domingo, 28 de marzo de 2004

Get connected manifesto.

John Patrick fue Vicepresidente de Internet Technology en IBM, hasta su retirada en el año 2.001.
Actualmente tiene una interesante pagina web con weblog, en el que se recogen una buena cantidad de sus trabajos, entre los que destacan la ultima presentacion ppt de hace unos pocos dias (del pasado 4 de marzo).
Este hombre fue el artifice, junto con Dave Grossman, del resurgimiento de IBM, y de que pasase de ser un "vendedor de cajas", a una empresa lider mundial en soluciones de e-commerce on demand, tal y como podemos leer en el libro "Liderando la revolucion", de Gary Hamel, que hace unos cuantos fines de semana, podia ser adquirido a precio de saldo, junto con un muy conocido diario de prensa economica.
Su manifiesto basado en 6 puntos, se resume en lo siguiente:

1. Replace paper communications with e-mail.

2. Give every employee an e-mail address.

3. Make top executives available to customers and investors on-line.

4. Build a home page to better communicate with customers.

5. Print a Web address on everything, and put all marketing on-line.

6. Use the home page for e-commerce.

Algunos de estos puntos, anticipados por este visionario cuando internet estaba en sus comienzos, se han cumplido.
Pero..........creo que en todas nuestras empresas y en los mercados en los que nos movemos, todavia queda pendiente un largo recorrido.
Si deseais ver la version original del manifiesto.......

sábado, 27 de marzo de 2004

La creatividad en la empresa.

“Creatividad significa cuestionar lo establecido, y buscar nuevas y mejores formas de hacer las cosas, en beneficio de la organización”.

Los beneficios de la innovación (podría quizá hablarse más propiamente de los perjuicios de la complacencia y el inmovilismo) se manifiestan cuando se apuesta por ella con autenticidad, desde un proyecto de empresa compartido por todas sus personas. A partir de esa disponible reserva de energía emocional y motivación intrínseca, pueden surgir ideas que añadan sensible valor a la empresa. Surgirán, si la Dirección establece y mantiene los cauces convenientes, y desarrolla el potencial intelectual de la organización, tanto en la capacidad creadora como en el resto de dimensiones competenciales.
Un interesante artículo de José Enebral en Baquía.

"Una mente estirada por una nueva idea jamás recobra su tamaño original". Oliver Wendell Holmes

Orkut, patria de la netocracia.

"La fiebre de Orkut, que entró en España de mano de la comunidad linuxera, arrasa la red española. Orkut es un producto cibercultural típico: divertido y reticular. Pero es mucho más, si cuaja acabará con el marketing tradicional -y probablemente con las empresas dedicadas a ello- para dar paso a la era del netweaving. Algunos, como el candidato demócrata Wesley Clark o el líder del software libre Miguel de Icaza, ya se han dado cuenta: Orkut es la patria de la netocracia."

El acceso a este artículo, en este enlace.

sábado, 20 de marzo de 2004

Aventis debe darse prisa

En el Financial Times de hoy, comentan que el gobierno frances respalda a traves de CDC Finance, la banca de finanzas corporativas del banco de propiedad estatal CDC Ixis, la opa de Sanofi sobre Aventis.
Menuda barbaridad, la del chauvinismo ultramontano y lleno de injerencias, de estos franceses.
Creo que Aventis debe darse prisa, y cerrar un rapido acuerdo con Novartis.
Si esto es asi, hacia finales de año, cuando un cumulo de circunstancias confluyan en el tiempo, Sanofi sera una empresa de saldo, que dificilmente sera malvendida, dado su escaso interes, por su portfolio de productos de perfil bajo, un pipeline casi inexistente, y una gestion propia de la primera mitad del pasado siglo.
Lamento ser tan duro, pero, arrastrar al abismo a una empresa como Aventis, que se empeña en tener un marketing avanzado, con un management exigente, solo para lograr la propia supervivencia, me parece obsceno; sobre todo para los miles de empleados que acabarian en las colas de desempleo.
Seamos serios, señores!!.
¿Acepto un ascenso sin subida de sueldo?

