29 de gener 2008

Keiretsu Forum


L'amic Xavier Casares m'ha invitat a la sessió del capítol de Barcelona de Keiretsu Forum, l'associació de Business Angels més important del món. M'ha agradat molt, tant el to i la dinàmica que el Xavier li ha donat com els projectes que s'hi han presentat. Tanmateix, no és fàcil per als que presenten els projectes deixar-se escrutar i inquirir pels possibles inversors. Keiretsu és networking però sobretot inversió i en un ecosistema d'innovació i emprenedoria precari com el nostre, aquest tipus d'inciatives han de ser benvigudes.

Fa pocs dies vaig estar amb el capítol de Keiretsu a San Francisco i em van semblar una gent amb un força extraordinària, saludar avui a la seva videpresidenta Judith Iglehart ha estat un plaer. Enhorabona.

Curiosament abans d'entrar a la sessió he llegit d'una revolada el darrer llibrfe de Fernando Trias de Bes sobre emprenedoria. La llista que fa de FCF, factors clau de fracàs per a l'emprenedoria, m'ha semblat excepcional. Un bon llibre i molt indicat per escoltar els projectes que s'han presentat al Keiretsu. Diu Trias de Bes que per emprendre cal motivació més que motius, i tanmateix els projectes d'avui tenien motivació i algun cas passió. Els emprenedors han de ser gent una apassionada, molt apassionada.


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27 de gener 2008

Puigcodina i roca del corb


Avui, he fet una petita caminada fins a la Roca del Corb. No he trobat molta gent, el temps molt primaveral. He deixat el cotxe al costat de la Torre de l'Angel i m'he enfilat fins a trobar el camí que enllaça amb l'últim tram de carrers asfaltats. És una excursió que puja més del que imaginava, en un camí molt clar. La vista que hi ha des de Puigcodina és privilegiada. És una gran balcó a La Mola i un mirador de Montserrat. La seva prominència és prou notable, s'hi puja amb facilitat. Per anar de Puigcodina a La Roca del Corb hi ha un camí de puja i baixa que passa pel Collet de l'Arca. És un camí bastant aeri, rocós, un sender que s'endevina. La Roca del Corb ofereix una vista més panoràmica que va des de Cavall Bernat fins a la Mata i Castellsapera. Mentre pujava anava pensant:


1. No puc entendre com s'ha deixat construir tant. La prolongació de Les Pedritxes és excessiva. No ho puc entendre, com tampoc entenc el que l'Ajuntament de Matadepera ha fet a Can Candi. Alguna institució havia d'haver posat la línia abans. No ens podem sentir orgullosos del que les nostres generacions han fet al peu del Parc.

2. Pujant Puigcodina he recordat l'incendi, encara avui ben perceptible que es va declarar a mitjans vuitanta al peu d'aquest turó. Recordo un dia a la nit, amb molt menys mitjans del que hi ha ara, amb unes motxilles d'aigua intentant que les soques no revisquin. L'actual sequera és molt preocupant. L'ecosistema es veu més fràgil, desequilibrat. Crec que caldria pendre mesures molt contundents si no plou. Com per exemple, prohibir rotundament l'accés al bosc. Passar aquest estiu serà duríssim i evitar incendis serà molt complicat.


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26 de gener 2008

Hillary - Obama què diuen de la innovació?


He buscast a les webs de Hillary Clinton http://www.hillaryclinton.com/feature/innovation/ i de Barck Obama http://www.barackobama.com/issues/economy/#invest-innovation el que proposen en innovació. Clarament no són dues propostes trencadores tot i que les propostes de la Clinton són més detallades i semblen més elaboradores per experts.


Què diu Obama d'Innovació ?


