Documente Academic
Documente Profesional
Documente Cultură
Jrg Wolle
assists companies
in expanding in
and to Asia
Franois-Henri
Pinault
calls for a new
view of luxury
Together en route
to growth
Why the world economy needs
both a strong North America
and a strong China
Issue 14
Contributors
Luis Atienza Serna
Executive President and Chief Executive Officer of Red Elctrica de Espana, Spain
Dirk Beeuwsaert
Chief Executive Officer at GDF SUEZ Energy International, Belgium
Dr. Wulf H. Bernotat
Chief Executive Officer of E.ON AG, Germany
Anatoly Chubais
Chief Executive Officer at ROA UES of Russia
Prof. Dr. Henning Kagermann
Co-Chief Executive Officer of SAP AG, Germany
Rafael Miranda Robredo
Chief Executive Officer of ENDESA, Spain
Dr. Rudolf Schulten
Chief Executive Officer of MVV Energie AG,
Designated Chief Financial Officer of EnBW AG, Germany
Prof. Dr. Burkhard Schwenker
Chief Executive Officer of Roland Berger Strategy Consultants, Germany
Prof. Dr. Fritz Vahrenholt
Chief Executive Officer of RWE Innogy GmbH, Germany
HANDBOOK UTILITY
MANAGEMENT
Andreas Bausch
Friedrich Schiller University of Jena and Jacobs University
Bremen, Germany
Burkhard Schwenker
Roland Berger Strategy Consultants GmbH, Hamburg,
Germany (Eds.)
Along with the increasing deregulation of European utility markets, the dynamics of
and the competitive pressure in the utility industries have steadily increased over
the past few years. These changes in the regulatory framework toward an integrated
market environment have resulted in new challenges for managing power and gas
companies, and in a substantial need for strategic reorientation. In the context of
these developments, the "Handbook Utility Management" reflects on current challenges in the utility industries and provides solutions from a managerial perspective. The Handbook is an indispensable asset for professionals and researchers. Top
managers, renowned researchers, professionals in utility-related investment banking
and consulting, and professionals in public and supranational organizations offer
their latest insights on all the value chain activities in the industry.
Order now!
Bausch, A. & Schwenker, B. (Eds.), Handbook Utility Management,
ISBN: 978-3-540-79348-9 EUR 192,55 156.00
first views f
p contents
have discovered the world of conducting. And indeed, the art of those
maestros offers more than a few lessons to executives. Page 48
Obamas administration. Diplomats from around the world are competing for his scarce time slots. A report from Washington. Page 38
contents f
dossier
industry report
42 Future markets
Bridges made of plastic,
silk sans spiders
GROWTH LEADERS
WANTED: THE
US AND CHINA
DOSSIER #14
Have we weathered the worst? Increasingly,
certain factors seem to indicate this trend. A
stable upswing requires drivers, however, which
this dossier is looking forespecially in the US
and China. The end of the crisis wont draw near
until these countries, together with Russia, once
again become the driving forces powering the
world economy. We show that chances are actually quite good and offer some success stories.
business culture
48 Mind to motion: more passion!
What executives can glean from the
universe of conductors
50 Management in Arabic
The success story of clans
54 Work in progress
A current study identifies the
most important urban areas in
Eastern Europe.
56 Forty years after
Portrait: How consultant Mariano
Frey has managed to merge passion
and discipline for four decades.
regulars
3 First views
58 Service | Credits
Dossier
Growth leaders wanted:
the US and China
Starting on page 13
WORLD OF NUMBERS
10 %
32
bil
lio
00
ne
studies indicate that the global market for green tech will
reach 3.2 trillion by the year 2020. The markets rapid
growth has made earlier projections obsolete. By 2007, companies that offered new technologies for recycling, water protection, or for the effective use of solar, geothermal or biomass
20
20
energies were earning more than 1.4 trillion worldwide. Green tech
has long become a self-sustaining economic factor that comprises
numerous industry sectors. Industrial construction, mechanical engineering and the electrotechnical industry are just three examples, in addition to the customized services that meet the needs of environmental technologies. This represents a
growth market with secure prospects for the future and well-qualified jobs.
uro
Q-Cells
7.4 %
6
First
Solar
Suntech
Power
Sharp
6.4 %
6.3 %
6.0 %
10 %
Sustainable
mobility
10 %
30 %
615 billion
3.5 %
25 %
50 billion
estimated growth rate
5%
20 %
300 billion
5
Sustainable
water management
Energy efficiency
5%
6.4 %
10 %
800 billion
23 %
1,000 billion
Ind
Jap
ia
an
Ch
US
ina
1/2
3.8 %
10 %
JA Solar
3%
335 billion
Circular economy
Kyocera
Yingli
Motech
Sun
Power
Sanyo
3.7 %
3.6 %
3.4 %
3.0 %
2.7 %
7
exploitation. Brands built on social commitment stand to suffer even more from an
insincere claim, as executives at eco-pioneer
The Body Shop found when their natural
ingredients harvested from the rain forest
were reported to cause more harm than good.
