Innovation as management axis towards the top. Madrid. Fundacion Rafael del pino. September 17th 2009

The Global Community of ideas.A space to share ideas

ideas4all.com the Democratization of ideas

Innovation as Management axis towards the top.

Its about ideas. Many of us ask ourselves when we see a good idea, why it did not occur to me before? I believe that great ideas are simple and beautiful

Creativity is everywhere and it lives in all of us, let the collective and collaborative wisdom decide which are the best ones

Innovation as Management axis towards the top.

An executive career. Drivers

Doing things differently, the best you can.

Dr. Ana María Llopis

Madrid EWPN and Fundación Rafael del Pino, Septem ber 17 th 2009

OPENING NOTE /IMAGE

EL PAÍS YESTERDAY SEP 16 TH BACK PAGE

INDEX

1. MANAGEMENT AXIS AND INFLUENCERS

2. EDUCATION-FAMILY INFLUENCE. VALUE SETS AND LIMITS

3. DEALING WITH THE STRESS OF WANTING A CAREER AND A FAMILY. PLANNING WITH PARTNER

4. COPING WITH STEREOTYPES. CROSSING ORGANIZATIONAL BOUNDARIES

5. IDENTIFYING GAPS IN THE MARKET THAT NEED YOUR SKILLS. AMBITION IS HEALTHY DON’T

BELIEVE THE CONTRARY

6. BUILDING TEAMS IN DIVERSITY

7. INNOVATING MY PERSONAL KEY TO SUCCESS.

8. SPARRING GROUP

9. BUILDING TRUST REDUCES STRESS AND OPTING OUT. OUT OF CONTROL. THE WAY UP IS NOT

ALWAYS A ROSE GARDEN

10. BEING AT THE RIGHT TIME IN THE RIGHT PLACE. IS NOT JUST CHANCE

11. HAVE A MENTOR AND BE A MENTOR. RECOMMEND OTHERS FOR TOP POSITIONS

12. THINK ABOUT AND PLAN FOR THE FUTURE .THE SECOND CAREER. BOARD OF DIRECTORS

13. HOWARD AND NASH´S MODEL JUGGLING SUCCESS PROCESS. FAMILY JUGGLERS

14. IDEAS4ALL.COM

15. THE NEW NETWORKS. WE ALL NEED TO LEARN THIS LANGUAGE

16. CONCLUSIONS

17. RECOMMENDED BOOKS ON INNOVATIVE MANAGEMNET



Management has many influence axis to conform the way we Manage here are only some of them

A. Outside No Control-

• The Market , the Economy turn around, Countries position, Globalization Pace, Trends, family values.

What the new generations want from the Company and from you.

B. Outside Some Control-

• Our market, our customers, our branding our organization our Bosses our subordinates. Our mentors,

our sparring groups, networks we want to belong to, Board participation.our sparring groups, networks we want to belong to, Board participation.

C. Inside Control-

• Our professional Evolution, behaviour and results. Ambition, innovative perspective changing the

sacred cows and myths, Entrepreneurship focus, Working as hard as we can, the best we can. Much

better to compare with yourselves than compare with others, corporate governance and values, Crisis

Management skills, Team Building, Network building. Keeping yourselves informed, reading and

reading as well as researching Management, markets trends, influencers

D. Inside No- Control-

• Genetic Code , Personality development, Language Skills, Specialization Skills., physical or mental

skills limitations.

WHEN IN CRISIS INNOVATION AND NEW IDEAS/MODELS BE COME EVEN MORE IMPORTANT

2. EDUCATION-FAMILY INFLUENCE. VALUE SETS AND LIMITS

• Defining what we want in life and where are the limits?

• What is enough for us?

• EDUCATION-FAMILY INFLUENCE.

• Independence and freedom in FAMILY CULTURE

• Your value set.

