1 NEW TRENDS IN MANAGEMENT EDUCATION IN EASTERN EUROPE Marc LUYCKX GHISI Dean Cotrugli Business Academy Zagreb, Croatia

11

NEW TRENDS IN NEW TRENDS IN MANAGEMENT MANAGEMENT EDUCATION IN EDUCATION IN

EASTERN EUROPEEASTERN EUROPE

Marc LUYCKX GHISIMarc LUYCKX GHISI

Dean Cotrugli Business Dean Cotrugli Business AcademyAcademy

Zagreb, Croatia.Zagreb, Croatia.

22

NEW TRENDS ?NEW TRENDS ?

Eastern Europe and the Balkans have Eastern Europe and the Balkans have a hidden competitive advantage. a hidden competitive advantage. They are more open to the future They are more open to the future than Western Europeansthan Western Europeans

Probably because of their recent and Probably because of their recent and older story.older story.

They have been obliged in 50 years They have been obliged in 50 years to adopt communism and abandon it.to adopt communism and abandon it.

33

NEW TRENDS ? IINEW TRENDS ? II

They are now eager to find a place in They are now eager to find a place in the new capitalist industrial world.the new capitalist industrial world.

And to join the European Union if it is And to join the European Union if it is possible…possible…

But it seems that they also have less But it seems that they also have less objections to shift further to the post objections to shift further to the post industrial, post capitalist knowledge industrial, post capitalist knowledge economy.economy.

44

NEW TRENDS ? IIINEW TRENDS ? III

Comparing my students in Rouen Comparing my students in Rouen (France) and in Zagreb, I find a (France) and in Zagreb, I find a difference of creativity and difference of creativity and motivations.motivations.

East europeans are smart and more East europeans are smart and more open to the change.open to the change.

They are more ready to innovate and They are more ready to innovate and to take risks.to take risks.

55

NEW TRENDS ?NEW TRENDS ?

But they have also much less But they have also much less security of employment and carreers.security of employment and carreers.

They are more obliged than others to They are more obliged than others to be proactive and creative.be proactive and creative.

Their actual Their actual insititutionsinsititutions are not are not always transparent. OK. But always transparent. OK. But everyone knows that they will everyone knows that they will change and possibly improve, if they change and possibly improve, if they enter the EU… enter the EU…

66

EXAMPLESEXAMPLES

COTRUGLI BUSINESS ACADEMY, in COTRUGLI BUSINESS ACADEMY, in ZAGREB, Croatia, is one example of ZAGREB, Croatia, is one example of innovation in management innovation in management education. (Drazen KAPUSTA)education. (Drazen KAPUSTA)

« SEAVUS » is a very innovative « SEAVUS » is a very innovative company in Macedonia.(Igor LESTAR)company in Macedonia.(Igor LESTAR)

Both will be presented here in this Both will be presented here in this congress. congress.

77

CBA’s HYPOTHESIS (I)CBA’s HYPOTHESIS (I)

Our hypothesis is that we are worldwide Our hypothesis is that we are worldwide going full speed towards the knowledge going full speed towards the knowledge economy.economy.

EU Lisbon Strategy (2000-2010)EU Lisbon Strategy (2000-2010) EU economy is already 45% in this EU economy is already 45% in this

knowledge economy, which according to knowledge economy, which according to Peter DRUCKER is post capitalist.Peter DRUCKER is post capitalist.

The «classical» Management education The «classical» Management education prepares only for today’s industrial, prepares only for today’s industrial, capitalist non sustainable, societycapitalist non sustainable, society

88

CBA’s HYPOTHESIS (II)CBA’s HYPOTHESIS (II)

CBA has has decided to have a CBA has has decided to have a « two « two legs approach »legs approach » to management to management education.education.

One legOne leg is education for the industrial is education for the industrial capitalist economycapitalist economy

The second legThe second leg is education for the is education for the post-industrial, and post capitalist, post-industrial, and post capitalist, knowledge economy.knowledge economy.

99

CBA’s HYPOTHESIS (III)CBA’s HYPOTHESIS (III)

Now students discover that this Now students discover that this second leg approach asks from them second leg approach asks from them new skills, and a new vision of the new skills, and a new vision of the market, of concurrentce, market, of concurrentce, competition,… competition,…

They must understand They must understand « intangible « intangible assets »assets » which are forcing them to which are forcing them to take into account new factors like the take into account new factors like the environment and social inclusion.environment and social inclusion.