But is achieving sustainability too much of a
challenge for certain industries? At first
glance, luxury and sustainability appear to
be polar opposites. Pinault sees pairing the
strange bedfellows as critical to long-term
success. He is not the first to bring together
opposing concerns in the name of sustainability. Pro-hunting lobbies and environmentalists have been joining forces to protect the
habitats that support wild game. Utilities
companies are advising customers on how to
reduce energy usage in order to safeguard
supply. Likewise, to thrive, the luxury industry, arguably associated with waste and selfishness, must protect both natural resources
and the communities that foster highly
skilled craftspeople. Moreover, Pinault
believes the search for innovative solutions
that achieve sustainability will spur innovation. More than any other line of business,
luxury constantly needs to re-invent its
know-how, to avail itself of fresh talents, he
says. Sustainable development is equally
unable to dispense with innovation, if it is to
avoid repeating our past mistakes.
But how much does a serious commitment to
sustainability cost? Based on performance of
sustainable portfolios, investment research
firms such as risklab and Mercer are finding
sound strategies for environmental and
social responsibility may not cost more. Over
the long term, sustainable funds may even
Sustainable practices help retain and motivate a skilled pool of craftspeople. Genuine
luxury must safeguard the skills and the
mastery of craftspeople and their trade
secrets. Without those, it could not exist,
Pinault explains. But like customers, employees have values too. Speaking of both customers and craftspeople, Pinault says, For
several years now I have noticed people are
increasingly sensitive to corporate ethics,
proof that profit alone is not enough.
Of course, responsibility needs an image of
consistency. In this sense, recent events surrounding the financial crisis proved to be a
problem. After hearing of planned layoffs,
angry staff from two Paris stores surrounded
and blocked Pinault in his car. In an era of
blogs and YouTube, anger expressed by a
group of former employees can quickly
spread to the customer base. Pinault now
must balance immediate business needs
with sustainability, while still protecting the
PPR reputation.
Pinault accepts the challenge. Sustainable
luxury can only be achieved in the long term
through patience and perseverance, beginning with the little, sometimes almost invisible things. Sustainable development,
whether pursued for good business or the
greater good, might indeed be the luxury of
the coming years.
The myth
of a
changing
world
In light of the worst economic crisis in almost 80
years, many are predicting
the end of capitalism
as we know it. According to
their theory, an era of a new,
kinder and gentler way of
doing business is dawning.
Yet could a warm and fuzzy
society really be on the horizon? Our authors dont
think so. They both argue
from completely different
perspectivesone from the
far left, and the other from
a liberal positionthat the
change rhetoric is based
on wishful thinking. The
grand new beginning is not
going to happen.
10
Upon examining the current distribution of power, one thing becomes obvious: Capitalism neither can nor will it
change in its essence. It is hardly likely that
it will mutate into a more humane version
of itself because of the current crisis.
Exploitation and class differences constitute its fundamental tenetsand these will
continue to exist.
Yet observers of the political debate might
also turn to face another question: Couldn't
the Left possibly benefit from this crisis?
From a radical leftist perspective, revolutionary change is most likely to succeed in times
of crisis. The First World War was the driving
force behind the Bolshevik Revolution of
1917if only indirectly. World War II preceded the revolution in China and Indias independence. And lets not forget that the 1950s
and 1960s saw a few successful anti-colonial
sieges in Africa and Asia during a century of
revolutions, and directly after the colonial
powers had been weakened.
THE LEFT IS TOO DISORGANIZED
FOR REAL CHANGE
Unthinkable options just a year ago, expropriation and nationalization now seem to
be the last resort in crisis management. The
11
Without a Leninist
organization that
is prepared to enforce
real change, there is
no crisis.
John Hutnyk
12
Believing in the
magical power of
government is an
authoritarian reflex,
an infantile reaction
to experiencing our
own helplessness.
Henryk M. Broder
DOSSIER #14
GROWTH LEADERS
WANTED: THE
US AND CHINA
D O S S I E R #1 4
14
D O S S I E R #1 4
15
D O S S I E R #14
Courage of conviction:
Europe on the brink of boom
An essay by Burkhard Schwenker
16
should not come as a surprise, that there are two convincing arguments (namely, yes and no) on that fundamental economic question: Do we have to expect
high inflation or not?
