Sega Takai
May 10, 2001, 05:38 PM
Hello La Sallians! Just wanna share this with you guys. Meet Joseph Lacson, a La Sallian, Harvard Business School graduate, Microsoft Executive...
Joseph Lacson:
On the Leading Edge
By Michael Alan Hamlin
(August 28, 1998) When Microsoft — the world’s number one software company and Fortune magazine’s most admired corporation — launched a competitive evaluation of its principal competitors, a Harvard-educated MBA was appointed to lead the study. The exercise involved competitive studies of a Who’s Who in Technology: Novell, Oracle, Sun and Netscape, and the results would ultimately be used in the formulation of Microsoft’s global strategy.
For anyone who has much interest in Microsoft — and who doesn’t, whether friend of foe? — it won’t be a surprise to learn that the study originated in Steve Ballmer’s office. Ballmer was recently named president of Microsoft and is a long-time senior strategist, advisor and friend to founder Bill Gates. Ballmer and Gates first met at Harvard College. Biographers Stephen Manes and Paul Andrews in Gates: How Microsoft’s Mogul Reinvented an Industry — and Made Himself the Richest Man in America describe the relationship as "a Mutt and Jeff collaboration cemented by mutual tastes in movies and mutually snide, cynical senses of humor." The authors relate how Ballmer finished ahead of Gates — taking honors — in "the prestigious Putnam national math prize competition." Gates, who dropped out of Harvard to ultimately found Microsoft with Paul Allen, has relied heavily on Ballmer, who did graduate, ever since, testimony to the importance he places on surrounding himself with extremely smart, confident people — a quality he shares with other leading CEOs like Andrew S. Grove, now chairman of Intel, and Jack Welch of General Electric and many others.
"Ballmer is an energetic character," Microsoft executive Joseph Lacson says, "very smart, and a real bundle of energy." The Manila-born Lacson should know: He’s the MBA who headed that critical competitive evaluation of Microsoft’s stiffest competition, a job assigned during a two-year stint working for Ballmer, then executive vice president of sales and support. Lacson was marketing manager for worldwide business strategy. Besides leading the study, Lacson evaluated Microsoft’s "worldwide sales and service strategies and capabilities and helped develop new capabilities based on the analysis."
Lacson at 28 is one of a good many Filipinos who have staked out important roles in the information technology industry: the leading edge of competitive creativity and innovation. After growing up in Manila and graduating from DE LA SALLE UNIVERSITY, Lacson worked at P&G, eventually rising to the position of brand manager. But after close to four years at the multinational consumer products company, Lacson was ready for a new adventure. That led to his application to HBS, and following graduation, he landed at Microsoft, where he had the chance to work for "people who are making a mark in history." That was an opportunity, he says, "just too good to pass up," despite a prolonged absence from family and country.
"It was difficult for me to not be with my family and to be away from the Philippines," he says, "but for the short-term, that was and continues to be a trade-off I am willing to make." As Lacson’ experience shows, Microsoft gives promising young employees very significant levels of responsibility and accountability, and not just because the founder is a young 42, but because it has clearly paid off. Return to stockholders in 1997 alone was 29 percent.
Not all of the Filipinos in Lacson’s batch at Harvard shared his enthusiasm for remaining in the United States. "To be honest," he explains, "I was very surprised that four of my friends (from among nine Filipinos in his batch) chose to return to the Philippines. The primary reason for their decision was family. I’d say that the secondary reason was that people were looking for a ‘chance to help the Philippines prosper.’ On the other hand, among those of us who chose to stay in the U.S., the primary reasons were economic and the higher standard of living," although Lacson quickly adds that he enjoyed a comfortable lifestyle growing up. "I lived in Bel Air and Alabang and was involved in culture and athletics. There were good benefits from living in the Philippines," he says.
Perhaps a more important reason Lacson stayed, as Gates says, was "you’ve got to enjoy what you do every day." For Lacson that meant, "contributing my analytical skills and creativity to the various initiatives I’ve been involved in." Those initiatives include spearheading preliminary project development for a move into "a totally new market" and "helping make sure that Microsoft ‘delights’ its customers." Lacson is currently a senior manager in Microsoft’s Consumer Customer Unit, where he has restructured the company’s rebate and incentives programs for 16,000 retail outlets — representing US$1 billion in annual sales — across the U.S. He is also responsible for such things as cooperative advertising, point-of-sale promotions, merchandising and direct mail campaigns.
Like all full-time Microsoft employees, Lacson participates in — and benefits from — a generous stock options plan that has made millionaires out of thousands of Microsoft employees by some reports. That won’t keep him at Microsoft forever, though. "Life comes in different phases," he explains. "The best 10 years is the work phase. That’s where I am now. But at some point, you have to give something back."
Indeed, Lacson owes his country, and he acknowledges that debt. "I know that I will repay the country for all that she has provided me; that I will make the Philippines and the world proud that she invested in me, as I strive to make this world better." Lacson’s not sure yet how he’ll repay that debt, however. "Perhaps," he says, "as a teacher or in politics."