• It is not the quantity of time you dedicate to your

2. EDUCATION-FAMILY INFLUENCE VALUE SETS AND LIMITS

• It is not the quantity of time you dedicate to your family what counts it is the quality of that time

• Switching Universities. Not always what seems the best is for you, most of the time the second best is whe re

success and happiness is

• Changing Science for Business and Marketing. Wanted to see what you do for real, with real customers in the real

world

• Be yourself, be a woman if you are a woman , don’t pretend you are a man, we are different, although we

should have the same rights to access every business and career doors

Father Medical Doctor Epidemiologist

Emigrated from Spain for political reasons. A Matter of Principles

Mother Professor of Math and Physics

3. DEALING WITH THE STRESS OF WANTING A CAREER AND A F AMILY. PLANNING WITH PARTNER

Dealing with and overcoming the stress of having a senior level executive position and wanting a family.

• CANCER- P&G. Fighting adversity.

• Pregnancy and the practitioner daily visit

• Our son and my other babies ARIEL & FAIRY

• GOOD NURSERY. when the real juggling starts

3. DEALING WITH THE STRESS OF WANTING ACAREER AND A FAMILY. PLANNING WITH PARTNER

• GOOD NURSERY. when the real juggling starts

• Thank god there are aupairs and women immigrants, legalize their situation and pay them well, make them progress with you

• Our heteronymous time is a stress generator. Everyone else decides on our time and agendas is even worst for women

• LEARNING WHEN TO SAY NO IS ONE OF THE MOST DIFFICULT PARTS.

• Taking control of your professional life is very important

3. DEALING WITH THE STRESS OF WANTING A CAREER AND A F AMILY. PLANNING WITH PARTNER

• Planning your career space with partner/family.

• Things not always under control.

• What motivates you to move to a new job position or company, switching.?

• PLAYTEX .vs. IBM OFFER . The 500 women factory up for a shutdown

• Talk and talk, explain and explain, share and share they will understand . Open up

3. DEALING WITH THE STRESS OF WANTING ACAREER AND A FAMILY. PLANNING WITH PARTNER

they will understand . Open up

• When your partner supports your goals. Compromise and commitment

• YOUR PARTNER’S CAREER IS IMPORTANT

• Not only care. Show you care

• Sometimes it means taking turns

• Delaying your dream as he delays his for yours is sometimes necessary

• Common friends critical

• LET HIM/HER UNDERSTAND WHAT YOU DO AND THE IMPORTANCE FOR YOU AND SOCIETY

4. COPING WITH STEREOTYPES. CROSSING ORGANIZATIONAL BO UNDARIES

4. COPING WITH STEREOTYPES. CROSSING ORGANIZATIONAL BOUNDARIES

• Coping with stereotyped attitudes and overcoming them .

• Salary differences, not known

• Being the only one in the group is lonely but the compensation is opening routes for the next generation of women.

• Bras and girdles

• Horeca

• Sacred cows, creativity and BREAKING ORGANIZATIONAL BOUNDARIES.

• Difficulties of entering a men's world. THE GYPSIES STORY

• The WASHING MACHINES ENDORSEMENT programs

• The OUTSIDER IN THE BANKING WORLD, ¿What does she know?

• From Marketing to Quality, to Sales to Branch Management to Banks organization and General Management

• Seeing your Competitors as friends and collaborator s

• Identifying gaps in the market place that need your skills.

• The right attitude to progress up the ladder, share, be generous and volunteer unsolicited work/thoughts someone will notice.

5. IDENTIFYING GAPS IN THE MARKET THAT NEED YOUR SKILL S. AMBITION IS HEALTHY DON’T


5. IDENTIFYING GAPS IN THE MARKET THAT NEEDYOUR SKILLS. AMBITION IS HEALTHY

• My personal motivation driver: the learning curve

• Be ambitious . There is nothing wrong with that, when you have defined the limits and the personal and social ethical grounds

• BANESTO, SANTANDER, CNMV

In the Banking World

• Banesto ¿who is excelling in the USA?

• “Not invented here” learn and build from others

• Merchandising Branches revamp John Ryan Co.