1010

CBA’s HYPOTHESIS (IV)CBA’s HYPOTHESIS (IV)

This changes the CEO’s image and This changes the CEO’s image and the company’s image.the company’s image.

We must prepare our students for We must prepare our students for this new world, with a new this new world, with a new Management education strategy.Management education strategy.

Thus our Management education is Thus our Management education is really twofold. really twofold.

We are preparing our students for 2 We are preparing our students for 2 societies and 2 economies.societies and 2 economies.

1111

CBA’s HYPOTHESIS (V)CBA’s HYPOTHESIS (V)

Most of our students understand and Most of our students understand and approve our vision and our education approve our vision and our education proposal. Not all.proposal. Not all.

Some are really enthusastic and Some are really enthusastic and understand fully.understand fully.

We consider our duty to help Croatia We consider our duty to help Croatia to « leapfrog» to the post-industrial to « leapfrog» to the post-industrial society, and be excellent in the 21 st society, and be excellent in the 21 st century.century.

1212

CBA’s FUTURECBA’s FUTURE

Drazen KAPUSTA, CEO of CBA will Drazen KAPUSTA, CEO of CBA will explain how CBA is planning the explain how CBA is planning the future…future…

1313

SEAVUSSEAVUS

I have recommended SEAVUS, I have recommended SEAVUS, because it appears to be one of the because it appears to be one of the most innovative company in the most innovative company in the region.region.

Igor LESTAR CEO of SEAVUS will Igor LESTAR CEO of SEAVUS will explain explain • How the How the companycompany works works• What his company expects from What his company expects from

Management education in the XXIst Management education in the XXIst century…century…

1414

EASTERN EUROPEEASTERN EUROPE

I believe in the potential of Eastern I believe in the potential of Eastern Europe, and specially the Balkans.Europe, and specially the Balkans.

Because they have had hard times Because they have had hard times and are most of the time open to the and are most of the time open to the future, at least among our business future, at least among our business students.students.

They have a potential to be able to They have a potential to be able to leapfrog to the next post industrial leapfrog to the next post industrial society, and pull the rest of Europe…society, and pull the rest of Europe…

1515

THE NEW DEBATE THE NEW DEBATE ON MANAGEMENT ON MANAGEMENT

EDUCATIONEDUCATION

Bangalore, august 17,18,2007Bangalore, august 17,18,2007 Marc Luyckx Ghisi CBA Dean, expert Marc Luyckx Ghisi CBA Dean, expert European CommissionEuropean Commission

1616

DRUCKER ON POST DRUCKER ON POST CAPITALISMCAPITALISM

We are far enough advanced into the We are far enough advanced into the new post-capitalist society to review new post-capitalist society to review and revise the social, economic, and and revise the social, economic, and political history of the Age of political history of the Age of Capitalism and of the nation-state. …Capitalism and of the nation-state. …That the new society will be both a That the new society will be both a non-socialist and a post-capitalist non-socialist and a post-capitalist society is practically certain. And it is society is practically certain. And it is certain also that its primary resource certain also that its primary resource will be knowledge. (page 4).”will be knowledge. (page 4).”

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DRUCKER: OLD MANAGEMENTDRUCKER: OLD MANAGEMENT

““When I first began to study management, When I first began to study management, during and immediately after World War II, during and immediately after World War II, a manager was defined as a manager was defined as “someone “someone who is responsible for the work of who is responsible for the work of subordinates.”subordinates.” A manager in other A manager in other words was a “boss”, and management was words was a “boss”, and management was a rank of power. This is probably still the a rank of power. This is probably still the definition good many people have in mind definition good many people have in mind when they speak of “managers” and when they speak of “managers” and “management”.“management”.

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DRUCKER: NEW MANAGEMENTDRUCKER: NEW MANAGEMENT

““The right definition of a manager is one The right definition of a manager is one who is “who is “responsible for the application responsible for the application and performance of knowledge”.and performance of knowledge”. This This change means that we now see knowledge change means that we now see knowledge as the essential resource. Land, labour, as the essential resource. Land, labour, and capital are important chiefly as and capital are important chiefly as restraints. Without them, even knowledge restraints. Without them, even knowledge cannot produce. Without them even cannot produce. Without them even management cannot perform. But where management cannot perform. But where there is effective management, that is there is effective management, that is application of knowledge to knowledge, application of knowledge to knowledge, one can always obtain the other one can always obtain the other resources.”resources.”

