 6. Fit to intercultural environment Listening, try to understand others. Understand why someone goes in a certain direction, has a certain behavior in a certain situation. “Try to be open”. It is hard to teach, you can increase sensitivity and awareness to this behavior. 7. Flatter organizational structure Empowerment, entrepreneurial attitude, managing your work as if it was your own company. Managing resources and taking risks. An MBA program naturally supports this mindset. 8. Manage multicultural teams Capability of solving conflicts. Putting together different views in order to shift the multicultural items from an issue to an opportunity. This is taught in an MBA. 9. Information and Communication Technologies Be prepared/ready/eager to learn everyday something new. Will. Be open in learning as much as possible. Organizational Demography 10. Prevent critical knowledge from being lost Be capable of understanding and identifying what is the critical knowledge. Then retention measures. Formal and structured performance management system. Make jobs appealing, understand the psychology and wishes of employees. Managerial development. Well taught during an MBA. 11. Different generations Young managers must recognize the value of experience. Complementarity of energy and knowledge: managers need to learn how to be match these two. Corporate Social Responsibility 12. Pressure from stakeholders, expected attitudes Integrity. Respect of guiding principles: not only achieve business benefits but also social values. Moral code/ ethical code to follow. MBA can give guideline, tools to manage a lot of situations, deal with complex issues. 13. Reputation Organizational behavior. Having a critical look on one’s company. Look for feedback, especially directions for improvement. Communication skills. Be rational and lucid. 14. Green Economy Being aware and knowledgeable about what is green economy. Could be taught in an MBA, explaining how an economy becomes green with facts. Informing a lot. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 54
  55. 55. 15. Gender diversity Be capable of managing the different issues that different categories have (ex: pregnant woman). Each manager should be sensitive to this. So sensibility, understanding. Flexibility. 16. Other forms of diversity Black and white, sexual diversity. Ex: in Italy not full acceptance of homosexuality. Diversity could be an interesting topic. Testimony from somebody living the diversity. Vision of diversity as an opportunity. Part C Recommendations for the MBA 17. Three main competencies ideally Problem solving. Identifying the most important information to make decisions. Identifying priorities. Good technical abilities are always useful. Knowing about technical details to understand what the team is doing. In an MBA, bring a broad knowledge of many topics. 18. Occasional teacher, what and how Workload analysis, organizational design. HR processes and change management. Managing people’s expectations. Performance management. Communication. Theory and exercises. Testimonies of change management and impact on management. 19. Pedagogical methods Real exercise after transfer of theory. Balance practice theory: 25-30% basic theory, and the rest applying with exercises. Alumni 20. Best you gained Self-confidence in many kind of situations. Ability to understand many situations. 21. Most useful for professional career Topics related to managing people. Organization design, interact effectively in professional environments. Analyzing finance. Managerial development. 22. MBA today, what topics Managing people. Project work. 23. Crucial experience during an MBA Internship, “a bridge between the classroom and the company”. Part D Additional questions (that do not belong anywhere else) APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 55
  56. 56. Interview summary Category (2) Fabiola CIARALLI June 21st 2010 Head of BU Power Trading & Portfolio Management at AceaElectrabel Trading S.p.A. Oil and energy Industry Part A external factors 1. Most important external factor This is the movement in prices of the commodities of energy and all the fuels. And second, the energy market in Italy. Part B competencies Economics 2. Economic dominance, BRIC countries People should be able to understand the economics of these kind of countries. This is necessary in order to foresee the future market and recognize points to develop and have insights in differences between markets. A suggestion how to develop this is to read the news. Macro-economic competencies are also very important, of these measured countries. 3. Blamed managers Every company has a big financial impact. Managers should have an idea of the financial impact of the company: ¨they should have an overview¨. Looking more at the attitudes they should have, in Italy there is a big difference between managers dealing with finance or other managers. Operational managers don´t know much about finance. In order for them to cooperate with CFO and to avoid big conflicts, it is better if they have knowledge about finance. 4. Governmental intervention Negotiation skills are very important. Especially in Italy all the rules are influenced by the government. The government influences the market. Managers need the capability to explain the problem and to cooperate with the government. Communication, negotiation and lobbying is important for this. In an MBA this is developed by having relationships. It should not be a course of study, but the possibility to network. APPENDIX LUISS BUSINESS SCHOOL, JULY 2010 56

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