• Excel in sales Cohen & Brown a complete revolution for Spanish standards

5. IDENTIFYING GAPS IN THE MARKET THAT NEED YOUR SKILLS. AMBITION IS HEALTHY DON’T



• Build with future vision architecture based on Customer centric and CR requirement .Today key strength of Santander Parthenon

• New revolutionary account and Word of mouth copy

• Open a Bank break concept and copy within the Santander Group. Best Quality of service in 6 months

• New Media deals based in new accounts and amount of deposits vs. reach and frequency

• First bank to sell Funds from other Banks Multifondos open

• First Internet broker within 2 months with Merrill Lynch

• Leading online operations within one month

In the Banking World

Last two decade was full of changes exuberance proved there are no limits, bankers became retailers and singers become bankers. And reputation was built and destroyed in time record.

BRANDS ARE IMPORTANT

5. IDENTIFYING GAPS IN THE MARKET THAT NEED YOUR SKILL S. AMBITION IS HEALTHY DON’T





• DIVERSE TEAMS NOT JUST WOMEN. AND NOT JUST ONE COUNTRY

• RESPONSIBILITY, DELEGATION, OWNERSHIP, LEADERSHIP PREGNANCIES, FLEXIBLE HOURS, CHILD CARE, PROMOTIONS SALARIES ETC.

• IF IT IS A REAL TEAM AND THEY FEEL OWNERSHIP OF SUCCESS THEY WILL FOLLOW YOU ON YOUR DIFFERENT MOVES

• MY TEAM FOLLOWERSENRIQUE 5 MARIA 2ENRIQUE 5 MARIA 2ANA 6 CLAUDIA 2JOSE MIGUEL 3 ANA 2JOSE LUIS 3 MAGDALENA 2HERVÉ 3 CHEMA 2 OTHERS SUPPLIERS OF SERVICESMARIA JOSE 6MARTA 6ISABEL 5STANLEY 4PEDRO 4

• WE ALL KNOW HOW TO WORK TOGETHER YOU SAVE THE LEARNING CURVE PROCESS AND ARE MORE EFFECTIVE, PRODUCTIVE AND EFFICIENT THAN OTHERS , EARLIER

• AND COLLEAGUES TOO, FRIENDSHIP FOR LIFE. 4GENERAL DIRECTOR OF BANESTO AND OTHER TEAMS

ANA, ANGEL, CARLOS, ENRIQUE, JAVIER, MARIAJO, MARTA…

7. INNOVATING MY PERSONAL KEY TO SUCCESS .


MANY WAYS AND ROUTES TO INNOVATE. THINK AHEAD OF MARKET. INTUITIVE THINKING WITH MARKET RESEARCH DATA

• VIRAL MARKETING BEFORE ITS TIME WORD OF MOUTH CAMPAIGNS

• UNIQUE PRODUCT RESTAGE 90 GR. GIRDLE

• CUSTOMER CENTERED BANKS

• THE BEST BANKING ARCHITECTURE AND APPLICATION • THE BEST BANKING ARCHITECTURE AND APPLICATION TEAM . FIRST BANESTO, THEN SANTANDER AND NOW IN ABBEY NATIONAL

• FIRST TELEPHONE STAND ALONE BANK

• FIRST INTERNET BANK IN SPAIN OPENBANK

• FIRST INTERNET BROKERAGE OPENVALUE

• FIRST INTERNET STANDALONE ALL PURPOSE STORE

• FIRST WOMAN IN 2 FOOTSIE 100 COMPANIES BOARD

• NEW WOMEN ONLY CAR INSURANCE SHEILAS WHEELS

• NEW UNIQUE IDEAS4ALL.COM IDEAS SHARING SITEWHEELS UK

7. INNOVATING MY PERSONAL KEY TO SUCCESS .


INNNOVATIVE MANAGERS

1. Don’t manage by authority or power, but with results and efficiency criteria , nor based

on Loyalty. They build teams, give more feedback whether positive or negative . They

are interested in new ideas in changing processes and strategy for better performance in

the market.