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QUESTION ON EDUCATIONQUESTION ON EDUCATION

Are Are ourour management education management education schools able to schools able to prepareprepare managers to managers to be be responsible for the application responsible for the application and performance of knowledge ?and performance of knowledge ?

Naturally we have to prepare them Naturally we have to prepare them also for the industrial societyalso for the industrial society

But are we sufficiently aware that we But are we sufficiently aware that we have to really prepare our students have to really prepare our students for a different future?for a different future?

2020Bangalore, august 17,18,2007 Marc Luyckx Ghisi CBA Dean, expert European Commission

Transmodern Business

Knowledge SocietyTRANSMODERN

Danger

Industrial leftovers who have not grasped the changeAgrarian

premodern

Agrarianleftovers

Culturalcreatives

IndustrialMODERN

Sept. 11, 2001?

New Women-Men Partnership Society

End ofPatriarchal Society

Transmodern Business

Knowledge SocietyTRANSMODERN

Danger

Industrial leftovers who have not grasped the changeAgrarian

premodern

Agrarianleftovers

Culturalcreatives

IndustrialMODERN

Sept. 11, 2001?

New Women-Men Partnership Society

End ofPatriarchal Society

Transition to TransmodernTransition to Transmodern

Death ?Death ?

2121

WHY KNOWLEDGE WHY KNOWLEDGE SOCIETY?SOCIETY?

UNESCO (2005) has also made an UNESCO (2005) has also made an important declaration on the important declaration on the « Knowledge society ».« Knowledge society ».

Distinguishing « information Distinguishing « information society » as still industrial with more society » as still industrial with more ICT, and « knowledge society » as a ICT, and « knowledge society » as a new post industrial and new post industrial and sustainable/inclusive society.sustainable/inclusive society.

2222

WHY KNOWLEDGE SOCIETY ?WHY KNOWLEDGE SOCIETY ?

The EU Head of State have decided The EU Head of State have decided in March 2000 that the EU has to be in March 2000 that the EU has to be the most competitive economy in the the most competitive economy in the knowledge society before 2010.knowledge society before 2010.

And this must happen in a And this must happen in a completely sustainable and socially completely sustainable and socially inclusive way.inclusive way.

This is what is called « This is what is called « The Lisbon The Lisbon Strategy 2000-2010).Strategy 2000-2010).

2323

DEFINITIONSDEFINITIONS Data:Data: what is on the web, non- what is on the web, non-

organisedorganised Information:Information: is already sorted by is already sorted by

« google ». « google ». Overabundance.Overabundance. Knowledge:Knowledge: is created by is created by human human

brains interacting in networksbrains interacting in networks Wisdom:Wisdom: takes future into account! takes future into account! KnowledgeKnowledge, Wisdom, Wisdom are are rarerare. Not . Not

enough. enough. Bangalore, august 17,18,2007 Marc Luyckx Ghisi CBA Dean, expert European

Commission

2424

EXAMPLE: ASCOEXAMPLE: ASCO

ASCO won the bid of the EU ASCO won the bid of the EU Commission for running its site. Huge Commission for running its site. Huge contract.contract.

ASCO has 48 hours to translate into 15 ASCO has 48 hours to translate into 15 languages all productions of the EU languages all productions of the EU Commission.Commission.

Computers and capital are 20%Computers and capital are 20% 80% of the company’s value are its 80% of the company’s value are its

peoplepeople

2525

A NEW WORLD...A NEW WORLD...1.1. New tool of productionNew tool of production : : human brainhuman brain2.2. New CEONew CEO: Enabling creativity and sharing, : Enabling creativity and sharing, 3.3. New New human-centeredhuman-centered management management4.4. New value creation process : New value creation process : adding K to K.adding K to K.5.5. New TradeNew Trade: from : from Free TradeFree Trade to to Free SharingFree Sharing6.6. New measurementsNew measurements = = qualitative “qualitative “intangibles”intangibles”

7.7. New strategyNew strategy: beyond war: : beyond war: win-win win-win not win-loosenot win-loose8.8. New definition of ProgressNew definition of Progress = qualitative = qualitative9.9. Beyond patentingBeyond patenting towards towards “Open Source”“Open Source”10.10. Beyond pyramidsBeyond pyramids towards towards networksnetworks11.11. Capitalizing on Capitalizing on cultural cultural capital + capital + gendergender capital capital

Bangalore, august 17,18,2007 Marc Luyckx Ghisi CBA Dean, expert European Commission

2626

1. NEW TOOL OF 1. NEW TOOL OF PRODUCTION PRODUCTION

The tool of production is not anymore The tool of production is not anymore machine + technol.+ €machine + technol.+ €

It is human brain + networks for It is human brain + networks for sharing knowledge in order to create sharing knowledge in order to create new Knowledge. new Knowledge.