In my opinion, this renders it necessary for us
to rely far more heavily on fundamental, entrepreneurial developmentand perhaps convictions as well. We
also have to think and work in scenarios that are clearly differentiated. Best and worst case no longer suffice:
We need a variety of visions for the future charting a
range of measures to deal with the situation. Unfortunately, its not enough just to develop scenarios. We
still have to decide which one is the most likelyhaving the courage of your own convictions is yet another
result of the crisis! For me, the trend is clear: My scenario is and remains the V curve. In other words: The
economies in the important industrialized nations will
once more experience significant growth in early 2010!
D O S S I E R #14
D O S S I E R #14
D O S S I E R #14
Many venerable
companies are banking
on the potential
of green recovery.
D O S S I E R #14
Performance West
Three companies that are achieving profitable growth in the USeven during the economic crisis: Audi benefits
from the countrys mood for change, Treehouse from the growing trend toward generic store brands, whereas
GameStop moves ahead of the competition due largely to smart logistics. Three examples for others to heed as well.
20
only hit the US market in February. While Audi USA is investing in market expansion, however, internal cost-saving measures are also relevant. Back in autumn 2007, Volkswagen USAand therefore Audi as
wellunderwent cuts to streamline operations, reducing its employee
numbers by approximately one-fourth. The company also moved its
headquarters from Auburn Hills, a suburb of Detroit, to business-friendly Herndon, Virginia. Whether it was foresight or a happy coincidence
the timing was right in any case. The lean organization certainly helps
during an economic downturn, says Stertz. Of course the company is
not immune to the economic climate. In June, Audi USA saw a drop in
revenue of 16 percent compared with the same period last year. Yet the
competition fared even worse. BMW was down by 28 percent, Lexus by
about 35 percent, and Hondas Acura line sold 34 percent fewer cars.
Audi at the 2009 New York International Auto Show. Their
brand benefits from the mood for change in the US.
D O S S I E R #14
We believe that our prospects for the future are excellent, stated
Reed during the presentation of the companys most recent quarterly
results. Treehouse Foods products are packaged and sold as brands
including Cremora, Natures Goodness and Second Nature.
The crisis has boosted their sales. Yet it does not appear that
Treehouses growth will slow in good times, either, for the company
has consistently expanded its portfolio. One key element of their
growth strategy was six acquisitions over the last three years, which
greatly strengthened the food producers position in the area of salad
dressing and salsa. Treehouse Foods is now represented in 15 different product categories and can provide retailers with an entire assortment. This is particularly advantageous in the fragmented market for
store brands. Another indicator of solid growth: The company is securing the ingredients for its products on international markets with
future-oriented contracts. This allows for the cushioning of fluctuations in prices and currency.
21
D O S S I E R #14
Performance East
A major exporter, China has suffered from the downturn. But the impressive growth is back, supported increasingly
by domestic demand. Here are examples of this resilience: Zhenyuan is thriving on the countrys greening
trend, Uni-Power in the vital small business sector. BBK is bringing the Chinese online with its mobile phones.
22
at feeding Chinas desire to boost its renewable-energy sector. Environmental protection is a key challenge facing China, especially in areas
such as controlling carbon dioxide emissions. This provides opportunities for producers who can get into the market quickly. Key projects for
Zhenyuan include plans to produce biogas to run automobiles. Its first
plant to produce this fuel begins operation this year and should be running at full industrial capacity by 2012. Another major project in this
vein is the coalbed methane project, which aims to provide compressed
natural gas (CNG) for automobile filling stations in nearby cities.
The key challenge for the company is technology. Compared
with some Western companies, our technologies are less developed,
Pian says. That means we need to introduce breakthrough technology from international markets. But we also need to make adjustments
to accommodate local circumstances. Therefore I think the main challenge is that we need an unconventional business concept to attract
core technology, talents and capital within a short period of time.
He is confident that this challenge can be overcome. Traditional
thinking on innovation has been to focus on European technologies and
the US capital market, but in Asia, we can also learn technologies from
Japan and South Korea, and target the capital market in Hong Kong.
Another element in the success of Zhenyuan: An understanding
of innovation that translates into areas such as safety control, as well
as building a new way to deal with the customer.
All in all, he thinks we are very sensitive to policies and opportunities. During the last seven to eight years, Zhenyuan Group has already
become the leading company in our region. And we enjoy great support
from local government and our customers.
The privatization of state-owned enterprises has led to significant improvement in Chinese business conditions. China has really
opened up to the outside world, and it has introduced some transparent
policies related to this. Previously, China did not know how to reform.
But now, in China, government policies, laws and the other conditions
have improved greatly.
