1. 1 NEW TRENDS IN MANAGEMENT EDUCATION IN EASTERN EUROPE Marc LUYCKX GHISI Dean Cotrugli Business Academy Zagreb, Croatia.

2. 2 NEW TRENDS ? Eastern Europe and the Balkans have a hidden competitive advantage. They are more open to the future than Western Europeans Eastern Europe and the Balkans have a hidden competitive advantage. They are more open to the future than Western Europeans Probably because of their recent and older story. Probably because of their recent and older story. They have been obliged in 50 years to adopt communism and abandon it. They have been obliged in 50 years to adopt communism and abandon it.

3. 3 NEW TRENDS ? II They are now eager to find a place in the new capitalist industrial world. They are now eager to find a place in the new capitalist industrial world. And to join the European Union if it is possible… And to join the European Union if it is possible… But it seems that they also have less objections to shift further to the post industrial, post capitalist knowledge economy. But it seems that they also have less objections to shift further to the post industrial, post capitalist knowledge economy.

4. 4 NEW TRENDS ? III Comparing my students in Rouen (France) and in Zagreb, I find a difference of creativity and motivations. Comparing my students in Rouen (France) and in Zagreb, I find a difference of creativity and motivations. East europeans are smart and more open to the change. East europeans are smart and more open to the change. They are more ready to innovate and to take risks. They are more ready to innovate and to take risks.

5. 5 NEW TRENDS ? But they have also much less security of employment and carreers. But they have also much less security of employment and carreers. They are more obliged than others to be proactive and creative. They are more obliged than others to be proactive and creative. Their actual insititutions are not always transparent. OK. But everyone knows that they will change and possibly improve, if they enter the EU… Their actual insititutions are not always transparent. OK. But everyone knows that they will change and possibly improve, if they enter the EU…

6. 6 EXAMPLES COTRUGLI BUSINESS ACADEMY, in ZAGREB, Croatia, is one example of innovation in management education. (Drazen KAPUSTA) COTRUGLI BUSINESS ACADEMY, in ZAGREB, Croatia, is one example of innovation in management education. (Drazen KAPUSTA) « SEAVUS » is a very innovative company in Macedonia.(Igor LESTAR) « SEAVUS » is a very innovative company in Macedonia.(Igor LESTAR) Both will be presented here in this congress. Both will be presented here in this congress.

7. 7 CBA’s HYPOTHESIS (I) Our hypothesis is that we are worldwide going full speed towards the knowledge economy. Our hypothesis is that we are worldwide going full speed towards the knowledge economy. EU Lisbon Strategy (2000-2010) EU Lisbon Strategy (2000-2010) EU economy is already 45% in this knowledge economy, which according to Peter DRUCKER is post capitalist. EU economy is already 45% in this knowledge economy, which according to Peter DRUCKER is post capitalist. The «classical» Management education prepares only for today’s industrial, capitalist non sustainable, society The «classical» Management education prepares only for today’s industrial, capitalist non sustainable, society

8. 8 CBA’s HYPOTHESIS (II) CBA has has decided to have a « two legs approach » to management education. CBA has has decided to have a « two legs approach » to management education. One leg is education for the industrial capitalist economy One leg is education for the industrial capitalist economy The second leg is education for the post-industrial, and post capitalist, knowledge economy. The second leg is education for the post-industrial, and post capitalist, knowledge economy.

9. 9 CBA’s HYPOTHESIS (III) Now students discover that this second leg approach asks from them new skills, and a new vision of the market, of concurrentce, competition,… Now students discover that this second leg approach asks from them new skills, and a new vision of the market, of concurrentce, competition,… They must understand « intangible assets » which are forcing them to take into account new factors like the environment and social inclusion. They must understand « intangible assets » which are forcing them to take into account new factors like the environment and social inclusion.

10. 10 CBA’s HYPOTHESIS (IV) This changes the CEO’s image and the company’s image. This changes the CEO’s image and the company’s image. We must prepare our students for this new world, with a new Management education strategy. We must prepare our students for this new world, with a new Management education strategy. Thus our Management education is really twofold. Thus our Management education is really twofold. We are preparing our students for 2 societies and 2 economies. We are preparing our students for 2 societies and 2 economies.