Another possibility is becoming an entrepreneur, probably software related, which would create jobs and earn export revenues. In 1997, the Bureau of Export Promotion estimates that software exports from the Philippines reached a value of US$250 million. If an informal rule of thumb for service industries is applied and that total multiplied by three to US$750 million, it would provide a rough approximation of the equivalent value of hardware exports. That’s impressive, but the Philippines exported over US$6 billion in electronics in the first half of 1998, mostly low-value-added components. Software has a way to go to catch up, and Lacson doesn’t believe that the Philippines has done everything it should to market the country to investors as a software center.
Although the Philippines has a large pool of capable managers, "they aren’t suited for very high-value activities" because of inadequate educational infrastructure. And China and and India "have a lot more masters- and Ph.D.-level computer scientists than the Philippines at a cost level that’s even lower," he notes. "The Philippines is competing not only with U.S. cities but with India, China, Singapore, Malaysia and Eastern Europe. Every plus that may indicate that the Philippines will be a technological hub is shared by a dozen other countries," the global marketing analyst in Lacson takes over. "It will thus be crucial that we figure out what key technology we want to focus on and be the best in that niche rather than try to be a jack of all trades in every technology spectrum." Lacson believes that the speed of innovation and huge costs make it absolutely critical to focus on specific niches of the software industry.
He has other recommendations, too. First, "provide a strong legal framework to allow the IT industry to develop — the laws on intellectual property are weak and do not reassure investors that their trade secrets will be adequately protected." Next, "strengthen infrastructure — education, power and communication utilities — [because] in an Internet-worked world, not having the essentials will be fatal," he warns.
One other intangible, Lacson notes, is the ability of the Philippines to adapt more easily than other Asian nations to Western business practices. "The Philippines reminds non-Filipinos of doing business in the United States," he says. And if the Philippines were to act on all of Lacson’s recommendations, he still has one more for President Joseph Ejercito Estrada: "Your charisma should be used for good. To inspire confidence."
That’s good advice from a proven strategist. Lacson is not just on the technology edge, he’s helping lead it. Perhaps — hopefully — one day he’ll be leading it here, back home, providing a return on a strategic investment: the one the Philippines made in him. Either way, Lacson is testimony to the fact that the Philippines produces some of the best creative minds anywhere. But as he says, so do other competing economies. The presence of intellectual resources is not enough to guarantee development. They have to be put to work — at home — by providing the requisite educational and communications infrastructure, and a solid strategic development program.
Copyright © 1998 The Events & Awards Managers of Asia and
Hamlin-Iturralde Corporation. All rights reserved.
Joseph Lacson:
On the Leading Edge
By Michael Alan Hamlin
(August 28, 1998) When Microsoft — the world’s number one software company and Fortune magazine’s most admired corporation — launched a competitive evaluation of its principal competitors, a Harvard-educated MBA was appointed to lead the study. The exercise involved competitive studies of a Who’s Who in Technology: Novell, Oracle, Sun and Netscape, and the results would ultimately be used in the formulation of Microsoft’s global strategy.
For anyone who has much interest in Microsoft — and who doesn’t, whether friend of foe? — it won’t be a surprise to learn that the study originated in Steve Ballmer’s office. Ballmer was recently named president of Microsoft and is a long-time senior strategist, advisor and friend to founder Bill Gates. Ballmer and Gates first met at Harvard College. Biographers Stephen Manes and Paul Andrews in Gates: How Microsoft’s Mogul Reinvented an Industry — and Made Himself the Richest Man in America describe the relationship as "a Mutt and Jeff collaboration cemented by mutual tastes in movies and mutually snide, cynical senses of humor." The authors relate how Ballmer finished ahead of Gates — taking honors — in "the prestigious Putnam national math prize competition." Gates, who dropped out of Harvard to ultimately found Microsoft with Paul Allen, has relied heavily on Ballmer, who did graduate, ever since, testimony to the importance he places on surrounding himself with extremely smart, confident people — a quality he shares with other leading CEOs like Andrew S. Grove, now chairman of Intel, and Jack Welch of General Electric and many others.
"Ballmer is an energetic character," Microsoft executive Joseph Lacson says, "very smart, and a real bundle of energy." The Manila-born Lacson should know: He’s the MBA who headed that critical competitive evaluation of Microsoft’s stiffest competition, a job assigned during a two-year stint working for Ballmer, then executive vice president of sales and support. Lacson was marketing manager for worldwide business strategy. Besides leading the study, Lacson evaluated Microsoft’s "worldwide sales and service strategies and capabilities and helped develop new capabilities based on the analysis."
Lacson at 28 is one of a good many Filipinos who have staked out important roles in the information technology industry: the leading edge of competitive creativity and innovation. After growing up in Manila and graduating from DE LA SALLE UNIVERSITY, Lacson worked at P&G, eventually rising to the position of brand manager. But after close to four years at the multinational consumer products company, Lacson was ready for a new adventure. That led to his application to HBS, and following graduation, he landed at Microsoft, where he had the chance to work for "people who are making a mark in history." That was an opportunity, he says, "just too good to pass up," despite a prolonged absence from family and country.