2. They Direct and reward by merits, are more objective in the hiring and promotion

processes . They rationalize in terms of facts and figures as well as intuition. Want to

work and build most admired innovative companies

3. Use their common sense and analytical and research skills more frequently

4. Are more multifunctional . Feel freer at the times for change or switching companies

5. Cross inter-organizational barriers vertically and horizontally up and down left and right

6. They don’t believe they are indispensable , they make sure a successor is trained and

always ready. If their ideas are nor promoted they become entrepreneurs at their own

risks. They support strongly projects they believe in

7. Other interest besides succeeding in business , more emotional intelligence

8. Create more diverse networks although more intellectual and professional than golf,

hunting , drinking together etc.

9. Money not key motivational driver, ideas , new models , changing the world is their

motivation. Up –to date with trends, technology and science in general terms.

8. SPARRING GROUP

8. SPARRING GROUP

• My WOMEN sparring group is diverse in fields markets and profiles

• 25 years together meeting at least every-other month 5 of us

• Well informed all the time of what is happening in business in the Country Europe and elsewhere

• Since Nobel Prize Gary Becker said this words • Since Nobel Prize Gary Becker said this words things have evolved slowly

“its enough to have more competition among our companies, in order for those that discriminate by sex to see their accounts and results below those that choose the best people independently of sex or other characteristics “

You can also have mixed sparring groups but sometimes it is difficult

9. BUILDING TRUST REDUCES STRESS AND OPTING OUT. THE W AY UP IS NOT ALWAYS A ROSE

GARDEN

9. BUILDING TRUST REDUCES STRESS AND OPTING OUT. THE WAY UP IS NOT ALWAYS A ROSE GARDEN

• Work for products and services you trust otherwise a source of stress and anxiety

• TRUST, know who trusts you and whom to trust.

• Building trust reduces stress and opting • Building trust reduces stress and opting out.

• Be authentic

• THERE SHOULD BE NO LIMITS OTHER THAN YOURS.

• Help Orchestrate Impartiality in your companies.

• Sometimes is out of your control you don’t like what you see and feel, is time to move to the next project

Time-to-Quit/Time-to-Stay Estimator- when thinking o f opting out

SATISFACTION PREDICTIONS of next round INTENT for next round/kind of results?

High Low More to gain More to lose Want Want

more same other things A?,B?.C?

1 x x x A A STAY


9. BUILDING TRUST REDUCES STRESS AND OPTING OUT. THE W AY UP IS NOT ALWAYS A

ROSE GARDEN

2 x x x A B CHANGE TO MORE OF THE SAME

3 x x x B C CHANGE FOR DIFFERENT

4 x x x B

5 x x x C

6 x x x C

7 x x x C

8 x x x C

This matrix doesn't tell you the answer, but it will give you a roughly correct estimate of which option is likely the best for you if your initial assessments in the dimensions of satisfaction, prediction, and intent were also roughly correct. You need to check your emotions as well as your analysis

“Hold or fold” Stevenson and Shapiro

SECOND CAREER

EXECUTIVE BUSINESS CAREER HUSNBAND TRANSFER GERMANY FATHER ALZHEIMER DEATH

D IFFICULT MERGE PROCESS UNIVERSITY TRANSFER MOTHER

USA ALONE CEO

MGRFACTORY CLOSURES AND OPENING


9. BUILDING TRUST REDUCES STRESS AND OPTING OUT. THE W AY UP IS NOT ALWAYS A ROSE GARDEN

1977 1978 1984 1987 1991 1993 1998 2000 2003 2005 2006 2007 2009

P&G PLAYTEX BANESTO SCHWEPPES OPEN BANK R&B SANTANDER BAT FOUNDATION ideas4all ABN AMROCENTRAL HISPANO COMPANY SERVICE POINT

COMERCIAL DIRECTOR

ENTRPRENEURIdeas4all.com

CANCERNON EXECUTIVE INDEPENDENT DIRECTORSON

MARRIAGE

DEPUTY GENERAL MANAGERMARKETING SALES AND DISTRIBUTION MGR

SECOND CAREERPRODUCT MANAGER

USA ALONE CEO

Master2 women

PHD Only one

P&G2nd Woman in Spain

PLAYTEX2 Women at management1st Sales & Maktg Spain

BANESTO1ST woman Gal Mgr Marketing Quality /Branches

SCHWEPPES2 WOMEN in management1st Sales land distribution

Open BankCEO50% women 1st bank with 2 W Directors

R&B1st on the board

BATOnly one on Board

Art FoundationOnly one woman on Board

ABN AMROSupervisory Board

2 women



• The importance of networks, networks always increase your visibility.