This This new tool of productionnew tool of production is more is more important than important than capitalcapital and and technoltechnol. .

Hence Post capitalist society (Peter Hence Post capitalist society (Peter Drucker).Drucker).


2727

ASCOASCO

The new tool of production are the The new tool of production are the translators…translators…

Better treat them well…Better treat them well…

2828

2. 2. NEW VALUE CREATION NEW VALUE CREATION PROCESPROCES

INDUSTRIAL SOC.INDUSTRIAL SOC. Add value to Add value to objectobject From steel to car !From steel to car ! Tool is Tool is MachineMachine Humans are Humans are costcost Management is Management is

machinemachine-centered-centered Machine is Machine is centralcentral

KNOWLEDGE KNOWLEDGE SOC.SOC.

Create new KCreate new Knowl.nowl. From data info to KFrom data info to K Tool is Tool is HumanHuman Humans are Humans are capitalcapital Management is Management is

HumanHuman-centered-centered Machine is Machine is secondsecond


2929

ASCOASCO

The value creation process here is to The value creation process here is to apply the translators’ knowledge on apply the translators’ knowledge on knowledge : Commission’ texts.knowledge : Commission’ texts.

Translators are the Translators are the main main tool of tool of production. production.

Computers are necessary but not Computers are necessary but not first.first.

3030

ASCOASCO

How to control the quality of translations ?How to control the quality of translations ? Through « command and control »? This is Through « command and control »? This is

impossible. What to do?impossible. What to do? Networking CocktailsNetworking Cocktails with all the with all the

« Slovenians » of Brussels. They all want a « Slovenians » of Brussels. They all want a good text and accept to collaborate in good text and accept to collaborate in improving the text. improving the text.

This full This full WIN-WIN WIN-WIN strategy…strategy… And it worked perfectly….And it worked perfectly….

3131

3. NEW 3. NEW MANAGEMENTMANAGEMENT

Human capital is central because it is Human capital is central because it is caring for the tool of production: caring for the tool of production: Please come back! Please come back!

Thus Thus Management : shifts 180° Management : shifts 180° towards human centeredness = towards human centeredness = more creativity-centred, gender & more creativity-centred, gender & culture – centred.culture – centred.


3232

4 NEW CEO FUNCTION4 NEW CEO FUNCTION

Old CEO: command, control, captureOld CEO: command, control, capture New CEO: New CEO:

• enable the creativity of his “human enable the creativity of his “human capital”= tool of Productioncapital”= tool of Production

• Enable and creator of networks around Enable and creator of networks around his team. Cannot control networks!his team. Cannot control networks!

• Care for the intangible assets= brandCare for the intangible assets= brand


3333

ASCOASCO

A new CEO came in. He had bought A new CEO came in. He had bought the prosperous company.the prosperous company.

And he imposed the old industrial And he imposed the old industrial style of management.style of management.

In 48 hours, half of the personnel was In 48 hours, half of the personnel was gone…gone…

……And the Commission suspended And the Commission suspended the contract.the contract.

3434

ASCOASCO

In a few days ASCO’s Share hd lost In a few days ASCO’s Share hd lost 50% of its value.50% of its value.

An error of management can be An error of management can be terrible and fatal…terrible and fatal…

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5. 5. BEYOND TRADE (I)BEYOND TRADE (I)

If I exchange an object against If I exchange an object against money, I loose the object. This is money, I loose the object. This is “trade”: I win and I loose. “Win-“trade”: I win and I loose. “Win-Loose” logicLoose” logic

If I exchange knowledge, If I exchange knowledge, I do not I do not loose my knowledge. loose my knowledge. I win and you I win and you win. I am not trading anymore. I win. I am not trading anymore. I share. This is a “share. This is a “win-win logic” of win-win logic” of sharing.sharing.