Invest in American Innovation
Invest in the Sciences: Barack Obama supports doubling federal funding for basic research. As a share of the Gross Domestic Product, American federal investment in the physical sciences and engineering research has dropped by half since 1970. Yet, it often has been federally-supported basic research that has generated the innovation to create markets and drive economic growth. For example, one recent report demonstrated how federally supported research in fiber optics and lasers helped spur the telecommunications revolution.
Make the R&D Tax Credit Permanent: Barack Obama wants investments in a skilled research and development workforce and technology infrastructure to be supported here in America so that American workers and communities will benefit. Obama wants to make the Research and Development tax credit permanent so that firms can rely on it when making decisions to invest in domestic R&D over multi-year timeframes.
Deploy Next-Generation Broadband: Barack Obama believes that America should lead the world in broadband penetration and Internet access. He believes we can get true broadband to every community in America through a combination of reform of the Universal Service Fund, better use of the nation's wireless spectrum, promotion of next-generation facilities, technologies and applications, and new tax and loan incentives. Full broadband penetration can enhance competition, provide economic growth, and bring significant consumer benefits. Obama has supported Chicago's citywide wireless broadband initiative and believes national policy should support state, local, and public-private partnerships as well as private efforts to make high speed access to the Internet available to all Americans. As a key step to achieving full broadband access, Obama believes the Federal Communications Commission (FCC) should provide an accurate map of broadband availability using a true definition of broadband instead of the current 200 kbs standard and an assessment of obstacles to fuller broadband penetration.
Promote Digital Inclusion: The lack of affordable, high-speed Internet access in rural, urban, and minority communities has created a digital divide between those who have access to the Internet and those who do not. This severely limits the growth potential of many urban and rural companies. Barack Obama believes we can get true broadband to every community in America through a combination of reform of the Universal Service Fund, better use of the nation's wireless spectrum, promotion of next-generation technologies, and new tax and loan incentives.


Què diu Hillary d'innovació?