• “Chance only favours the prepared mind”. Pascal.

• After all is about people and connecting with themthem

• Nobody is a prophet in its own land. Try other geographic areas and then come back. Take advantage of opportunities closed in your countries

• BOARD OF DIRECTORS, ADVISORY BOARDS.

• Reckitt, Esure, CNMV, BAT, Watson Wyatt ABN AMRO, SERVICE POINT

11. HAVE A MENTOR AND BE A MENTOR. RECOMMEND OTHERS FOR TOP POSITIONS

11. HAVE AND BE MENTOR.

RECOMMEND OTHERS FOR TOP POSITIONS

• MENTORS in your career, find some, THEY ARE critical . Career mentors VICENTE ORDIÑANA

• Project mentors EMILIO BOTIN

• they must have BUSINESS COMMON SENSE. Women and men.

• Be a Mentor someone needs you.

• EDUCATE Head-hunters modify their traditional role.

• Be helpful to them.

• Build international networks

• Help orchestrate impartiality and equality in your organizations . Recommend other female professionals always for top positions when asked at least one among few. Men always do

• HELP ORCHESTRATE IMPARCIALITY

12. THINK ABOUT AND PLAN FOR THE FUTURE .THE SECOND CAR EER. BOARD OF DIRECTORS

12. THINK ABOUT AND PLAN FOR THE FUTURE .

THE SECOND CAREER. BOARD OF DIRECTORS

FRIENDS AND HUMOUR

Retirement and the second career. Thinking for the future. Be multifunctional, multitask and multidimensional there is nothing wrong in so being.

EXTRACURRICULAR ACTIVITIES help the family-career balance and filling the future.

Mine are Art and drawing, watercolor and printing a nd most important traveling and spending time with friends

A place to hide away now and then FRIENDS AND HUMOURA place to hide away now and then

Start planning your own retirement.

Community, Social/volunteer work, Conferences, be media visible , NGO platforms are good learning experiences for listed Board Directorship positions when the time comes.

1. Happiness , feelings of pleasure or contentment about your life

2. Significance, accomplishments that compare favorably against similar goals others have strived for

3. Achievement , the sense that you've made a positive impact on people you care about

4. Legacy a way to establish your values or accomplishments so as to help others find future success

Their conclusion is that 'it is not about balance' and it is not about maximization. It is about a

13. HOWARD AND NASH’S MODEL JUGGLING SUCCESS PROCESS. FAMILY JUGGLERS

13. HOWARD AND NASH’S MODEL JUGGLING SUCCESS PROCESS. FAMILY JUGGLERS

juggling process that starts young and continues th roughout one's life. The core drivers for most of us create warnings when life becomes too focused on a single domain of success. On the other hand, we all wince when we see others with whom we identify getting something we could have had .

People who achieve lasting success, the authors learned, tend to rely on a kaleidoscope strategy to structure their aspirations and activit ies. You have to learn how to build your own kaleidoscope

These are the four dimensions of success one needs to consider, according to professor Howard Stevenson, co-author (with Laura Nash) of Just Enough

"Success has always been an American preoccupation, but the definition of success takes on a new urgency today, when every conventional measure of success seems to have a faster burn rate than ever before," say Laura Nash and Howard Stevenson.

14. ideas4all.com within the new networks trends

14. ideas4all.com

•The Global crowd Collaborative phenomena

•Open source and free software, Lynux

•Sharing PC space for great world projects Human Genome, DNA; High Energy Physics,

Malaria solution progress, NGOs

•Users make the contents the DYS generation for the web and mobile , anywhere everywhere

of ideasof ideas

•The blogs and New Journalism and Media

•The other Reality the virtual reality. Second life others

•The Social Network Phenomena being closer, myspace, facebook, twenti, orkut, twitter

•The professional networks LinkedIn, ecademy other

•Those who navigate to participate, vote, comment , share, evaluate, and those who come only

to observe and look

WITNESSING THE BIRTH OF A NEW GENERATION THE NETGEN WHERE NEW TALENT

IN DIFFERENT FORMAT AND USAGE IS CONFIGURING IS EX CITING . THE XXI CENTURY

WHERE IDEAS AND OPEN INNOVATION WILL BE MORE DEMOCR ATIZED AND

TANGIBLE

� ideas4all (www.ideas4all.com) is a vertical social network which offers a new way of sharing ideas and innovation.