11. 11 CBA’s HYPOTHESIS (V) Most of our students understand and approve our vision and our education proposal. Not all. Most of our students understand and approve our vision and our education proposal. Not all. Some are really enthusastic and understand fully. Some are really enthusastic and understand fully. We consider our duty to help Croatia to « leapfrog» to the post-industrial society, and be excellent in the 21 st century. We consider our duty to help Croatia to « leapfrog» to the post-industrial society, and be excellent in the 21 st century.

12. 12 CBA’s FUTURE Drazen KAPUSTA, CEO of CBA will explain how CBA is planning the future… Drazen KAPUSTA, CEO of CBA will explain how CBA is planning the future…

13. 13 SEAVUS I have recommended SEAVUS, because it appears to be one of the most innovative company in the region. I have recommended SEAVUS, because it appears to be one of the most innovative company in the region. Igor LESTAR CEO of SEAVUS will explain Igor LESTAR CEO of SEAVUS will explain How the company worksHow the company works What his company expects from Management education in the XXIst century…What his company expects from Management education in the XXIst century…

14. 14 EASTERN EUROPE I believe in the potential of Eastern Europe, and specially the Balkans. I believe in the potential of Eastern Europe, and specially the Balkans. Because they have had hard times and are most of the time open to the future, at least among our business students. Because they have had hard times and are most of the time open to the future, at least among our business students. They have a potential to be able to leapfrog to the next post industrial society, and pull the rest of Europe… They have a potential to be able to leapfrog to the next post industrial society, and pull the rest of Europe…

15. 15 THE NEW DEBATE ON MANAGEMENT EDUCATION Bangalore, august 17,18,2007 Marc Luyckx Ghisi CBA Dean, expert European Commission

16. 16 DRUCKER ON POST CAPITALISM We are far enough advanced into the new post-capitalist society to review and revise the social, economic, and political history of the Age of Capitalism and of the nation-state. …That the new society will be both a non-socialist and a post-capitalist society is practically certain. And it is certain also that its primary resource will be knowledge. (page 4).” We are far enough advanced into the new post-capitalist society to review and revise the social, economic, and political history of the Age of Capitalism and of the nation-state. …That the new society will be both a non-socialist and a post-capitalist society is practically certain. And it is certain also that its primary resource will be knowledge. (page 4).”

17. 17 DRUCKER: OLD MANAGEMENT “When I first began to study management, during and immediately after World War II, a manager was defined as “someone who is responsible for the work of subordinates.” A manager in other words was a “boss”, and management was a rank of power. This is probably still the definition good many people have in mind when they speak of “managers” and “management”. “When I first began to study management, during and immediately after World War II, a manager was defined as “someone who is responsible for the work of subordinates.” A manager in other words was a “boss”, and management was a rank of power. This is probably still the definition good many people have in mind when they speak of “managers” and “management”.

18. 18 DRUCKER: NEW MANAGEMENT “The right definition of a manager is one who is “responsible for the application and performance of knowledge”. This change means that we now see knowledge as the essential resource. Land, labour, and capital are important chiefly as restraints. Without them, even knowledge cannot produce. Without them even management cannot perform. But where there is effective management, that is application of knowledge to knowledge, one can always obtain the other resources.” “The right definition of a manager is one who is “responsible for the application and performance of knowledge”. This change means that we now see knowledge as the essential resource. Land, labour, and capital are important chiefly as restraints. Without them, even knowledge cannot produce. Without them even management cannot perform. But where there is effective management, that is application of knowledge to knowledge, one can always obtain the other resources.”

19. 19 QUESTION ON EDUCATION Are our management education schools able to prepare managers to be responsible for the application and performance of knowledge ? Are our management education schools able to prepare managers to be responsible for the application and performance of knowledge ? Naturally we have to prepare them also for the industrial society Naturally we have to prepare them also for the industrial society But are we sufficiently aware that we have to really prepare our students for a different future? But are we sufficiently aware that we have to really prepare our students for a different future?

20. 20 Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission Transition to Transmodern Death ?

21. 21 WHY KNOWLEDGE SOCIETY? UNESCO (2005) has also made an important declaration on the « Knowledge society ». UNESCO (2005) has also made an important declaration on the « Knowledge society ». Distinguishing « information society » as still industrial with more ICT, and « knowledge society » as a new post industrial and sustainable/inclusive society. Distinguishing « information society » as still industrial with more ICT, and « knowledge society » as a new post industrial and sustainable/inclusive society.