At a time when workers are anxious about the challenges of globalization and there is growing concern that America is losing its competitive edge, Hillary Clinton offered her views on how innovation can be the key for creating new jobs, stimulating economic growth, and ensuring American leadership of 21st century industries. She detailed policy proposals to renew the nation’s commitment to research; help create the premier science, engineering, technology, and mathematics workforce; and upgrade our innovation infrastructure. Hillary Clinton also rejected the Bush administration’s mixture of science with politics, and pledged to restore integrity to federal science policy.
BACKGROUND: America is still an “innovation superpower.” We have the world’s best university system, an entrepreneurial culture, and the availability of risk capital. Also, we spend more than $300 billion a year on research and development (approximately 2.7% of GDP), more than any other nation. Our products and services are in demand the world over. Last year, Americans captured all of the Nobel Prizes in science.
THE CHALLENGES: Other nations are increasingly investing in their innovation infrastructure, positioning themselves to challenge our leadership. In the last 12 years, China has doubled the percentage of GDP dedicated to R&D, and over that same period GDP itself doubled. Also, our share of the world’s scientists and engineers has declined, and too few American college students are preparing themselves for these careers. Fewer than 20% of American undergraduates are earning degrees in science or engineering, compared with more than 50% in China. And, we now rank 25th in broadband deployment.
THE SOLUTIONS: Hillary Clinton proposed a 9-point plan to renew the nation’s commitment to research; help create the premier science, engineering, technology and mathematics workforce; and upgrade our innovation infrastructure:
Establish a $50-billion Strategic Energy Fund. The Fund would finance an energy research agency that gathers the best minds from academia, the private sector, and government to devise ways to make the United States energy independent and reduce the threat of global warming. Oil companies would have the choice of either investing in alternative energy or contributing a portion of their earnings into the Fund. The Fund would also provide tax incentives for homeowners and businesses to make their houses and offices more energy efficient; provide gas station owners a tax credit for installing E85 (ethanol) pumps; provide loan guarantees for the commercialization of cellulosic biofuels; and providing incentives for the development of new technologies that contribute to a cleaner environment.
Increase the basic research budgets 50% over 10 years at the National Science Foundation (NSF), the Department of Energy’s Office of Science, and the Defense Department. The increased investment can be accomplished through a combination of new and reallocated funds. At present, federal expenditures on basic research total $28 billion, $13 billion of which is spent outside of the National Institutes of Health (NIH).
Increase research focus on the physical sciences and engineering. Funding for research in the physical sciences and engineering have remained relatively flat for over a decade, while other nations have stepped up spending. Hillary Clinton proposes to direct the federal agencies to commit a large portion of their budget increases to research in these areas.
Require that federal research agencies set aside at least 8% of their research budgets for discretionary funding of high-risk research. It is critical to support unconventional research that has the potential of producing break-through results. Under the Bush administration, agencies like the Defense Advance Research Projects Agency (DARPA) have reduced support for truly revolutionary research. This is a problem because DARPA has played a major role in maintaining America’s economic and military leadership. DARPA backed such projects as the Internet, stealth technology, and the Global Positioning System.
Ensure that e-science initiatives are adequately funded. E-science has transformative potential, and we must accelerate the pace of discovery and investment to ensure that America leads the emerging field. E-science is research that links Internet-based tools, global collaboration, supercomputers, high-speed networks, and software for simulation and visualization. The potential of e-science is great. For example, researchers could one day model climate change by constructing scale simulations of the Earth’s systems. The NSF commits approximately 3% of its budget, or $200 million annually, to the support of e-science through its Office of Cyberinfrastructure.
Boost support for multidisciplinary research in areas such as the intersection of bio, info, and nanotechnologies. This is an area of potentially unique competitive advantage for the United States. Few countries have the depth and breadth of our excellence across different scientific and technological fields.
Increase the NIH budget by 50% over 5 years and aim to double it over 10 years. Since 2003, the National Institute of Health (NIH) budget has been largely flat, and President Bush proposes reducing it by 1.1% in 2008. Declines in NIH expenditures could significantly affect the quantity and quality of university research, dissuade young people from pursuing careers in science, and impede biomedical advances. NIH-funded research has produced break-through treatments for heart disease, cancer, and AIDS. With funding lagging, there are fewer grants for researchers; there is increased uncertainty about whether funding will be sufficient to complete projects; there is less support for truly creative research; some labs are understaffed; and many construction projects have been scaled back or suspended. The multi-year commitment provides predictability, and the increased funding will help ensure that the next generation of scientists will be well trained.
Increase investment in the non-health applications of biotechnology in order to fuel 21st century industry. The NIH dominates federal investments in biology and the life sciences, and there are only a few programs exploring non-health applications of biotech. And although biotechnology is a $50 billion industry, it is still in its infancy-and that is particularly true where the non-health applications are concerned. An example of non-health biotech is the creation of bacteria that can remove toxins from the environment, such as heavy metals or radioactive contaminants. Insights from biotechnology can accelerate growth in a large number of other fields-not unlike the way 20th century developments in the chemicals industry drove growth in oil and gas refining, pulp and paper, building materials, and pharmaceuticals. The NIH will have to work with other agencies to explore these non-health applications.
Direct the federal agencies to award prizes in order to accomplish specific innovation goals. The federal agencies should regularly use prizes to encourage innovation when there is a clearly defined goal and when there are multiple technological paths for achieving that goal. Prizes can attract non-traditional participants and stimulate the development of useful but under-funded technology. Hillary Clinton proposes to make prizes a part of the budgets at the research agencies.
Triple the number of NSF fellowships and increase the size of each award by 33 percent. At present, the NSF offers approximately 1,000 fellowships per year, similar to 1960s levels, although the number of college students graduating with science and engineering degrees has grown three fold. The NSF fellowship is the key financial resource for science and engineering graduate students. Hillary Clinton proposes increasing the number of fellowships to 3,000 per year. She also proposes increasing the size of each award from $30,000 to $40,000 per year (simultaneously, she proposes to increase the NSF award to each recipient’s school from $10,500 per recipient to $14,000 per recipient to help cover educational costs). It is estimated that this would increase the annual cost of the program from $122 million to $500 million. [Richard Freeman, the Hamilton Project, "Investment in the Best and Brightest," December 2006]
Support initiatives to bring more women and minorities into the math, science, and engineering professions. Increasing the educational attainment of women and minorities, particularly in math, science and engineering, is critical to our future as an innovative nation. Women comprise 43% of the workforce but only 23% of scientists and engineers. Blacks and Hispanics represent 30% of the workforce, but only 7% of scientists and engineers. Unless women and underrepresented minorities develop strong math, science, and engineering skills, the average educational attainment of the American worker will decline. Hillary Clinton proposes that the federal agencies adopt criteria that take diversity into account when awarding education and research grants. She also proposes that the federal government provide financial support to college and university programs that encourage women and minorities to study math, science, and engineering.
Support initiatives to establish leadership in broadband. Under the Bush administration, the country that invented the Internet has slipped to 25th in the global rankings for broadband deployment. In order to accelerate the deployment of sophisticated networks, Hillary Clinton proposes that the federal government provide tax incentives to encourage broadband deployment in underserved areas. She also proposes financial support for state and local broadband initiatives. Various municipal broadband initiatives are underway around the country to accelerate the deployment of high speed networks. The initiatives are useful for education, commerce, technology development, and the efficient provision of municipal services.
Overhaul the R&E tax credit to make the U.S. a more attractive location for high-paying jobs. The 20% incremental tax credit should be made permanent. Since its introduction in 1981, the credit has been extended 12 times and allowed to lapse once. A permanent credit would make the U.S. a more attractive location for R&D facilities, increasing the likelihood that high-paying research jobs will be created here rather than abroad. Hillary Clinton proposes to make the tax credit permanent in order to eliminate uncertainty, and to make it easier for companies to plan their R&D budgets.
Restore integrity to science policy. It is important to reinvigorate the Office of Science and Technology Policy to ensure that the President receives objective, fact-based advice. Hillary Clinton will reverse the Bush administration’s irresponsible politicization of science.