� A unique and global space to encourage innovation, as well as the exchange and transference of knowledge between anyone and for anyone. ideas4all is a community for people with simple or sophisticated ideas they want to share. Users can find solutions to problems, or surf through other people's ideas and find the inspiration they were looking for. A place where companies and institutions can access original ideas from people to whom they would normally have no access. ideas4all hopes to avoid ideas are wasted for lack of a space where they can be shared, while

14. ideas4all.com

14. ideas4all.com

ideas4all hopes to avoid ideas are wasted for lack of a space where they can be shared, while democratizing the estimation of these ideas.

� Market research carried out in June 2008 by TNS Sofres (1,200 individuals) showed there was a market opportunity: 85% of internet users claimed to have ideas that were wasted because they had no place where they could share or channel them. After visiting ideas4all, 85% confirmed they intended to use the website, and 75% indicated they would submit ideas.

� Since its launch on July 15th 2008, ideas4all has grown very quickly, proving the need for such a website truly existed: over 28,000 ideas submitted; over 3 million visits, over 6.8 million pages viewed; registered users from 140 different countries, and over 3,200 cities. The launch was a great success in Spain, Latin-america and India, which have contributed the most ideas until now. 75% of users submitting ideas use the Creative Commons license, through which they waive all rights related to their idea, except for its authorship, proving that sharing is a far greater motivation than making money.

� People and consumers do not want that others value and design their favorite products. They want to do that themselves because they are the users and know better, they publish satisfaction or not reviews in blogs , produce videos in YouTube, talk on twitter, and their votes and polls are all over the place

� Likely they don’t accept distribution channels imposed to them they want to have alternatives to chose including digital online

� A clear example is music industry and how it has experienced a

New trends of Product /Services Valuation, Creativity and Collaborative Participati on


� A clear example is music industry and how it has experienced a metamorphosis into a different industry at a very high speed MySpace, Pandora, Spotyfy, Uplaya. MySpace micro financing of songs by popular votes

� The success of the disintermediation of comparative pricing sites . An example of UK and car insurance industry With Gocompare y Moneysupermarket etc

� Paulo Coelho decided to put its own book for free o n the web without his Publishers agreement. Now publisher is happy and dropped legal claim because sales went significantly up, they liked the book and wanted to have physically as well. Now new books have free Chapters samples

DYS generation Do it yourself

New trends On-line Webs online extranets, or intran ets strategies, design definition, sales/services are fundamental for Bran ds and Companies


Experience in Internet business is like a golden ba dge


New trends of Social Networks you need this not on ly Personally but professionally. Your Internet experience a ++ in y our CV

My Internet Experience as user

They are all very enriching and Experiences most of which have thought me many new and valuable things. Some of which like search engines most of us could not live without professionally

USER OF• Google, igoogle, google alerts, gmail• News online. FT, Economist, El País, etc.• Amazon, EBay• Amazon, EBay• Flickr, You Tube• Delicious, Digg• Facebook, Linkedin, twitter• edreams, clickair, vueling, easyjet• Skype• Open bank Santander, Banesto, Bankinter, La Caixa

Time saved with all this networks is priceless

16. CONCLUSIONS

16. CONCLUSIONS

• Defining your limits for each management dimension helps

• Always do the best you can. Compare with yourself not with others

• Consider managing with your own values be authentic. Surface your best skills

• It is not the quantity of time you dedicate to your family what counts, is the quality. We are all multifunctional jugglers specially in the new environment

• Find what is just enough for you to be happy and successful. Success it is about a personal journey in collaboration with others

• Diversity in team building and innovation are very important catalysts for success

• Objectives step by step, is about winning them, rather not frustrated for failing to climb the Everest. Remember is a juggling process and we are time jugglers almost ubiquous

• Be informed, keep track of trends and new technologies . A must for future Success

• Stick to your set of values and your limits. Say no when necessary.