D O S S I E R #14
From a broader point of view, Chen thinks the recent tough times
benefit corporate culture in China. In the past, some companies were
reluctant to change. So their problems were always going to be exposed
at some point. This financial crisis has forced them to look their business in the face, now they must change with the times. Chen argues
that there are clearly small companies in China that recognized early
on their need for innovation and change, and made a conscious decision to change. We want to cooperate with this kind of company.
23
D O S S I E R #1 4
BUSINESS IN FOCUS
Images of reinvention
It seems as though the United States has been seized by a spirit of optimism.
In the midst of an economic crisis, small and smart projects aimed at improving
lives are springing up all over the country. Here are some of the best examples.
24
whether it would not be more effective to use anti-microbial materials that could already reduce the risk of polluted water and bacterial
infections during the transport route.
He put his idea into action and developed a coating that can not only
purify drinking water, but can also be used in anti-microbial products of automotive manufacturers and in the sports industry. Mittal
founded the Innova Materials and Ion Armour companies.
D O S S I E R #1 4
25
[Environment]
GO GREEN INITIATIVE
Back in the summer of 2002, then 32-year-old Jill Buck sat at her
kitchen table and despaired. She had searched the Internet, inquired
at local and federal organizations, but didnt find what she was looking
for: a comprehensive environmental learning program for her three
children. Instead of giving up, she wrote out a plan of how such a project could work: simple, straightforward and free of charge for the
schools. She sent her ideas to environmental organizationsand
launched the Go Green Initiative. Children should learn to save water
and energy, to recycle and to compost. Schools should improve their
26
energy consumption and make do without pesticides and insecticides. And cities and communities should get involved as well. The
plan has caught on: Today, more than 2,000 schools with 2.2 million
students from all 50 states of the US, from Mexico, Canada, Uganda,
Indonesia, Greece and France are participating in the initiative. Buck
is particularly proud of the successes achieved by the Barbara Bush
Elementary School in Grand Prairie, Texas: Teachers, parents, local
businesses and children jointly cut greenhouse gas emissions by 48
tons, saved 434,000 gallons of water and planted almost 5,000 trees.
D O S S I E R #1 4
hazardous waste and the risks that entails. In doing so, the program
also actively incorporates local organizations.
One part of the program focuses on the disposal of old automobile
and truck tires, which are stacking up by the thousands in the border
region. When burned, the tires will cause toxic pollution of the air,
water and soil. If they are just left where they are, however, they will
become water collectors, creating a breeding ground for insects that
can carry diseases such as the West Nile virus.
27
D O S S I E R #1 4
[Sustainable living]
ARCHITECTURE FOR HUMANITY
Architect Cameron Sinclair considers collaborative design as the
future of architecture. Instead of awarding architecture companies
the task of designing social housing and community centers, Sinclairs nonprofit Architecture for Humanity initiative relies on crowdsourcing, which taps into the knowledge of the masses. One project
recently initiated by the World Economic Forum in Davos is the
Open Architecture Challenge. The World Bank estimates that around
100 million additional classrooms will be needed in 100 countries by
the year 2015a problem that requires creative solutions. The Open
28
D O S S I E R #1 4
29
D O S S I E R #1 4
30
[Crisis work]
HELP AFTER THE HOUSING CRASH
The MacArthur Foundation has committed $32.2 million to preserving 70,000 rental housing units. Thus, the foundation is reacting to
the housing market crash, which has demonstrated that home ownership is not always the best strategy, even if government policy
has long supported it. Since the onset of the new millennium, over
one million rental housing units have disappeared due to demolition,
their conversion to condominiums as well as skyrocketing rents.
Experts predict that another million will disappear in the coming
decade. The consequence will be a shortage of rental housing not
only in urban, but also in rural areas. Initially, the MacArthur project
will focus on families in Maryland, senior citizens in rural Iowa and
Vermont, low-wage workers in Florida and Oregon as well as homeless people in Los Angeles. In addition, it will be promoting energy
efficiency in rental housing in Pennsylvania, and preserving dilapidated buildings in Minnesota. The projects are part of the
MacArthurs Window of Opportunity Initiative, which aims to devote
$150 million to preserving affordable rental units across the United
States over the next 10 years.
