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

NEW TRENDS IN NEW TRENDS IN MANAGEMENT EDUCATION MANAGEMENT EDUCATION

IN EASTERN EUROPEIN EASTERN EUROPE

Marc LUYCKX GHISIMarc LUYCKX GHISI

Dean Cotrugli Business Dean Cotrugli Business AcademyAcademy

Zagreb, Croatia.Zagreb, Croatia.

Marc Luyckx Ghisi CBA Marc Luyckx Ghisi CBA Dean, expert European CoDean, expert European Commissionmmission

January 24-25, BangaloreJanuary 24-25, Bangalore 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.



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.



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.



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…



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.



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



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.



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.



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

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

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



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.



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…



SEAVUSSEAVUS

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

• Igor LESTAR CEO of SEAVUS will explain Igor LESTAR CEO of SEAVUS will 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…



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…



THE NEW DEBATE ON THE NEW DEBATE ON MANAGEMENT MANAGEMENT

EDUCATIONEDUCATION



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 Capitalism political history of the Age of Capitalism and of the nation-state. …That the new and of the nation-state. …That the new society will be both a non-socialist and society will be both a non-socialist and a post-capitalist society is practically a post-capitalist society is practically certain. And it is certain also that its certain. And it is certain also that its primary resource will be knowledge. primary resource will be knowledge. (page 4).”(page 4).”



DRUCKER: OLD DRUCKER: OLD MANAGEMENTMANAGEMENT• ““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 who “someone who is responsible for the work of is responsible for the work of subordinates.”subordinates.” A manager in other words A manager in other words was a “boss”, and management was a rank was a “boss”, and management was a rank of power. This is probably still the definition of power. This is probably still the definition good many people have in mind when they good many people have in mind when they speak of “managers” and “management”.speak of “managers” and “management”.



DRUCKER: NEW DRUCKER: NEW MANAGEMENTMANAGEMENT• ““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, and as the essential resource. Land, labour, and capital are important chiefly as restraints. capital are important chiefly as restraints. Without them, even knowledge cannot Without them, even knowledge cannot produce. Without them even management produce. Without them even management cannot perform. But where there is cannot perform. But where there is effective management, that is application effective management, that is application of knowledge to knowledge, one can of knowledge to knowledge, one can always obtain the other resources.”always obtain the other resources.”



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?



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 ?



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.



WHY KNOWLEDGE WHY KNOWLEDGE SOCIETY ?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).



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.



EXAMPLE: ASCOEXAMPLE: ASCO

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



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



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 sharing It is human brain + networks for sharing

knowledge in order to create new knowledge in order to create new Knowledge. 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).



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…



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



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.



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….



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.



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



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 the And the Commission suspended the contract.contract.



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…



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

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

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



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



6. 1. 6. 1. AA NEW NEW SYSTEM OF SYSTEM OF MEASUREMENTSMEASUREMENTS• « Intangible assets » is a new concept « Intangible assets » is a new concept

invented by Karl Erik SVEIBY (Sweden).invented by Karl Erik SVEIBY (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 about the knowledge society is about knowledge which is knowledge which is immaterial, immaterial, intangible and qualitative.intangible and qualitative.



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,



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



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

http://www.neskey.com/



6. 5. Intangible indicators 6. 5. Intangible indicators growgrow

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



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



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% !



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!



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.



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



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,.



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.



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 !



11. CAPITALIZING ON 11. CAPITALIZING ON CULTURAL AND GENDER CULTURAL AND GENDER CAPITALCAPITAL• 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.



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



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



Consequences for the Consequences for the businessbusiness

• 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



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.



Four definitions of Four definitions of entrepreneurshipentrepreneurship

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.

CONCLUSIONCONCLUSION



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.



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



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?



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

http://www.chelseagreen.com/

http://www.worldbusiness.org/



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

http://www.neskey.com/

http://www.leseditionsromaines.com/



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

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