• Make yourself visible, with the right balance. Pr yourself as a brand

• Learn several languages, including those of Internet and Social networks they are critical in the Global World

• Be generous. Give unsolicited collaboration- time- work. You will always harvest

• Create networks. Be part of other’s network. Include not exclude Everything is complementary

• Plan for the future continuously. We will live longer. Dream your second career and prepare for it

• Make a healthy working space for all. Orchestrate impartiality. Change the world and make it better

REMEMBER WHAT PASCAL SAID “chance only favours the prepared mind”

1. Wikinomics. Don Tapscott y Anthony Williams. How mass collaboration changes Everything2. The wisdom of crowds. James Surowiecki. Masters ample proof that the collective intelligence

payoff is greater than many of us imagine. Business week3. The Tipping Point. Malcom Gladwell4. Freakonomics. Steven Levitt & StephenJ , Dubner. A rogue Economist explores the hidden side

of everything5. The Ocean Blue strategy- W Chan Kim & Renée Mauborgne. How to create unique non disputed

spaces where the competition is irrelevant6. Purple Cow. Seth Godin. Transform your business by being Remarkable7. Ubiquity. Mark Buchanan. Why the world is simpler than we think?8. Unleashing the idea virus. Seth Godin. How to turn your ideas into Marketing epidemics

17. RECOMMENDED BOOKS FOR NEW INNOVATIVE MANAGEMENT

8. Unleashing the idea virus. Seth Godin. How to turn your ideas into Marketing epidemics9. Smart Mobs. Howard Rheingold. The Next Social Revolution10. The Anatomy of Buzz. Emanuel Rosen. How to create Word of Mouth Marketing11. The Rise of the Creative Class. Richard Florida. How to transform work, leisure, community &

everyday life12. The Creative Economy. John Hawkins. How People make money from ideas13. Reality Check. Guy Kawasaki. The irreverent guide to Outsmarting, Out managing and Out

marketing your Competition14. The Numerati. Stephen Baker. A must read for anyone who wants to understand Business in the

Google age.15. The future of ideas. Lawrence Lessig. The fate of the commons in a connected world16. Open Innovation. Henry Chesbrough. The New Imperative for Creating and Profiting from

Technology (HBS Press, 2003)17. The Black Swan. Nassim Nicholas Taleb. The impact of the Highly Improbable18. Linked . Albert László Barabási .How Everything is connected to everything else and what it

means for business, science and everyday life 19. The Element . Ken Robinson . How finding your passion changes everything

DOCTOR ANA MARÍA LLOPIS RIVAS

Physics Major and Mathematics Minor. Summa Cum Laud e. University of Maryland College Park

PHD Doctor Cum Laude Material Sciences Engineering . Univer sity of California Berkeley 1977

30 years experience in Consumer Goods products, Banking and Technology Management

CURRENTLY

Executive Chairman and CEO Global ideas4all. SL Since Septe mber 2007

Independent Nonexecutive Director ABN AMRO since April 200 7

SHORT CV

Independent Nonexecutive Director BAT (British American T obacco) since 2003. Footsie 7.

Ex- no exec Independent Director Reckitt-Benckiser 1998 -2 005. Footsie 15.

Founder and CEO Open Bank. (First Internet Bank and First Int ernet Broker )Group Santander 1993-2000.

Working Group for the New Code of Governance for listed Compa nies Spain 2005-6

Advisory Board E Administration to the Minister of MAP. Sinc e 2006.

Vice Chairman José Félix Llopis Latin-American Art Foundat ion since 2003

The Global Community of ideasCommunity of ideas

Ana María Llopis ([email protected])

Thank you for your attention

Innovation as management axis towards the top. Madrid. Fundacion Rafael del pino. September 17th 2009

Business

juggling process

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