D O S S I E R #1 4
D O S S I E R #14
32
D O S S I E R #14
ther growtheven during the current economic crisis, which has significantly slowed growth in China for
the moment. This year alone, Guangzhou will invest
more than $11 billion in infrastructure projects. The
Asian Games, which will be held in the city next year,
will attract no small amount of money. And even without this, Mayor Zhang Guangning wants to improve
35%
22%
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21%
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<5
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0
49 0
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50 9
Tie
r-3
Tie
r-2
Tie
r-1
21%
Me
ga
Power system
15%
Price
15%
Appearance
10%
Other
8%
External
equipment
8%
Internal
equipment
7%
Transmission
system
6%
Marketing
5%
Safety system
33
D O S S I E R #14
D O S S I E R #14
56%
72%
UNITED STATES
CHINA
32%
73%
UNITED STATES
CHINA
19%
58%
UNITED STATES
CHINA
35
D O S S I E R #14
THE US IS FACING A TREMENDOUS amount of difficulty presently. Internationally, its popularity had
plunged to a historical low before President Obama.
Its troops are trapped in Iraqwithout having had
much legal basis to ever enter it. Domestically, the
American enterprise spirit is under close scrutiny,
given the financial tsunami and its aftermath around
the world.
America used to brag about its system and
wanted to propagate it globally. Washington has advocated the American democracy as the right model for
all countries. The US has firmly believed that its freemarket capitalism was the righteous institution to set
people free. But such preaching has met major setbacks. The war in Iraq has illustrated that a democracy doesnt automatically neutralize the risk of a huge
disaster. Also, modern capitalism does not guarantee
the lack of individual greednor does it ensure that
there will be a government sense of responsibility to
intervene appropriately.
THEREFORE, THE LEGACY of the Bush administration has led to a fundamental query about where
America is heading. And, given the rapid rise of China
over the past 30 years, indeed the world would expect
that Beijing could play a constructive role at the
present time.
The problems the US is having are resolvable.
True, Americas founders have built a system of
checks and balances, but this can never guarantee
the correctness of the country all the time. Democracy ensures that the majority matters, but the majority may not always acquire an adequate amount of
relevant information before offering its collective
response. This explains why the imperfect US system
has exhibited deep flaws lately.
Despite these, the American system has been
created in such a way that it can adjust. America has
36
paid the price lately, but has acted to change leadership in Congress and in the executive branch. New
policies have been formulated and implemented;
troops will be withdrawn from Iraq and Afghanistan
within President Obamas tenure. The prison at Guantanamo is being closed. The new program of investment and recovery is reinvigorating the US economy.
The White House is also making efforts to restructure
mortgage debts for millions who cannot pay for their
houses within the original time frame. President
Obama has been widely commended for his far-reaching commitment to a world free of nuclear weapons.
SO THE US IS MAKING a comeback, with new hope
and respect. Once those new policies are fully implemented, there will be more positive outcomes that
help improve the American economy and ensure
world prosperity. It is expected that this adjustment
will take time, but the search for new direction has
been set. Americans may end up finding that while
they still enjoy private ownership and personal freedom, their financial institutions and some major manufacturing establishments might be partly owned by
the government, and the US has embarked on a more
responsible and restrained form of capitalism with
more federal oversight and intervention.
During this process of globalization, the US
downturn and recovery are impacting the rest of the
world. Chinas economic cooperation with America has
built up a high bilateral dependence. Both are in the
same boat: The decline of the US economy leads to
global recession, and causes some 20 million Chinese
migrant workers to return, unemployed, to rural
homes. On the other, the mutual need of Washington
and Beijing has created chain reactionsAmerican
investment in and outsourcing to China; job creation
in China; Chinese export to America; and Chinas
possessing $1.95 trillion as reserve. These enable
To ensure the
peaceful rise of China
in the next decades,
the country needs
America and the
rest of the world to
grow sustainably.
S H E N DINGLI
D O S S I E R #14
D O S S I E R #14
D O S S I E R #14
40
D O S S I E R #14
41
p industry report
green cement
US-based Calera has developed an energy-saving
process for cement manufacturing It also should drastically
reduce CO 2-emissions. The cement industry is the thirdlargest source of CO 2. China and India in particular have
significantly increased cement production in recent years.
The process utilizes the waste heat produced by power
plants, the overall largest producers of CO 2. The greenhouse
gases that coal and gas power plants would otherwise emit
into the sky are now essentially captured in large quantities.
According to data provided by Calera founder Brent
Constantz, every ton of this innovative cement chemically
binds half a ton of carbon dioxide in a stable and lasting
form. Furthermore, the process enables the making of any
fill materials needed for cement and asphalt production.
The prerequisite: Cement production facilities and power
plants cannot be located too far apart. Calera already has a
pilot facility in operation. The company produces more
than a ton of green cement daily near a natural gas power
plant in Moss Landing, California, on the Pacific coast.
Emissions from the gas power plant flow through large
seawater tanks where they chemically react with the elements magnesium and calcium, which are dissolved in
the water. The reaction is similar to bio-mineralization,
which coral uses to form its skeleton.
