*Kleptocracy - applies to a government "that extends the personal wealth and political power of government officials and the ruling class (collectively, kleptocrats) at the expense of the population, sometimes without even the pretense of honest service." - wiki
*coup d'état - a sudden decisive exercise of force in politics
*Jacobo Arbenz Guzmán - Guatemalan military officer and politician, president from 1951 - 1954 until he was ousted by a coup d'état in which the US replaced him with a military junta, headed by Colonel Carlos Castillo. Arbenz had attempted to end the Latifundia system.
*Latifundia system - pieces of property covering tremendous areas. Often called haciendas in Latin America. Similarities with the Roman latifundia. Blamed for economic inequality and strife.
*26th of July Movement - In 1959, Fidel Castro led a revolution to overthrow the Fulgencio Batista government in Cuba. The name originates from the failed attack on the Moncada Barracks in 1953, an army facility in the city of Santiago de Cuba. The movement was reorganized in Mexico in 1955 by a group of 82 exiled revolutionaries (Fidel Castro, Raul Castro, and Che among others). Batista eventually fled Cuba in 1959.
*AWOL - absent without leave, abandonment of duty without permission from one's government
Thursday, July 30, 2009
Sunday, June 28, 2009
EPM
from the Architectual Record
"Architect Giancarlo Mazzanti’s Biblioteca España [record, November 2008, page 138], completed in 2007, is one of the 10 «park-libraries» built as part of the social plan for the city’s most neglected sections."
"In 1999, they [EPM] commissioned the first important urban project in Medellín’s financial center: Parque de los Pies Descalzos, or Barefoot Park, by architect Felipe Uribe de Bedout."
"In 2004, Uribe’s EPM Library and Parque de la Luz, by architect Juan Manuel Peláez, rose side by side in the financial district." "Bedecked with 300 concrete-and-steel masts, which have an average height of 72 feet and are equipped with LEDs, the park changes in mood and appearance throughout the day and the year, according to the position of the sun and the shadows cast. Because of financial constraints, however, the masts are not regularly illuminated, as originally envisioned."
"According to national statistics, in 1991 the number of homicides in Medellín was 381 for every 100,000 inhabitants. By 2005 that number had dropped to 34. The role of strategic city planning and dynamic architecture in this dramatic change is undeniable."
^by Jimena Martignoni is based in Buenos Aires and writes on Latin American architecture and landscape design.
from the Architectual Record
"Architect Giancarlo Mazzanti’s Biblioteca España [record, November 2008, page 138], completed in 2007, is one of the 10 «park-libraries» built as part of the social plan for the city’s most neglected sections."
"In 1999, they [EPM] commissioned the first important urban project in Medellín’s financial center: Parque de los Pies Descalzos, or Barefoot Park, by architect Felipe Uribe de Bedout."
"In 2004, Uribe’s EPM Library and Parque de la Luz, by architect Juan Manuel Peláez, rose side by side in the financial district." "Bedecked with 300 concrete-and-steel masts, which have an average height of 72 feet and are equipped with LEDs, the park changes in mood and appearance throughout the day and the year, according to the position of the sun and the shadows cast. Because of financial constraints, however, the masts are not regularly illuminated, as originally envisioned."
"According to national statistics, in 1991 the number of homicides in Medellín was 381 for every 100,000 inhabitants. By 2005 that number had dropped to 34. The role of strategic city planning and dynamic architecture in this dramatic change is undeniable."
^by Jimena Martignoni is based in Buenos Aires and writes on Latin American architecture and landscape design.
Thursday, June 25, 2009
View from the biblioteca
School is not in session. But just take a look at this view! Honestly, I'm almost glad that Americans are scared to travel here because it adds to Colombia's authenticity. This city is for the people. No tourist traps, no rollercoasters. During my first conversation with the other "foreign" exchange students in my class, it was mentioned that the people here [Colombia] were particularly more friendly than other places in South America. I asked my dad about this and he said that it may be because of the support for President Álvaro Uribe. Having been described as one of the best Presidents in Colombia over the past 100 years, Uribe was awarded the Presidential Medal of Freedom bestowed by President George Bush on January 13, 2009. His ratings were estimated around 70% after his second year in office (and that's after winning the 2002 election with 53%).