22. 22 WHY KNOWLEDGE SOCIETY ? The EU Head of State have decided in March 2000 that the EU has to be the most competitive economy in the knowledge society before 2010. The EU Head of State have decided in March 2000 that the EU has to be the most competitive economy in the knowledge society before 2010. And this must happen in a completely sustainable and socially inclusive way. And this must happen in a completely sustainable and socially inclusive way. This is what is called « The Lisbon Strategy 2000-2010). This is what is called « The Lisbon Strategy 2000-2010).

23. 23 DEFINITIONS Data: what is on the web, non- organised Data: what is on the web, non- organised Information: is already sorted by « google ». Overabundance. Information: is already sorted by « google ». Overabundance. Knowledge: is created by human brains interacting in networks Knowledge: is created by human brains interacting in networks Wisdom: takes future into account! Wisdom: takes future into account! Knowledge, Wisdom are rare. Not enough. Knowledge, Wisdom are rare. Not enough. Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

24. 24 EXAMPLE: ASCO ASCO won the bid of the EU Commission for running its site. Huge contract. ASCO won the bid of the EU Commission for running its site. Huge contract. ASCO has 48 hours to translate into 15 languages all productions of the EU Commission. ASCO has 48 hours to translate into 15 languages all productions of the EU Commission. Computers and capital are 20% Computers and capital are 20% 80% of the company’s value are its people 80% of the company’s value are its people

25. 25 A NEW WORLD... 1. New tool of production : human brain 2. New CEO: Enabling creativity and sharing, 3. New human-centered management 4. New value creation process : adding K to K. 5. New Trade: from Free Trade to Free Sharing 6. New measurements = qualitative “intangibles” 7. New strategy: beyond war: win-win not win- loose 8. New definition of Progress = qualitative 9. Beyond patenting towards “Open Source” 10. Beyond pyramids towards networks 11. Capitalizing on cultural capital + gender capital Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

26. 26 1. NEW TOOL OF PRODUCTION  The tool of production is not anymore machine + technol.+ €  It is human brain + networks for sharing knowledge in order to create new Knowledge.  This new tool of production is more important than capital and technol.  Hence Post capitalist society (Peter Drucker). Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

27. 27 ASCO The new tool of production are the translators… The new tool of production are the translators… Better treat them well… Better treat them well…

28. 28 2. NEW VALUE CREATION PROCES INDUSTRIAL SOC. INDUSTRIAL SOC. Add value to object Add value to object From steel to car ! From steel to car ! Tool is Machine Tool is Machine Humans are cost Humans are cost Management is machine-centered Management is machine-centered Machine is central Machine is central KNOWLEDGE SOC. KNOWLEDGE SOC. Create new Knowl. Create new Knowl. From data info to K From data info to K Tool is Human Tool is Human Humans are capital Humans are capital Management is Human-centered Management is Human-centered Machine is second Machine is second Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

29. 29 ASCO The value creation process here is to apply the translators’ knowledge on knowledge : Commission’ texts. The value creation process here is to apply the translators’ knowledge on knowledge : Commission’ texts. Translators are the main tool of production. Translators are the main tool of production. Computers are necessary but not first. Computers are necessary but not first.

30. 30 ASCO How to control the quality of translations ? How to control the quality of translations ? Through « command and control »? This is impossible. What to do? Through « command and control »? This is impossible. What to do? Networking Cocktails with all the « Slovenians » of Brussels. They all want a good text and accept to collaborate in improving the text. Networking Cocktails with all the « Slovenians » of Brussels. They all want a good text and accept to collaborate in improving the text. This full WIN-WIN strategy… This full WIN-WIN strategy… And it worked perfectly…. And it worked perfectly….