India
1,253.5
967.8
136.9
2004
1,377.8
1,388.4
172.3
175.6
1,079.6
146.8
2005
162.0
2006
2007
2008
42
industry report f
networked biomethane
Biogas is one of the most important carriers
of renewable energy. So far, however, the gas has
almost exclusively been burned where it is utilized. During that process, only 30 percent of the
energy is converted into electricity during the
process and 40 percent is lost as heat. While
small agricultural operations can utilize the heat
themselves, large communal biogas plant operators have no idea what to do with it. They just
release the heat into the atmosphere. It would
make more sense to transfer the gas in smaller
quantities through the gas grid to where electricity should be produced. This necessitates
that biogas has a sufficiently high methane content. In Germany, biogas has to contain 96 percent methane to be transported through the gas
network. This percentage was established by the
German government in the summer of 2008
when it passed the new Gas Grid Injection Act,
thereby taking on a pioneering role on the inter-
Country
Germany
2,383.1
Great Britain
1,624.2
Italy
406.2
Spain
329.9
France
309.2
Netherlands
174.0
Austria
139.1
Denmark
97.9
Belgium
78.6
Czech Republic
78.5
Other
280.5
Total
5,901.2
Source: EuroObserver
1
in 2007
in 1,000 tons oil units
Ten micrometers
Close-up of a manmade spinning thread
43
p industry report
p industry report
discovered by our scouts, who are on the lookout at trade events for attractive and innovative products that could be marketed in Asia,
or manufacturers will contact us directly.
How do you proceed with a new customer?
First, we always try to present the most realistic picture possible, and we especially want to
create awareness that the continent does not
consist of only China and India. For smaller
companies in particular, countries such as Vietnam or Malaysia can be much more attractive.
Next, we determine which markets are an exact
match for a manufacturers products. After
that, a business plan is prepared and the various implementation stepsfrom sales and
industry report f
47
As the musicians go along with the experiment, not only can managers gain valuable insightsit also creates some passable sounds.
48
form, conducting in a more timid than highhanded fashion. He persists, however. This
tenacity on the conductors podium is a
reflection of day-to-day business operations,
from an executives point of view. Decisionmakers today must be prepared to face new
challenges without any prior preparation,
says participant Timo Krutoff, director of
the finance division at ThyssenKrupp Presta
Camshafts. Especially as the concept of job
rotation in management becomes even
more prevalent, this seminar is the perfect
baptism of fire.
To survive intact and in tact, one must accept
the challenging role-reversal. Inspired by the
music itself, the executives embark on their
business culture f
You can also listen to this article
on our audio CD (page 59).
THINK: ACT Mr. Reichart, what do managing a company and conducting an orchestra have in common?
CHRISTIAN REICHART Claiming leadership.
And to some degree, the instruments used to
exercise this leadership. Both conductors and
managers must be able to persuade in order
to motivate their employees. Otherwise only
delegating remains.
What do managers learn in your seminar?
A conductor cannot call out to the brass section: Play a little quieter, the clarinet is
more important than you at the moment.
Nevertheless, that person must dampen
some musicians if they drown out others by
disproportionate volume. This is communicated through gestures, facial expressions,
and posture. Managers can also supplement
a verbal message with nonverbal information and thereby convey more credibility
and persuasiveness. The orchestra is an
incorruptible reflection of the conductors
presence, and the feedback is immediate.
What has been the biggest surprise for
you in your seminars?
From time to time, there are rather introverted individuals who really open up in
front of the orchestra or those who do all the
They also should not attempt to micromanage everything and everyone. One participant attempts to do exactly this during a
movement from Schuberts Unfinished Symphony. The managers eyes dart rapidly back
and forth; he wants to look at every musician simultaneously, quickly animate the
violins, then the wind section. This is quite
unnecessary. When are you constantly
intervening, you dont trust the musicians,
says Reichart. Information overload only
causes insecurity. Provide clear instructions
49
Management, Arab-style
They lead huge companies and have been enormously successfulfor generations. And they are the
great unknown in global economic activities: Arab family enterprises. They have long since liberated
themselves from dependence on oil. So what are the strengths of the clan management model?
50
feature of Arabic business customs: networks. To this day, a dense web of interdependent relationships makes the Arab
economy one of the most complex networks
in the world.