Based on a 2004 Boston Globe article and referenced in Wikipedia, "According to official government statistical information from August 2004, in two years, homicides, kidnappings, and terrorist attacks in Colombia decreased by as much as 50% - their lowest levels in almost 20 years. In 2003, there were 7,000 fewer homicides than in 2002 - a decrease of 27%. By April 2004, the government had established a permanent police or military presence in every Colombian municipality for the first time in decades."
This blog post doesn't do justice to what Uribe has done for Colombia, or the progress that Colombia has taken over the past decade. For now, I'll say that my trip, 5 days now, has been worth every penny.
Tuesday, June 23, 2009
Management as a profession
So I think the trick to blogging is that you just have to write what you feel and not do too much thinking or try to word it perfectly or spend months doing research before you release the post. Management can share a similar ideology. Every manager is faced with a balance of action, risk assessment, and moral judgment among every problem they face.
I just read an interesting article from the Economist about how some Harvard MBA students set up an oath for this year's graduating class. The oath, as you might guess, calls for moral integrity and avoiding selfish greed. Almost half of the 400 students signed up during an unofficial ceremony. The oath was supported by some HBS professors who observe, "They [the students] want to get away from the cartoon image of business that they are taught in the classroom, to get useful practical advice on how to lead a firm in the 21st century."
I recall during the first month of my undergraduate career, creating a project on corporate virtues. In my case, Newman's Own donates all proceeds to charity. Quickly after that project, those ideas of moral integrity began to fade into the widespread, Milton Friedman belief that the sole mission of business is to maximize shareholder value. So, quite quickly, we see two bubbles that focus on the return to the investor and the return to "the enterprise and the society it serves."
Can business professors provide the guidance needed to obtain the gray in the middle? Focusing on shareholder value puts emphasis on short term profitability, market gains. Shareholders "who feel that managers have not acted in their best interest can sue them." Yet business schools are meant to produce leaders, not the ticket towards profit-or-die wave pool. Global cooperation is somewhere lost in the spectrum. It seems that the only way to provide substantial philanthropy is to become Microsoft (monopoloy, Bill Gates never attended business school), or Wal-Mart (low wages, child-labor). While it costs money to make money, does it also cost morals to enhance social welfare?
The other question relates to what value managers actually bring to an organization. My friend Joe Pelletier believes that, while leadership skills can be transferable across industries and organizations, experiential learning is what will produce exceptional leaders. "It is easy to perceive managers as having no technical skills, relative to professions like IT, doctors, lawyers, etc. It's a general problem for business schools."
The need to reform the MBA is prevalent among our generation. The need for social enhancement is seen as a primary concern among my peers. The ability to socially connect has led us to permit transparency and "enhance our brand" as Dan Schwabel would say. The MBA has not stood up to its requirement for trust. While almost no entrepreneurs pursue an MBA, legislation calling for greater transparency along with management certifications in business ethics may ameliorate the integrity of the degree. While some countries host unethical businesses, the U.S. may hold the political and social will capable of rebuilding the strength needed to lead us into the next era of globalization.
On my plane ride down to Colombia, I sat next to a bright young Colombian-American who manages his own polymer glass company. He has a PHD in polymer science and has taken some management courses to help fill his shoes. I compare my admiration for his successful career to the future that lies in front of me. I hope that when I pursue an MBA, I can meet that level of commitment and value myself as a real asset to any organization.
I just read an interesting article from the Economist about how some Harvard MBA students set up an oath for this year's graduating class. The oath, as you might guess, calls for moral integrity and avoiding selfish greed. Almost half of the 400 students signed up during an unofficial ceremony. The oath was supported by some HBS professors who observe, "They [the students] want to get away from the cartoon image of business that they are taught in the classroom, to get useful practical advice on how to lead a firm in the 21st century."
I recall during the first month of my undergraduate career, creating a project on corporate virtues. In my case, Newman's Own donates all proceeds to charity. Quickly after that project, those ideas of moral integrity began to fade into the widespread, Milton Friedman belief that the sole mission of business is to maximize shareholder value. So, quite quickly, we see two bubbles that focus on the return to the investor and the return to "the enterprise and the society it serves."