31. 31 3. NEW MANAGEMENT Human capital is central because it is caring for the tool of production: Please come back! Human capital is central because it is caring for the tool of production: Please come back! Thus Management : shifts 180° towards human centeredness = more creativity-centred, gender & culture – centred. Thus Management : shifts 180° towards human centeredness = more creativity-centred, gender & culture – centred. Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

32. 32 4 NEW CEO FUNCTION Old CEO: command, control, capture Old CEO: command, control, capture New CEO: New CEO: enable the creativity of his “human capital”= tool of Productionenable the creativity of his “human capital”= tool of Production Enable and creator of networks around his team. Cannot control networks!Enable and creator of networks around his team. Cannot control networks! Care for the intangible assets= brandCare for the intangible assets= brand Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

33. 33 ASCO A new CEO came in. He had bought the prosperous company. A new CEO came in. He had bought the prosperous company. And he imposed the old industrial style of management. And he imposed the old industrial style of management. In 48 hours, half of the personnel was gone… In 48 hours, half of the personnel was gone… …And the Commission suspended the contract. …And the Commission suspended the contract.

34. 34 ASCO In a few days ASCO’s Share hd lost 50% of its value. In a few days ASCO’s Share hd lost 50% of its value. An error of management can be terrible and fatal… An error of management can be terrible and fatal…

35. 35 5. BEYOND TRADE (I) If I exchange an object against money, I loose the object. This is “trade”: I win and I loose. “Win- Loose” logic If I exchange an object against money, I loose the object. This is “trade”: I win and I loose. “Win- Loose” logic If I exchange knowledge, I do not loose my knowledge. I win and you win. I am not trading anymore. I share. This is a “win-win logic” of sharing. If I exchange knowledge, I do not loose my knowledge. I win and you win. I am not trading anymore. I share. This is a “win-win logic” of sharing. Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

36. 36 5. BEYOND TRADE (II) INDUSTRIAL SOC. INDUSTRIAL SOC. Free trade of objects Free trade of objects Industrial structure Industrial structure Pyramids Pyramids Unemployment Unemployment Pollution Pollution Quantitative growth Quantitative growth KNOWLEDGE SOC. KNOWLEDGE SOC. Free sharing of knowl. Free sharing of knowl. Post-industrial Post-industrial Network =value creation Network =value creation Self-creation of my job Self-creation of my job Dematerialization of production. Dematerialization of production. Qualitaitve growth Qualitaitve growth Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

37. 37 6. 1. A NEW SYSTEM OF MEASUREMENTS « Intangible assets » is a new concept invented by Karl Erik SVEIBY (Sweden). « Intangible assets » is a new concept invented by Karl Erik SVEIBY (Sweden). They are becoming more and more important in the knowledge society They are becoming more and more important in the knowledge society Because the knowledge society is about knowledge which is immaterial, intangible and qualitative. Because the knowledge society is about knowledge which is immaterial, intangible and qualitative. Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

38. 38 6. 2. INTANGIBLE ASSETS Intangibles assets = Intangibles assets = Know how,Know how, Reputation,Reputation, Trust in the company,Trust in the company, Structure of the company,Structure of the company, Strategy (balanced scorecards)Strategy (balanced scorecards) Relations with personnel,Relations with personnel, Relations with clients,Relations with clients, Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

39. 39 6.3. INTANGIBLE ASSETS (II) Relation with civil society Relation with civil society Relation to environment Relation to environment Relation to our collective Future and sustainability Relation to our collective Future and sustainability But also quality of the Networks But also quality of the Networks Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

40. 40 6.4.MEASURING INTANGIBLE ASSETS ? Stock exchange measurements are still looking at financial “tangible” assets (quantitative) but they increasingly look at “intangible” assets (qualitative). Stock exchange measurements are still looking at financial “tangible” assets (quantitative) but they increasingly look at “intangible” assets (qualitative). Today a company is measured more and more by its intangible assets. Today a company is measured more and more by its intangible assets. Example: “Men’s Wear” USA. & “World Business Academy”, “Spirit in Business”. Example: “Men’s Wear” USA. & “World Business Academy”, “Spirit in Business”. See also Neskey: www.neskey.com See also Neskey: www.neskey.comwww.neskey.com Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

41. 41 6. 5. Intangible indicators grow Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission Transparency ICT Proliferation Financial indicators remain important Non-financial indicators grow in importance Potential for greater participation and wider accountability 199020082020

42. 42 6.6. GROWING IMPORTANCE OF INTANGIBLE ASSETS (II) Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

43. 43 ASCO: INTANGIBLE ASSETS In two days ASCO shares lost 50%, because their reputation was down… In two days ASCO shares lost 50%, because their reputation was down… In the Commission: contractorIn the Commission: contractor Among the workers: producersAmong the workers: producers In the consumers community: readersIn the consumers community: readers Intangible assets here are 90% ! Intangible assets here are 90% !