En Actualidad Economica, en los casos que semanalmente se analizan y que los expertos dan sus opiniones, se ha planteado el espinoso dilema de un aumento de responsabilidades sin contrapartidas economicas.
Las respuestas de los expertos son:
1.- exija un compromiso (...... Director de K Consulting)
2.- negocie un plazo (......Director de Soluziona)
3.- acepte si lo revisan en fecha fija (......Profesor de Esade)

Fantastico toreo de salon. Creo que hay gente que debe quitarse el polvo, abrir las ventana, salir a la calle, y ver cual es el estado del 90% de las empresas españolas (multinacionales incluidas).
Creo que seguimos confundiendo nuestros deseos con la realidad y, aunque nos miremos en el modelo americano de management y todos leamos la Harvard Business Review y demas hardcore al uso, la realidad diaria es otra.
Cuantos buenos gestores estan infrapagados en nuestro pais?. Señores, seamos serios..........la economia no la sustentan los 25 que salen en la prensa rosa (perdon, salmon..) del sector, con sueldos de galactico del Real Madrid, sino los miles de mandos intermedios, grises y oscuros, que hacen que la cosa funcione. Y estos, estan sujetos a una competitividad feroz, dentro y fuera de sus compañias.
Tiene su gracia!!.
Un nuevo modelo de negocio en Farma

Alexis Borisy, alumno de Harvard y un colega, fundaron una start-up en el año 2.000 con un modelo de negocio innovador y mas eficiente en costes, para comercializar farmacos.
Un articulo en RedHerring, titulado "Old drug, new tricks", lo comenta:

A glass or two of wine doesn’t cause too many hangovers. But mix in a few shots of whiskey or tequila, and chances are, you’ll pay. This synergistic reaction – in which two relatively ineffective agents combine to pack a powerful punch – is the driving force behind a new pharmaceutical company, aptly named CombinatoRx.

Si deseais mas informacion, la web de esta empresa es CombinatoRx .

Old drug, new tricks
A pharma startup may have found a faster, cheaper way to market.

A glass or two of wine doesn’t cause too many hangovers. But mix in a few shots of whiskey or tequila, and chances are, you’ll pay. This synergistic reaction – in which two relatively ineffective agents combine to pack a powerful punch – is the driving force behind a new pharmaceutical company, aptly named CombinatoRx.

Founded in 2000 by CEO Alexis Borisy, a Harvard alum, and colleagues, CombinatoRx is taking a novel approach to creating and marketing drugs. Mr. Borisy and his fellow scientists have invented the first “combination drug discovery platform,” which systematically combines previously marketed drugs to look for new and potentially more effective compounds.


Taking advantage of previously approved drugs is the key to CombinatoRx’s business model – and the reason it’s making pharmaceutical waves. The strategy could dramatically truncate development and testing periods, significantly reduce the amount of risk involved, and save its developers a boatload of cash.

But as any entrepreneur will tell you, a successful pharmaceutical company needs a lot more than a great idea. Mr. Borisy and his colleagues will now have to prove they’ve got what it takes to traverse the U.S. Food and Drug Administration’s (FDA) tricky path to approval, which has tripped up even large pharma companies.

CombinatoRx’s approach is based on a simple premise: a disease of the human body isn’t confined to a single path, so why should a drug use only one path to treat it?

“These new kinds of drugs work together in a synergistic manner to attack the disease on multiple fronts,” says Mr. Borisy, who was named one of the top 100 innovators under 35 by MIT’s Technology Review magazine for his advances in the field. The typical human tumor is caused and maintained by 100 to 200 genetic mutations, he says, and the traditional view of drug development – “a single molecule going at a single target” – doesn’t stand much of a chance against such complexity.

Mr. Borisy and his team of scientists are trying to change the single pathway paradigm and bring a host of combination drugs to market. VCs are signing on: CombinatoRx has raised a total of $90 million in three rounds of private financing – $20 million in 2001, $40 million in the fall of 2003, and another $30 million this month. Third-round investors include Boston Millennia Partners, Yasuda Enterprise Development, Flagship Ventures, Canaan Partners, TL Ventures, and all existing institutional investors. Mr. Borisy says that he plans to go public sometime in 2005 or 2006.

For now, CombinatoRx is using the money to fund research into several combination compounds. The company’s technology platform combines two drugs at a time and analyzes its effect on certain diseases, at a multitude of different doses and ratios. The number of possible combinations is staggering – 2 million for each disease, including diabetes, cancer, and arthritis.