Can business professors provide the guidance needed to obtain the gray in the middle? Focusing on shareholder value puts emphasis on short term profitability, market gains. Shareholders "who feel that managers have not acted in their best interest can sue them." Yet business schools are meant to produce leaders, not the ticket towards profit-or-die wave pool. Global cooperation is somewhere lost in the spectrum. It seems that the only way to provide substantial philanthropy is to become Microsoft (monopoloy, Bill Gates never attended business school), or Wal-Mart (low wages, child-labor). While it costs money to make money, does it also cost morals to enhance social welfare?
The other question relates to what value managers actually bring to an organization. My friend Joe Pelletier believes that, while leadership skills can be transferable across industries and organizations, experiential learning is what will produce exceptional leaders. "It is easy to perceive managers as having no technical skills, relative to professions like IT, doctors, lawyers, etc. It's a general problem for business schools."
The need to reform the MBA is prevalent among our generation. The need for social enhancement is seen as a primary concern among my peers. The ability to socially connect has led us to permit transparency and "enhance our brand" as Dan Schwabel would say. The MBA has not stood up to its requirement for trust. While almost no entrepreneurs pursue an MBA, legislation calling for greater transparency along with management certifications in business ethics may ameliorate the integrity of the degree. While some countries host unethical businesses, the U.S. may hold the political and social will capable of rebuilding the strength needed to lead us into the next era of globalization.
On my plane ride down to Colombia, I sat next to a bright young Colombian-American who manages his own polymer glass company. He has a PHD in polymer science and has taken some management courses to help fill his shoes. I compare my admiration for his successful career to the future that lies in front of me. I hope that when I pursue an MBA, I can meet that level of commitment and value myself as a real asset to any organization.
Sunday, June 21, 2009
Tuesday, June 9, 2009
Fiat takes over Chrysler
In recent news, Fiat will purchase 20% of bankrupt automaker Chrysler, which received $15.5 Billion from the U.S. Treasury between Jan. 2 and May 27. The 20% stake may increase to 51%, assuming certain "milestones" are met. The deal also excludes "eight manufacturing sites, dozens of pieces of real estate, equipment leases and contracts with 789 U.S. auto dealerships."
President Obama will fulfill his promise of keeping 54,000 United Auto Workers employed. But for the dealerships, things don't look so good. 1,300 dealerships have closed shop during the past year, according to the Wall Street Journal. However, this means less competition for the surviving dealerships.
Now we get to GMAC.
GMAC became a bank on December 24, 2008, which allowed the corporation to receive $5 billion of TARP money right off the bat. Before it was the finance provider for GM, providing credit to 75% of GM dealers and helping buyers finance their purchases. According to the New York Times, GMAC needed an additional $11.5 billion (roughly half its equity) after reports came back from the stress tests that evaluated 19 banks. GMAC placed 17th, only in front of Bank of America and Wells Fargo
From a June 8 TIME article:
"If GM's only task were to make money, the company would shutter its car factories (or move them to low-cost countries) and churn out light trucks."
"His [Marchionne, CEO of Italy's Fiat] lowball--bid seems the wrong word--offer went like this: If the U.S. government would wipe out Chrysler's shareholders, buy out its bondholders, cut wages and jobs, deal with its retirement liabilities and fund the warranties, then Fiat would take a crack at Chrysler. The Italians would bring their cars to Chrysler's showrooms and share their advanced diesel technology with Chrysler engineers. Chrysler might sell some cars in Fiat's markets--Jeeps may have the best overseas appeal. Marchionne would lend his managerial chops. And if things worked out, Fiat would take a controlling share."
President Obama will fulfill his promise of keeping 54,000 United Auto Workers employed. But for the dealerships, things don't look so good. 1,300 dealerships have closed shop during the past year, according to the Wall Street Journal. However, this means less competition for the surviving dealerships.
Now we get to GMAC.
GMAC became a bank on December 24, 2008, which allowed the corporation to receive $5 billion of TARP money right off the bat. Before it was the finance provider for GM, providing credit to 75% of GM dealers and helping buyers finance their purchases. According to the New York Times, GMAC needed an additional $11.5 billion (roughly half its equity) after reports came back from the stress tests that evaluated 19 banks. GMAC placed 17th, only in front of Bank of America and Wells Fargo
From a June 8 TIME article:
"If GM's only task were to make money, the company would shutter its car factories (or move them to low-cost countries) and churn out light trucks."