3636

5. 5. BEYOND TRADE (II)BEYOND TRADE (II)

ININDUSTRIALDUSTRIAL SOC. SOC. Free trade Free trade of objectsof objects Industrial structureIndustrial structure PyramidsPyramids

UnemploymentUnemployment

PollutionPollution

QuantitativeQuantitative growth growth

KNOWLEDGE SOC.KNOWLEDGE SOC. Free sharing of knowl.Free sharing of knowl. PoPost-industrial st-industrial Network =value Network =value

creationcreation SSelf-creation of elf-creation of my my jobjob Dematerialization of Dematerialization of

production.production. QualitaitveQualitaitve growth growth


3737

6. 1. 6. 1. AA NEW NEW SYSTEM OF SYSTEM OF MEASUREMENTSMEASUREMENTS

« Intangible assets » is a new « Intangible assets » is a new concept invented by Karl Erik SVEIBY concept invented by Karl Erik SVEIBY (Sweden).(Sweden).

They are becoming more and more They are becoming more and more important in the knowledge societyimportant in the knowledge society

BecauseBecause the knowledge society is the knowledge society is about knowledge which is about knowledge which is immaterial, immaterial, intangible and intangible and qualitative.qualitative.


3838

6. 2. INTANGI6. 2. INTANGIBLE ASSETSBLE ASSETS

Intangibles assets = Intangibles assets = • Know how, Know how, • Reputation, Reputation, • Trust in the company, Trust in the company, • Structure of the company, Structure of the company, • Strategy (balanced scorecards)Strategy (balanced scorecards)• Relations with personnel, Relations with personnel, • Relations with clients,Relations with clients,


3939

6.3. INTANGI6.3. INTANGIBLE ASSETS (II)BLE ASSETS (II)

Relation with civil societyRelation with civil society Relation to environment Relation to environment Relation to our collective Future and Relation to our collective Future and

sustainabilitysustainability But also But also quality of the Networksquality of the Networks


4040

6.4.M6.4.MEASURING INTANGIBLE EASURING INTANGIBLE ASSETS ASSETS ??

Stock exchange measurements are still Stock exchange measurements are still looking at financial “tangible” assets looking at financial “tangible” assets (quantitative) but they increasingly look at (quantitative) but they increasingly look at “intangible” assets (qualitative). “intangible” assets (qualitative).

Today a company is measured more and Today a company is measured more and more by its intangible assets. more by its intangible assets.

Example: “Example: “Men’s WearMen’s Wear” USA. & “” USA. & “World World Business Academy”, “Spirit in Business”.Business Academy”, “Spirit in Business”.

See also Neskey: See also Neskey: www.neskey.comwww.neskey.com


4141

6. 5. Intangible indicators grow6. 5. Intangible indicators grow


Tra

nsp

are

ncy

ICT Proliferation

Financial indicators remain important

Non-financia

l indica

tors

grow in im

portance

Potential for greaterparticipation and

wider accountability

1990 2008 2020

4242

6.6. 6.6. GROWING IMPORTANCE GROWING IMPORTANCE OF INTANGIBLE ASSETS (II)OF INTANGIBLE ASSETS (II)

0%

10%

20%

30%

40%

50%

60%

70%

80%

1980 2006 2010 2020

Tangible

Intangible


4343

ASCO: INTANGIBLE ASSETSASCO: INTANGIBLE ASSETS

In two days ASCO shares lost 50%, In two days ASCO shares lost 50%, because their reputation was down…because their reputation was down…• In the Commission: contractorIn the Commission: contractor• Among the workers: producersAmong the workers: producers• In the consumers community: readersIn the consumers community: readers

Intangible assets here are 90% !Intangible assets here are 90% !

4444

7. NEW BUSINESS STRATEGY/ 7. NEW BUSINESS STRATEGY/ WIN-WINWIN-WIN

Old business strategy is warlike. Old business strategy is warlike. Battlefield images are frequent. Battlefield images are frequent. Patriarchal values dominate: “win-Patriarchal values dominate: “win-loose”loose”

New business strategy: much less New business strategy: much less violent, “competition through violent, “competition through collaboration” is the new motto.collaboration” is the new motto.

Knowledge behaves like love!Knowledge behaves like love!


4545

ASCO & WIN-WINASCO & WIN-WIN

Impossible for ASCO to have a Impossible for ASCO to have a command and control strategy…command and control strategy…

It is It is obligedobliged to have a win-win to have a win-win approach.approach.