Arabic family enterprises were rooted mainly in their own region until just a few years
ago. In the meantime, a new generation of
leaders has internationalized their business
activities heavily, and their growth has been
massive in recent years. At the moment,
their resistance to the financial crisis has
been quite distinctive. The heads of Arab
family-owned enterprises represent the
globalized segment of Arabic society, states
Steffen Hertog, Kuwait Professor in the
Middle East and Mediterranean Studies Program at Sciences Po Paris. They are more
worldly than the political elite and represent possibly the most important bridge to
developed nations around the globe.
business culture f
Arab family enterprises are increasingly successful because the founders successors
have mastered international management
standardsbut nevertheless have preserved
the organizational and leadership principles
based on cultural values passed down for
thousands of years. Traditional management
principles that represent a decisive competitive factor in an increasingly complex global
economy rattled by crisis include:
1. GROWTH UNDER YOUR OWN POWER
Like most Arab family-owned enterprises,
the Kanoo Group in Dubai and Bahrain has
maintained its financial independence over
generations. As early as during the Great
Depression of the 1930swhich seriously
impacted the House of Kanoo as well
Ahmed Kanoo, the fledgling successor of Haji
Yusuf Kanoo, reached a decision that shapes
the companys philosophy to this day: We
will not borrow money from banks, we will
diversify in different industries and expand
into other countries under our own power.
THE K ANOO FAMILYS TRICK: THEY AVOID
BANK LOANS WHEREVER POSSIBLE. FOR THEM,
THE CRISIS IS AN OPPORTUNITY.
The strategy was a success: Today, the company is active in a wide array of industries
and has resisted management trends such
as outsourcing. Founded by Haji Yusuf Bin
Ahmed Kanoo back in 1880, the trading and
shipping company has grown into a diversified global conglomerate with business
activities and joint ventures in many industries including trade, tourism, shipping,
energy, machinery, logistics and specialty
chemicals, as well as financial participation
in countless other ventures. Today, cousins
Khalid and Mishal Kanoo follow in the footsteps of their predecessors: We avoid bank
loans whenever possible, even as part of
integrated investment plans. Many familyowned Arab enterprises regard the economic
crisis as an opportunity: Since they traditionally operate with a high capital-to-assets
ratio, they can use acquisitions to boost their
companies to the top. Aside from that, in
They show the highest respect for their elders perspective and vision. Even after the
owners step down from day-to-day operations and management, they remain closely
tied to the company with their expertise and
networks. For example, at Bahrain-based J.A.
Zayani & Sons, family elders meet almost
daily in a family council where they discuss
long-term strategy for the company, which
earns its money with consumer goods, elevators, industrial products and insurance. Furthermore, the senior family members and
their many years of political and business
connections can facilitate new business
deals. At the same time, Arabs invest a great
deal of money and effort in educating the
51
p business culture
When you do the right things, then not just for yourself
but also for your counterpart.
Ghassam Nuqul
4. GIVING TO GAIN
Go after success, not profits! Ghassam
Nuqul received this fatherly advice early on
when he joined the family businessthe
Nuqul Group headquartered in Jordan,
founded by his father Elia in 1952. Now vice
chairman, Ghassam adheres to this motto as
he manages operations for the conglomerates 30 businesses and more than 5,800
employees. Nuqul is also diversified and
earns money with cellulose and paper products, aluminum, steel construction, financial
participation investments, and the sole distributorship of numerous international
automotive brands in Jordan. According to
Ghassam Nuqul, the philanthropy principle
business culture f
The influential clans have finally understood what is essential to the future of the
Arab world: education and broad access to
international knowledge networks. And its
about time. The education deficit in vast segments of the population and the resulting
recruiting problems for companies are
The business community of family enterprises in the Arab world is becoming a driver of
cultural change in the region. By virtue of
their names, the members stand for traditional values: networking, trust, reliability.
Mohammed Essa Al Ghurair, CEO of the Al
Ghurair Investment Group in Dubai, comments: If you dont have any values, then
what have you got? The values embodied by
your family business are what get you ahead.
They build trust. For that reason, values are
the core of every family enterprise.
LIBERALIZATION MOVEMENT
The Dubai Skyline. Rising oil prices and more intense trade relations
have resulted in solid growth rates for the Arab region recently.
The latest study of the World Banks Doing Business Project (2008) indicates that it has become much easier for international companies and
investors to do business with the Arab world. The majority of the 20 Arab
economies based in the Levant, North Africa and the Gulf Region have gone
through important economic reforms, in addition to easing trade restrictions
and investment restrictions. Due to the rising oil prices and intensified global
trade relations, the Arab region often reached spectacular growth rates in
recent years.
Nevertheless, Arabia is still far away from exploring its full growth potential.
Yet all areas where national and economic parameters are improving exhibit
great economic power. There are indicators that the entire region has a strong
desire to reach independence from oil. These conditions provide a promising
setting for the strengths of family-owned large businesses that have proven
themselves successful for generations.