"His [Marchionne, CEO of Italy's Fiat] lowball--bid seems the wrong word--offer went like this: If the U.S. government would wipe out Chrysler's shareholders, buy out its bondholders, cut wages and jobs, deal with its retirement liabilities and fund the warranties, then Fiat would take a crack at Chrysler. The Italians would bring their cars to Chrysler's showrooms and share their advanced diesel technology with Chrysler engineers. Chrysler might sell some cars in Fiat's markets--Jeeps may have the best overseas appeal. Marchionne would lend his managerial chops. And if things worked out, Fiat would take a controlling share."
Monday, June 8, 2009
Trends in environmental awareness: Scratching the surface
Christopher Swain recently jumped in the Atlantic Ocean and is taking a 1000-mile swim from Marblehead, Massachusetts to Washington D.C. to promote environmental awareness. This is good. I mean, it's a step up from Zero the Hero coming to class on the 100th day of school and promoting Cheerios, but there is still marketing behind everything. In Christopher Swain's case, his website dirtyforswain.com, clearly holds a marketing deal with Timberland's Earthkeepers. The tag line for his campaign is "What will YOU do for Swain?" Clearly, based on what I'm looking at on this site, he wants us to follow him on Twitter, take pictures of his journey on Flickr, and buy some Timberland Earthkeepers! That's his message. Simple as that.
However, after diving into his Changents site with blogs on how to get involved and who's out there type of stuff, I realize that yes, of course, there ARE people doing things out there in the real world. But what's the point of this man swimming, other than to sell more Earthkeepers? The people who truly want to help save the environment are doing it and the Dirty for Swain campaign is not helping with this motive, besides inspiring kids who are in elementary and middle school. Let's face it people. We, as adults, can't all just shake off this Green movement by looking towards our kids and hoping they get the inspiration they need to someday fix our environmental problems. We, as adults, have to take responsibility. And no, that doesn't mean we must go buy the Earthkeepers for our family.
So far, this effort has not worked. If you look under the "Take Action" tab and select the United States as the location, you will find a whopping 2 posts in the forum. This is the result and this is the message. Why talk about someone who likes to swim the Atlantic Ocean when you can talk about launching a new Big Green Bus!? Why talk about either?
We are at the day when it should be very easy to navigate through networks and start local movements and to let leaders stand out among a level playing field. Are we sending the right message? Are we more connected from 10 years ago? Is it easier to find green movements in your neighborhood? Not in my neighborhood at least. Things are being done through self-motivation. Marketing can be such a powerful gathering tool if used to send the right message.
One problem is that Timberland doesn't want to reveal the solution of minimizing the impact of leather tanneries...Buy less leather. Instead, it has become a trend for Earthkeepers because that's how movements are run these days...through marketing and consumption and not through facilitated communication that really holds the power to make change happen.
However, after diving into his Changents site with blogs on how to get involved and who's out there type of stuff, I realize that yes, of course, there ARE people doing things out there in the real world. But what's the point of this man swimming, other than to sell more Earthkeepers? The people who truly want to help save the environment are doing it and the Dirty for Swain campaign is not helping with this motive, besides inspiring kids who are in elementary and middle school. Let's face it people. We, as adults, can't all just shake off this Green movement by looking towards our kids and hoping they get the inspiration they need to someday fix our environmental problems. We, as adults, have to take responsibility. And no, that doesn't mean we must go buy the Earthkeepers for our family.
So far, this effort has not worked. If you look under the "Take Action" tab and select the United States as the location, you will find a whopping 2 posts in the forum. This is the result and this is the message. Why talk about someone who likes to swim the Atlantic Ocean when you can talk about launching a new Big Green Bus!? Why talk about either?
We are at the day when it should be very easy to navigate through networks and start local movements and to let leaders stand out among a level playing field. Are we sending the right message? Are we more connected from 10 years ago? Is it easier to find green movements in your neighborhood? Not in my neighborhood at least. Things are being done through self-motivation. Marketing can be such a powerful gathering tool if used to send the right message.
One problem is that Timberland doesn't want to reveal the solution of minimizing the impact of leather tanneries...Buy less leather. Instead, it has become a trend for Earthkeepers because that's how movements are run these days...through marketing and consumption and not through facilitated communication that really holds the power to make change happen.
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