4646

8. NEW DEFINTION OF 8. NEW DEFINTION OF PROGRESSPROGRESS

The industrial & modern definition of The industrial & modern definition of progress is quantitative. More is progress is quantitative. More is better.better.

This definition is UNSUSTAINABLEThis definition is UNSUSTAINABLE The knowledge society implies a The knowledge society implies a

qualitative qualitative definition of progress.definition of progress. Good new! this allows a reorientation Good new! this allows a reorientation

of our societies towards sustainabilityof our societies towards sustainability


4747

9. BEYOND PATENTING9. BEYOND PATENTING

The whole of the industrial production The whole of the industrial production system is based on secrecy and patenting. system is based on secrecy and patenting. I have this technology and you have not. I have this technology and you have not. So I win!So I win!

““Information and knowledge always leak”Information and knowledge always leak” In the knowledge economy we will NOT be In the knowledge economy we will NOT be

able to maintain secrecy & patenting. able to maintain secrecy & patenting. See generic medecines, I-Pod music, etc,.See generic medecines, I-Pod music, etc,.


4848

10. BEYOND PYRAMIDS TOWARDS 10. BEYOND PYRAMIDS TOWARDS NETWORKS NETWORKS

Pyramids are the « normal » Pyramids are the « normal » structure of industrial organizationsstructure of industrial organizations

But knowledge is created only in But knowledge is created only in networks. This is the shape that networks. This is the shape that could prevail in the XXIst century.could prevail in the XXIst century.

Pyramids are all in crisis Pyramids are all in crisis everywhere. In Busienss, everywhere. In Busienss, Governments, Military, Churches, Governments, Military, Churches, NGO’s, etc.NGO’s, etc.


4949

ASCO = NETWORK !ASCO = NETWORK !

Impossible to survive as pyramid!Impossible to survive as pyramid! The new CEO tried ad killed the The new CEO tried ad killed the

company in a few days !company in a few days !

5050

11. CAPITALIZING ON CULTURAL 11. CAPITALIZING ON CULTURAL AND GENDER CAPITALAND GENDER CAPITAL

Unexpectedly, culture and gender Unexpectedly, culture and gender diversity becomes important as they diversity becomes important as they feed creativityfeed creativity

The knowledge management is thus The knowledge management is thus potentially socially inclusive and potentially socially inclusive and sustainablesustainable

The “Lisbon strategy” was thus The “Lisbon strategy” was thus excellent and forward looking.excellent and forward looking.


5151

CONCLUSION CONCLUSION : : NEW NEW VALUES…VALUES…

Underlying values needed in the Underlying values needed in the industrial capitalist society are industrial capitalist society are freedom, initiative, ceativity…freedom, initiative, ceativity…

NEW Values are needed: NEW Values are needed: • Freedom (of sharing)Freedom (of sharing)• Solidarity, Caring, RespectSolidarity, Caring, Respect• TransparencyTransparency• Concern for the Common GoodConcern for the Common Good


5252

Consequences for the Business (II)Consequences for the Business (II)

IN US, only 10% of the «Knowledge IN US, only 10% of the «Knowledge society» business has survived the society» business has survived the dot.com crash.dot.com crash. Example: CISCO Example: CISCO

Because they have changed :Because they have changed :• The tools (ICT)The tools (ICT)• The structure of their enterpriseThe structure of their enterprise• The underlying vision of their scope and The underlying vision of their scope and

values values (Verna ALLEE)(Verna ALLEE)


5353

Consequences for the businessConsequences for the business

90 % of the EU Business leaders stick 90 % of the EU Business leaders stick to the old industrial strategies:to the old industrial strategies:• More capital + advanced technologyMore capital + advanced technology

10% of the EU Business leaders 10% of the EU Business leaders change their strategy:change their strategy:• Capital+ Technology.+Capital+ Technology.+human human creativcreativ• Entreprise in Entreprise in NetworkNetwork : :win-win strat.win-win strat.• Personnel is not a cost but Personnel is not a cost but key assetkey asset


5454

Business & society :Business & society :A new relationA new relation

Industrial objects are “tangibles” & Industrial objects are “tangibles” & ethically neutral.ethically neutral.

Knowledge is “intangible” & always Knowledge is “intangible” & always linked to a meaning and thus to linked to a meaning and thus to ethics.ethics.

Producing knowledge thus involves a Producing knowledge thus involves a meaning and a business reputation = meaning and a business reputation = an an “intangible” “intangible” asset.asset.