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Collaborative Innovation


L'edició del World Economic Forum d'aquest any gira entorn de la "collaborative innovation" http://www.weforum.org/pdf/am_2008/executive_summary.pdf , sobre noves xarxes d'innovació. Definitivament, el món de la innovació ja no quedarà mai més tancat en departmens de R+D. Les formes per a generar nous models de negoci innovadors encara són molt inmadurs però els "open business models" de Chesbrough, "l'Open Innovation" en general, http://www.openinnovation.net/ és una gran oportunitat per a nous creixements empresarials. Esperarem per si de Davos surt alguna idea suggerent, de moment us reprodueixo el resum executiu de la sessió dedicada a collaborative innovation:


The Power of Collaborative Innovation
• Jacques Aigrain • Carlos Ghosn • Thomas H. Glocer • Mark G. Parker • Hector de J. Ruiz Chaired by • Steve Adler Friday 25 January
Hector de J. Ruiz, Chairman of the Board and Chief Executive Officer, AMD (Advanced Micro Devices), USA, said his company’s alliance with IBM has been a shining example of collaborative innovation, but it took time for the two firms to “fall in love”.
“I believe that it is a very successful example of collaborative innovation, but it took years,” he said of the alliance, which was first formed in 2002.
Ruiz said that trust is the key element in building an inter-corporate relationship. Once initial trust has been tried and tested, it is possible to move to a higher level. “With IBM, it was initially narrow, then it broadened. We learned that, by restricting cooperation, we were making it difficult to initiate things,” he said.
Carlos Ghosn, President and Chief Executive Officer, Renault, France, and President and Chief Executive Officer, Nissan, Japan, said that the successful link-up between Renault and Nissan was forged through innovation because “there was no textbook” for how the alliance ought to function. The key to its success was the existence of a shared strategy, he said. “Without a shared goal, diversity is a handicap,” he stressed.
For Mark G. Parker, President and Chief Executive Officer, Nike, USA, there has been a profound change in the relationship between corporations and their consumers, which has turned into more of a dialogue. “There has been a shift in the power of the consumer,” he said. But these changes present more of an opportunity for a company than a threat.
On the question of alliances, Parker said that even if the relationship does not end in marriage, much good can emerge from it.
Nevertheless, all collaboration between companies involves a trade-off, with each side needing to know exactly what it stands to gain, said Thomas H. Glocer, Chief Executive Officer, Reuters, United Kingdom. “If you own 100% of the next incredible idea, you are not going to phone around your friends with it,” he remarked. “But on balance, you need to have a healthy collaboration in your corporate toolkit.”
The question of intellectual property can present problems in any corporate relationship and sometimes it is necessary to make clear what can and what cannot be shared, Ghosn noted.
But collaborative innovation is a concept that extends beyond the relationship between corporations to include a company’s approach to its own employees and the attitude of those employees towards their work, the panellists said. Jacques Aigrain, Chief Executive Officer, Swiss Re, Switzerland, said that old companies, such as his own, face a day-to-day battle to continue innovating.


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24 de gener 2008

La fórmula de l'èxit de l'emprenedoria


Chris Gill és el líder de la Silicon Valley Association of Startup Entrepreneurs, es defineix com un serial enterpreneur, és a dir un emprenedor que disfruta fent néixer i créixer projectes més que no pas consolidant-los, per ell la fórmula de l’èxit de l’emprenedoria es basa en un 50% en l’equip, en un 30% en el pla i model de negoci i en un 20% en les idees noves. Segons Gill, dels 400.000 enginyers i tècnics que hi ha a Sillicon Valley, uns 20.000 són emprenedors, aquests presenten un stock permanent de 6.000 plan s de negoci, d’aquests uns 350 presenten projectes que requereixen entre 2 i 4 M US $, dels quals només un 10%, és a dir, uns 35, tindrà èxit i uns 175 tancaran. Gill no creu en les incubadores ni les dinàmiques acadèmiques per generar projectes emprenedors potents. L’ecosistema de Sillicon Valley no s’entén sense persones com Chris Gill. Em va impressionar. Dec la coneixença a Marc Bartomeus.