“Surely, out of 2 million in each area, there will be several significant new products,” says Mr. Borisy. The software screens several hundred thousand data points per day, and automatically flags interesting pairs.

The drugs that make up the interesting combinations are often completely ineffective against a particular condition on their own. For instance, neither an anti-psychotic nor an anti-parasitic drug have any effect against cancer – but together, they could achieve a synergistic reaction to create a new drug for cancer, and attack the disease in several ways.

Combining an anti-psychotic and an anti-parasitic drug to make an effective cancer treatment may seem counterintuitive – but that’s the point. CombinatoRx’s technology allows its scientists to search all possible combinations, rational or not. “A few people have stumbled happenstance onto an interesting combination, but no one is doing this,” says Mr. Borisy.

The aforementioned combination, named CRx-026, scored the company its first U.S. patent in May 2003. The drug, which has proven effective against tumors in mice by arresting cell division, is currently in Phase I of FDA trials. With a new drug, it would typically take at least four years to get to this stage – a testament to CombinatoRx’s competitive advantage.

“Because we are using existing drugs with known components, you already have a lot of information about them,” says Adeeb Mahmud, associate of corporate development. Having this information, including the drug’s potential side effects and its safety and effectiveness in humans, will save time, which – in pharmaceutics, especially – equals money.

Drug developers often gripe about the long FDA approval process, which can take up to 10 years. Pre-clinical stages, when a drug is researched and prepared for FDA review, can also take up to six years and cost tens of millions of dollars, according to Mr. Borisy – unless the drug is a combination of already-approved compounds, that is. His method could dramatically shorten this pre-clinical period to one or two years.

CombinatoRx currently has three drugs in various stages of clinical tests, which will double by the end of 2004, and “many, many in the pre-clinical pipeline,” says Mr. Borisy. He declined to estimate when the patented CRx-026 could make it to market because of the uncertainty regarding government approval.

CombinatoRx plans to look at every approved drug in all major disease areas and develop them into marketable drugs, either on their own or with the help of big pharma. “We are in talks with most of the major pharmaceutical companies,” says Mr. Borisy, though he declined to state any details. For now, CombinatoRx is focusing on drugs with expired patents. CombinatoRx has 70-plus patents of its own pending worldwide – one of which would prevent any company from copying its approach. “Because it’s novel and non-obvious, we get very, very strong intellectual property protection,” says Mr. Borisy. The patent, if granted, will prevent anyone from combining drugs in a systematic nature. “This is a unique capability,” he says, “it has taken 10 to 20 people several years and millions of dollars to build.”

As many a biotech startup has learned in the past, getting a drug through the FDA is expensive, and CombinatoRx still has to prove that there’s a market for its combination drugs. In any event, it will have an audience. “A lot of people are watching the company,” says Mr. Borisy, “because what we’re doing is unlike anything that’s been done before.”

jueves, 11 de marzo de 2004

sábado, 6 de marzo de 2004

Project Management ToolBox

Estupendo este libro de Dragan Z. Milosevic: toda una joya



Y siguiendo con las compras de ayer, otra pequeña maravilla de N. Gregory Mankiw




Además, con la compras del libro, acceso web a la zona privada de su pagina, durante un año, donde se encuentran contenidos complementarios. Si deseais mas informacion .

Y como hacia tiempo que no hacia la compra, y en Diaz de Santos, todo es una tentacion, otro de mis grandes mitos, Luis M. Huete, con su ultimo libro sobre "Clienting".

Aunque, para no faltar a la verdad, tambien compre otro par de libros mas, entre ellos "El Plan estrategico en la practica"



Tampoco es plan el dar pistas a mis competidores............
Lectura garantizada hasta el verano.
Mapas Conceptuales

Para todos aquellos de vosotros que est?is siempre haciendo gr?ficos sobre el papel, porque vuestro cerebro es de un perfil mas visual, como un servidor, los Mapas Conceptuales pueden ser una herramienta insustituible.




En InfoVis, teneis un articulo al respecto y en el siguiente link, podeis obtener CMapTools de forma absolutamente gratuita.
He sido un ferviente usuario de Mind Manager durante a?os, pero esta nueva herramienta me ha cautivado, y es, por el momento, imprescindible en mi dia a dia.
!! Que las disfruteis !!.