5555

Four definitions of entrepreneurshipFour definitions of entrepreneurship

1.1. Agrarian Agrarian : Conquer More land : Conquer More land 2.2. IndustrialIndustrial : Conquer Markets. CEO : Conquer Markets. CEO

controls and knows.controls and knows.3.3. Knowledge entrepreneurKnowledge entrepreneur : cares for : cares for

human capital, fosters creativity, human capital, fosters creativity, Sustainable. Facilitator. Sustainable. Facilitator.

4.4. ““Spiritual” entrepreneurSpiritual” entrepreneur: conscious : conscious of his mission towards the Common of his mission towards the Common Good of Humanity.Good of Humanity.


5656

CONCLUSIONCONCLUSION

5757

CHALLENGES FOR CHALLENGES FOR MANAGEMENT EDUCATIONMANAGEMENT EDUCATION

Most Business schools seem slow to Most Business schools seem slow to adapt, but Business is quick !adapt, but Business is quick !

It seems easier to innovate far from It seems easier to innovate far from the power centers: Croatia, the power centers: Croatia, Macedonia, Bulgaria, Serbia.Macedonia, Bulgaria, Serbia.

Croatian students response is 60% Croatian students response is 60% positive. They are the voice of CBA positive. They are the voice of CBA outside.outside.


5858

A NEW CONVERSATION?A NEW CONVERSATION? India is a leader in Knowledge India is a leader in Knowledge

economy.economy. But is India enough aware of the post But is India enough aware of the post

industrial dimension?industrial dimension? India has also been the creator of the India has also been the creator of the

greatest religions in the worldgreatest religions in the world


5959

A NEW CONVERSATION ?A NEW CONVERSATION ?

Could we not initiate with India, a Could we not initiate with India, a new conversation new conversation • on Management education in the on Management education in the

knowledge society?knowledge society?• on spirituality and responsibility in this on spirituality and responsibility in this

new knowledge business new knowledge business • On wisdom in Business preparing for a On wisdom in Business preparing for a

really sustainable society?really sustainable society?

6060

Some good Books…Some good Books… Peter DRUCKER: “Peter DRUCKER: “Post capitalist societyPost capitalist society”, ”,

Harper Business, New York, 1993.Harper Business, New York, 1993. Verna ALLEE: “Verna ALLEE: “The future of knowledge” The future of knowledge”

Elsevier Science, 2003, USA.Elsevier Science, 2003, USA. Jeremy RIFKIN: “Jeremy RIFKIN: “The European Dream: when The European Dream: when

Europe’s vision of the future is silently Europe’s vision of the future is silently eclipsing the American dream” eclipsing the American dream” Penguin 2004.Penguin 2004.

Ray ANDERSON: “Ray ANDERSON: “Mid Course correctionMid Course correction” ” 1998. 1998. www.chelseagreen.comwww.chelseagreen.com (Interface) (Interface)

World Business Academy: World Business Academy: www.worldbusiness.orgwww.worldbusiness.org


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SOME GOOD BOOKS…SOME GOOD BOOKS… ““Neskey” on intangible measurements : Neskey” on intangible measurements :

www.neskey.comwww.neskey.com David ROONEY (Australia): David ROONEY (Australia): “Handbook on “Handbook on

the Knowledge economy”the Knowledge economy” 2005. 2005. Marc LUYCKX GHISI : « Marc LUYCKX GHISI : « The Knowledge The Knowledge

society: Building a sustainable future. » society: Building a sustainable future. » editions romaines, Luxembourg. 2008. editions romaines, Luxembourg. 2008. www.leseditionsromaines.comwww.leseditionsromaines.com

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SOME GOOD BOOKS IIISOME GOOD BOOKS III

Marc LUYCKX GHISI: Marc LUYCKX GHISI: "A win–win strategy "A win–win strategy for the European Union in the knowledge for the European Union in the knowledge society"society" published in the "published in the "European European Visions for the knowledge age: a quest for Visions for the knowledge age: a quest for a New Horizon in the information societya New Horizon in the information society". ". Paul KIDD(Ed.) Cheshire Henbury, UK, Paul KIDD(Ed.) Cheshire Henbury, UK, 2007.2007.

Documents

1 NEW TRENDS IN MANAGEMENT EDUCATION IN EASTERN EUROPE Marc LUYCKX GHISI Dean Cotrugli Business Academy Zagreb, Croatia