"It was difficult for me to not be with my family and to be away from the Philippines," he says, "but for the short-term, that was and continues to be a trade-off I am willing to make." As Lacson’ experience shows, Microsoft gives promising young employees very significant levels of responsibility and accountability, and not just because the founder is a young 42, but because it has clearly paid off. Return to stockholders in 1997 alone was 29 percent.
Not all of the Filipinos in Lacson’s batch at Harvard shared his enthusiasm for remaining in the United States. "To be honest," he explains, "I was very surprised that four of my friends (from among nine Filipinos in his batch) chose to return to the Philippines. The primary reason for their decision was family. I’d say that the secondary reason was that people were looking for a ‘chance to help the Philippines prosper.’ On the other hand, among those of us who chose to stay in the U.S., the primary reasons were economic and the higher standard of living," although Lacson quickly adds that he enjoyed a comfortable lifestyle growing up. "I lived in Bel Air and Alabang and was involved in culture and athletics. There were good benefits from living in the Philippines," he says.
Perhaps a more important reason Lacson stayed, as Gates says, was "you’ve got to enjoy what you do every day." For Lacson that meant, "contributing my analytical skills and creativity to the various initiatives I’ve been involved in." Those initiatives include spearheading preliminary project development for a move into "a totally new market" and "helping make sure that Microsoft ‘delights’ its customers." Lacson is currently a senior manager in Microsoft’s Consumer Customer Unit, where he has restructured the company’s rebate and incentives programs for 16,000 retail outlets — representing US$1 billion in annual sales — across the U.S. He is also responsible for such things as cooperative advertising, point-of-sale promotions, merchandising and direct mail campaigns.
Like all full-time Microsoft employees, Lacson participates in — and benefits from — a generous stock options plan that has made millionaires out of thousands of Microsoft employees by some reports. That won’t keep him at Microsoft forever, though. "Life comes in different phases," he explains. "The best 10 years is the work phase. That’s where I am now. But at some point, you have to give something back."
Indeed, Lacson owes his country, and he acknowledges that debt. "I know that I will repay the country for all that she has provided me; that I will make the Philippines and the world proud that she invested in me, as I strive to make this world better." Lacson’s not sure yet how he’ll repay that debt, however. "Perhaps," he says, "as a teacher or in politics."
Another possibility is becoming an entrepreneur, probably software related, which would create jobs and earn export revenues. In 1997, the Bureau of Export Promotion estimates that software exports from the Philippines reached a value of US$250 million. If an informal rule of thumb for service industries is applied and that total multiplied by three to US$750 million, it would provide a rough approximation of the equivalent value of hardware exports. That’s impressive, but the Philippines exported over US$6 billion in electronics in the first half of 1998, mostly low-value-added components. Software has a way to go to catch up, and Lacson doesn’t believe that the Philippines has done everything it should to market the country to investors as a software center.
Although the Philippines has a large pool of capable managers, "they aren’t suited for very high-value activities" because of inadequate educational infrastructure. And China and and India "have a lot more masters- and Ph.D.-level computer scientists than the Philippines at a cost level that’s even lower," he notes. "The Philippines is competing not only with U.S. cities but with India, China, Singapore, Malaysia and Eastern Europe. Every plus that may indicate that the Philippines will be a technological hub is shared by a dozen other countries," the global marketing analyst in Lacson takes over. "It will thus be crucial that we figure out what key technology we want to focus on and be the best in that niche rather than try to be a jack of all trades in every technology spectrum." Lacson believes that the speed of innovation and huge costs make it absolutely critical to focus on specific niches of the software industry.
He has other recommendations, too. First, "provide a strong legal framework to allow the IT industry to develop — the laws on intellectual property are weak and do not reassure investors that their trade secrets will be adequately protected." Next, "strengthen infrastructure — education, power and communication utilities — [because] in an Internet-worked world, not having the essentials will be fatal," he warns.
One other intangible, Lacson notes, is the ability of the Philippines to adapt more easily than other Asian nations to Western business practices. "The Philippines reminds non-Filipinos of doing business in the United States," he says. And if the Philippines were to act on all of Lacson’s recommendations, he still has one more for President Joseph Ejercito Estrada: "Your charisma should be used for good. To inspire confidence."
That’s good advice from a proven strategist. Lacson is not just on the technology edge, he’s helping lead it. Perhaps — hopefully — one day he’ll be leading it here, back home, providing a return on a strategic investment: the one the Philippines made in him. Either way, Lacson is testimony to the fact that the Philippines produces some of the best creative minds anywhere. But as he says, so do other competing economies. The presence of intellectual resources is not enough to guarantee development. They have to be put to work — at home — by providing the requisite educational and communications infrastructure, and a solid strategic development program.
Copyright © 1998 The Events & Awards Managers of Asia and
Hamlin-Iturralde Corporation. All rights reserved.