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pot ser més eficient la innovació?

Fa pocs dies, vaig visitar l’Stata Center del MIT, un lecturer català, Lluís Pérez B., ens ha fet una sessió sobre emprenedoria i innovació de molt nivell. Anàvem a aprendre i hem après. Em quedo amb una pregunta: potser més eficient el procés d’innovació ? és evident que la perspectiva de la resposta és diferent des del mercat, des de l’empresa que des de la universitat, però em sembla un tema central. Els 2.000 M US $ del MIT en recerca impressionen i són una part de l’explicació dels seus resultats. Tenen diners perquè tenen resultats i tenen resultats, en part, perquè tenen diners.


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16 de gener 2008

background empresa


En una reunió a l'Oficina de Science & Technology Ventures de Columbia University pregunto quin consideren que és l'element clau per a facilitar les relacions universitats - empresa, resumint molt i perdent matís, la resposta va ser: que els que gestionen la transferència de tecnologia tinguin una important trajectòria empresarial. I efectivament, a Columbia la gent que porta el que serien les OTRI a Espanya tenen un background empresarial d'altíssim nivell. Els resultats són espectaculars.

La missió de l'Oficina és :

"!The mission of STV is to transfer inventions and innovative knowledge to outside organizations for the benefit of society on a local and global basis.
Whenever appropriate, this is to be carried out at going commercial rates so that discretionary funds are brought into the University to improve educational and research activities and capabilities."


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10 de gener 2008

Renovar les polítiques de promoció econòmica




Si us interessa en el darrer número (59) de la revista If... que publica Infonomia hi ha aquest article sobre la renovació de les polítiques públiques de pomoció econòmica.





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La universidad de los tercios. Décima de impresiones