44. 44 7. NEW BUSINESS STRATEGY/ WIN-WIN Old business strategy is warlike. Battlefield images are frequent. Patriarchal values dominate: “win- loose” Old business strategy is warlike. Battlefield images are frequent. Patriarchal values dominate: “win- loose” New business strategy: much less violent, “competition through collaboration” is the new motto. New business strategy: much less violent, “competition through collaboration” is the new motto. Knowledge behaves like love! Knowledge behaves like love! Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

45. 45 ASCO & WIN-WIN Impossible for ASCO to have a command and control strategy… Impossible for ASCO to have a command and control strategy… It is obliged to have a win-win approach. It is obliged to have a win-win approach.

46. 46 8. NEW DEFINTION OF PROGRESS The industrial & modern definition of progress is quantitative. More is better. The industrial & modern definition of progress is quantitative. More is better. This definition is UNSUSTAINABLE This definition is UNSUSTAINABLE The knowledge society implies a qualitative definition of progress. The knowledge society implies a qualitative definition of progress. Good new! this allows a reorientation of our societies towards sustainability Good new! this allows a reorientation of our societies towards sustainability Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

47. 47 9. BEYOND PATENTING The whole of the industrial production system is based on secrecy and patenting. I have this technology and you have not. So I win! The whole of the industrial production system is based on secrecy and patenting. I have this technology and you have not. So I win! “Information and knowledge always leak” “Information and knowledge always leak” In the knowledge economy we will NOT be able to maintain secrecy & patenting. In the knowledge economy we will NOT be able to maintain secrecy & patenting. See generic medecines, I-Pod music, etc,. See generic medecines, I-Pod music, etc,. Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

48. 48 10. BEYOND PYRAMIDS TOWARDS NETWORKS  Pyramids are the « normal » structure of industrial organizations  But knowledge is created only in networks. This is the shape that could prevail in the XXIst century.  Pyramids are all in crisis everywhere. In Busienss, Governments, Military, Churches, NGO’s, etc. Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

49. 49 ASCO = NETWORK ! Impossible to survive as pyramid! Impossible to survive as pyramid! The new CEO tried ad killed the company in a few days ! The new CEO tried ad killed the company in a few days !

50. 50 11. CAPITALIZING ON CULTURAL AND GENDER CAPITAL Unexpectedly, culture and gender diversity becomes important as they feed creativity Unexpectedly, culture and gender diversity becomes important as they feed creativity The knowledge management is thus potentially socially inclusive and sustainable The knowledge management is thus potentially socially inclusive and sustainable The “Lisbon strategy” was thus excellent and forward looking. The “Lisbon strategy” was thus excellent and forward looking. Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

51. 51 CONCLUSION : NEW VALUES… Underlying values needed in the industrial capitalist society are freedom, initiative, ceativity… Underlying values needed in the industrial capitalist society are freedom, initiative, ceativity… NEW Values are needed: NEW Values are needed: Freedom (of sharing)Freedom (of sharing) Solidarity, Caring, RespectSolidarity, Caring, Respect TransparencyTransparency Concern for the Common GoodConcern for the Common Good Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

52. 52 Consequences for the Business (II) IN US, only 10% of the «Knowledge society» business has survived the dot.com crash. Example: CISCO IN US, only 10% of the «Knowledge society» business has survived the dot.com crash. Example: CISCO Because they have changed : Because they have changed : The tools (ICT)The tools (ICT) The structure of their enterpriseThe structure of their enterprise The underlying vision of their scope and values (Verna ALLEE)The underlying vision of their scope and values (Verna ALLEE) Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

53. 53 Consequences for the business 90 % of the EU Business leaders stick to the old industrial strategies: 90 % of the EU Business leaders stick to the old industrial strategies: More capital + advanced technologyMore capital + advanced technology 10% of the EU Business leaders change their strategy: 10% of the EU Business leaders change their strategy: Capital+ Technology.+human creativCapital+ Technology.+human creativ Entreprise in Network :win-win strat.Entreprise in Network :win-win strat. Personnel is not a cost but key assetPersonnel is not a cost but key asset Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