53
p business culture
WORK IN PROGRESS
Roland Berger ranks eastern European business hot spots and shows how to make money with e-health.
Another study looks at the future of the Chinese auto industry. Finally, the consultants introduce their
new environmental atlas for Germanyand offer ideas on how to strengthen the automotive industry.
CITY RANKING
Thought-provoking architecture in Vienna. The city is still the most relevant business metropolis in central and
eastern Europe. But other hot spots are starting to catch up, and even take the lead in some aspects.
business culture f
AUTOMOTIVE INDUSTRY
The confessor
Four decades ago, Mariano Frey began his career with Roland Berger. A veteran
of the management world who advocates matching passion with discipline,
he would not hire the Italian poet Dantetoo inefficient. Paolo Griseri reports.
Frey has both, making his job almost a calling. One time, he came close to switching
sidesand left Roland Berger in 1984 for six
months. Once again, it was about horses: The
rider could have participated in the Olympic
Games in Los Angeles. But Frey stayed
business simply proved too addictive.
Born into a family of musicians, the now 68year-old has always been restless, which is
perhaps typical for consultants. While still
studying at the Universit Bocconi in Milan,
he gained his first career experience with
Falk, the biggest steel company during the
reconstruction years, in the research section
of their acquisitions department. He met
Roland Berger in 1969, and in the same year
he joined Berger in opening the companys
Italian branch office in Milan.
56
their survival as hubs. Other European governments have taken similar action in recent
months, as in the case of Germanys Opel.
BAILOUTS FOR BUSINESSES INDICATE THAT SOMETHING
IS WRONG WITH THE ECONOMIC SYSTEM
57
p service
credits
FOLLOW-UP
Sitting Bull,
the capitalist
READING TIPS
p food for thought
reportage
Have we really landed in Indian country? asks Aurel Dan incredulously. Dan,
from Lausanne, Switzerland, and founder of
the TeleInvest electronic trading platform,
sounds almost disappointed as his nineseater airplane rolls down the runway at
Wemindjis tiny airstrip. Dan is participating
in an air rally through the eastern part of
Canada. This side trip to the James Bay in
northern Quebec was intended to be the
picturesque high point of the trip. He was
24
Lenovo restructuring
The success story of Chinese computer maker
Lenovo is impressive. Not least due to the recent
takeover of IBMs PC division did the Chinese rise
rapidly to the very top of the global IT company
MASTHEAD
PUBLISHER
Prof. Dr. Burkhard Schwenker, CEO
Roland Berger Strategy Consultants
Am Sandtorkai 41, 20457 Hamburg,
Germany, Tel.: +49 40 37631-40
AUTHORS
Clifford Coonan (Beijing), Paolo Griseri (Rome),
Frank Gruenberg, Siri Schubert
(San Francisco), Florian Sievers, Angelika Steffen,
Johannes Wiek
DIRECTOR
Torsten Oltmanns
CONTRIBUTING AUTHORS
Henryk M. Broder (Berlin), Prof. John Hutnyk
(London)
58
ENGLISH EDITION
Patricia Preston, Asa C. Tomash
GRAPHIC DESIGN
Robert Neuhauser, Olaf Puppe
PRINTER
Pinsker Druck and Medien GmbH,
84048 Mainburg, Germany
PRODUCTION
Marlene Freiberger, Wolfram Goetz (resp.), Franz
Kantner, Silvana Mayrthaler, Cornelia Sauer
COPYRIGHT
The contents of this magazine are protected by
copyright law. All rights reserved.
PHOTO EDITORS
Beate Blank (resp.), Michelle Otto, Benno Snger
NOTICE
Opinions expressed in the articles of this magazine
do not necessarily reflect the views of the publisher.
PHOTO CREDITS
Cover: Illustration Art Market/Darren Diss; Editorial: laif/Bernhard Huber; p. 9: Kai Juennemann;
p. 11: dpa Picture-Alliance/Arno Burg; p. 1415: Art
Market/Illustration Darren Diss; p. 17: Holde
Schneider; p. 20: Audi AG; p. 21: GameStop; p. 22:
Zhenyuan Group; p. 23: Uni Power Group, BBK
Mobile; p. 24: gallerystock/BIWA; p. 25: StockFood/
Paul Blundell; p. 26: gettyimages/Siri Stafford;
p. 27: gallerystock/Anthony Suau; p. 28: gallerystock/Sasha Bezzubov; p. 29: Piet Truhlar; p. 30:
College for Creative Studies; p. 31: gettyimages/
BEN MEZRICH:
The Accidental
Billionaires:
The Founding
of Facebook
ANDREAS
BAUSCH,
BURKHARD
SCHWENKER:
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