Ayer estuve todo el día reunido con el equipo directivo de una universidad, gente que pone horas y voluntad en un proyecto de modernizar la universidad, ponerla en una posición digna en la sociedad del conocimiento. Resumo algunas constataciones en esta décima de impresiones:
Primera. Nadie les presiona. Saben que han cambiado mucho pero que les queda mucho más por cambiar, pero no sienten presión social, no pueden esgrimir ninguna presión clara de sociedad, gobierno o grupo de presión para impulsar el cambio. Algo falla en la atención que la sociedad presta a la universidad, la crítica soto voce, cuando lo que debería es exigirla. Esto sería de gran ayuda para los equipos rectorales, que la sociedad, las empresas, los gobiernos les exigiesen resultados.
Segunda. Son un grupo de académicos que no cae en el diagnóstico infinito, que tantas veces he vivido en reuniones similares, ni tampoco buscan justificarse ante la crudeza de mis afirmaciones. Esto me ha gustado. Quizás por ello son un grupo de funcionarios que echa pestes del régimen funcionarial. El gran desastre de la universidad es que su forma de movilidad profesional es biológica. Un desastre para profesores y para el PAS. Una buena idea sería no fichar a nadie que creamos que nunca se irá de la universidad. Otra sería evitar que los mediocres controlen los procesos de selección. Curiosamente todos parecen saber quiénes son los mediocres.
Tercera. Recordando una de las magníficas descripciones de Paco Solé Parellada, hay una universidad (autoreferencial, estamental, etc.) de tres tercios. Un tercio que aporta mucho, que tiene talento, disponibilidad institucional, atienden con calidad a los alumnos, tienen convenios con empresas. Otro tercio que aporta muy poco, que cumple poco o lo justo, en el que hay algunos o muchos que nadie entiende como pudieron entrar en la universidad. Y hay un tercio que oscila en su compromiso y dedicación. La gracia está en crear una coalición de cambio entre los comprometidos y seducir a una parte significativa de los oscilantes para tomar algunas decisiones relevantes, estratégicas, valientes.
Cuarto. El límite del cambio está en los intereses particulares. Y en la universidad hay intereses particulares que a menudo se revisten del Sancta Santorum de la libertad de cátedra o de simples egos con autoestima desmesurada. Cuando se presume que se tocarán intereses particulares entonces aparece claramente el riesgo político. AL equipo rectoral lo pueden echar en el próximo claustro. Las horas y el desgaste que implica mandar un poco en una universidad son excesivos. El sistema de toma de decisiones se ve muy afectado por estas patologías de gobernanza. El tempo de la decisión es muy lento y la componenda entre intereses una fórmula habitual que además toma el nombre de proceso participativo.
Quinto. Son gente que quiere a la universidad, que la lleva dentro. Son gente a los que les duele la universidad que tienen y ponen horas para cambiarla. En concreto les preocupa mucho el PAS y sus dinámicas corporativas. Si pudieran estoy seguro que echarían a un buen número que se han apalancado y son una gran rémora para la casa, pero ya se sabe que no se echa a nadie, ni tan solo se expedienta a casi nadie que no cometa delitos fehacientes. Les falta una capa directiva potente en el PAS, el escalafón interno que imponen determinadas dinámicas sindicales es perverso, endogámico, lleva a la mediocridad y la ineficiencia. Todos los saben, pero les cuesta decir lo que piensan, es demasiado duro y tendrán que negociar los votos del PAS más pronto que tarde. Además todos vienen de una cultura que ha venerado a los sindicatos y cuando les aparecen cómo máquina de impedir, se desconciertan.
Sexto. Hablamos de internacionalización, de rankings internacionales (están mal o muy mal como casi todas las españolas). Tienen demasiados convenios internacionales que no sirven para nada o para turismo académico puro y duro. Les faltan alianzas que se conviertan en proyectos significativos y contrastados a baremos de calidad internacional. Hablamos de internacionalizar para ser “follower” de los mejores, no para consolarnos con instituciones en situación similar o peor. Creo sinceramente que se equivocan insistiendo en Latinoamérica.
Séptimo. Nos ponemos a buscar soluciones, proyectos, ideas, pequeños cambios que actúen de palancas potentes. Tienen una buena dinámica de equipo, un rector con liderazgo, un buen gerente, en general son muy razonables, pero la falta de una capa directiva potente debajo les fuerza a gestionar. Y los equipos rectorales no están para gestionar sino para gobernar estratégicamente las universidades. Y ahí les duele. No pueden poner recursos (la famosa RPT) dónde los necesitan, dónde quieren impulsar el cambio. Al final les propongo crear un espacio dónde se pueda visualizar su visión de universidad y actúe para convencer a oscilantes.
Octavo. ¿ Porqué no podemos hablar abiertamente de que nos gustaría tener a los mejores alumnos, que sería bueno competir por ellos y que fueran una fuerza interna de autoexigencia?
Noveno. Al final, la pregunta clave. ¿Nos sentimos parte de la historia o del futuro? ¿Gestionamos inercias o construimos algo nuevo? Claramente, intentar construir.
Décimo. He vivido muchas reuniones como esta. Salgo animado, lo van a intentar. Creo que acelerarán en la senda del cambio y procurarán canalizar la onda expansiva del cambio hacia una visión más presentable de universidad en el siglo XXI. Esperemos que haya suerte y no les bloqueen antes o después.
Les estoy agradecido


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05 de gener 2008

Talent i humilitat

M'agrada definir a les persones amb talent com aquelles que es troben molt a faltar quan deixen una responsabilitat. Són gent que aporta molt per sobre la mitjana. La majoria d'empresaris que conec, consideren la gent de talent, no com un cost, sinó com una inversió. En aquest sentit, saben que no només acostumaran a defensar bé el seu elevat sou (el que costa a l'empresa) sinó que seran uns aportadors nats de coneixement, negoci i benefici. Per això costa trobar gent de talent. Per tant, el talent no es resol amb una formació espectacular, es resol amb resultats. Aquesta és la prova del nou del talent. No es tracta de contractar gent amb un coeficient intel·lectual abassagador, es tracti de tenir gent que aporti uns resultats brillants, des del seu talent forjat a base de trajectòria (èxits i fracassos) a base d'una bona gestió de les relacions i a base de coneixement (mirant més el que queda per aprendre que el que hom ja sap). Hi ha molta gent que es vendrà com a molt talentosa i no superarà aquesta prova, i d'altres que potser no ho semblaven, seran professionals de gran talent. És evident que al talent hi acostumem a associar, competències com el coneixement expert, el lideratge, l'emprenedoria, la innovació, la capacitat de dirigir equips, i si em permeteu jo hi afegiria l'honestedat i el ser una persona fàcil (en la mesura del possible amb l'humilitat de continuar aprenent de tothom).
Hi ha un acadèmic català, molt reconegut, però tan endiosat, tan mal educat, tan capritxós, que per molt que faci llibres llibres importants, per a mi, no tindrà mai el respecte d'aquells que amb la saviesa serven un capteniment normal, humil, agradable. Una cosa no treu l'altre.


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