54. 54 Business & society : A new relation Industrial objects are “tangibles” & ethically neutral. Industrial objects are “tangibles” & ethically neutral. Knowledge is “intangible” & always linked to a meaning and thus to ethics. Knowledge is “intangible” & always linked to a meaning and thus to ethics. Producing knowledge thus involves a meaning and a business reputation = an “intangible” asset. Producing knowledge thus involves a meaning and a business reputation = an “intangible” asset. Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

55. 55 Four definitions of entrepreneurship 1. Agrarian : Conquer More land 2. Industrial : Conquer Markets. CEO controls and knows. 3. Knowledge entrepreneur : cares for human capital, fosters creativity, Sustainable. Facilitator. 4. “Spiritual” entrepreneur: conscious of his mission towards the Common Good of Humanity. Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

56. 56 CONCLUSION

57. 57 CHALLENGES FOR MANAGEMENT EDUCATION Most Business schools seem slow to adapt, but Business is quick ! Most Business schools seem slow to adapt, but Business is quick ! It seems easier to innovate far from the power centers: Croatia, Macedonia, Bulgaria, Serbia. It seems easier to innovate far from the power centers: Croatia, Macedonia, Bulgaria, Serbia. Croatian students response is 60% positive. They are the voice of CBA outside. Croatian students response is 60% positive. They are the voice of CBA outside. Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

58. 58 A NEW CONVERSATION? India is a leader in Knowledge economy. India is a leader in Knowledge economy. But is India enough aware of the post industrial dimension? But is India enough aware of the post industrial dimension? India has also been the creator of the greatest religions in the world India has also been the creator of the greatest religions in the world Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

59. 59 A NEW CONVERSATION ? Could we not initiate with India, a new conversation Could we not initiate with India, a new conversation on Management education in the knowledge society?on Management education in the knowledge society? on spirituality and responsibility in this new knowledge businesson spirituality and responsibility in this new knowledge business On wisdom in Business preparing for a really sustainable society?On wisdom in Business preparing for a really sustainable society?

60. 60 Some good Books… Peter DRUCKER: “Post capitalist society”, Harper Business, New York, 1993. Peter DRUCKER: “Post capitalist society”, Harper Business, New York, 1993. Verna ALLEE: “The future of knowledge” Elsevier Science, 2003, USA. Verna ALLEE: “The future of knowledge” Elsevier Science, 2003, USA. Jeremy RIFKIN: “The European Dream: when Europe’s vision of the future is silently eclipsing the American dream” Penguin 2004. Jeremy RIFKIN: “The European Dream: when Europe’s vision of the future is silently eclipsing the American dream” Penguin 2004. Ray ANDERSON: “Mid Course correction” 1998. www.chelseagreen.com (Interface) Ray ANDERSON: “Mid Course correction” 1998. www.chelseagreen.com (Interface)www.chelseagreen.com World Business Academy: www.worldbusiness.org World Business Academy: www.worldbusiness.org www.worldbusiness.org Bangalore, august 17,18,2007Marc Luyckx Ghisi CBA Dean, expert European Commission

61. 61 SOME GOOD BOOKS… “Neskey” on intangible measurements : www.neskey.com “Neskey” on intangible measurements : www.neskey.com www.neskey.com David ROONEY (Australia): “Handbook on the Knowledge economy” 2005. David ROONEY (Australia): “Handbook on the Knowledge economy” 2005. Marc LUYCKX GHISI : « The Knowledge society: Building a sustainable future. » editions romaines, Luxembourg. 2008. www.leseditionsromaines.com Marc LUYCKX GHISI : « The Knowledge society: Building a sustainable future. » editions romaines, Luxembourg. 2008. www.leseditionsromaines.com www.leseditionsromaines.com

62. 62 SOME GOOD BOOKS III Marc LUYCKX GHISI: "A win–win strategy for the European Union in the knowledge society" published in the "European Visions for the knowledge age: a quest for a New Horizon in the information society". Paul KIDD(Ed.) Cheshire Henbury, UK, 2007. Marc LUYCKX GHISI: "A win–win strategy for the European Union in the knowledge society" published in the "European Visions for the knowledge age: a quest for a New Horizon in the information society". Paul KIDD(Ed.) Cheshire Henbury, UK, 2007.