ºÝºÝߣ

ºÝºÝߣShare a Scribd company logo

Alpina's ceo ?Why is juli¨¢n jaramillo a leader?

?
?
Marley Serrano Estupi?¨¢n
Marley Serrano Estupi?¨¢n

Leaders are made. People born with special conditions or ¡°don¡±. However, day to day, leaders acquire knowledge and experience and through them, they construct the successful profile to maintain their leadership and their followers. Juli¨¢n Jaramillo is a leader. He is charismatic, proactive, commitment, with vision, knowledge and experience. He was nominated as the ¡°Entrepreneurship of the year in Colombia in 2011¡±.

1 of 14
Download to read offline
Alpina¡¯s CEO, Successful Case of an Effective Leader - Final Assignment for Leadership- Presented by: Marley Serrano Estupi?¨¢n Presented to: Pablo de Diesbach MBA, ESSEC, PhD Teacher ISG International Master Business Administration Program Institut Sup¨¦rieur de Gestion Paris June 2015
Content Introduction .............................................................................................................................................. 3 Alpina¡¯s CEO, Successful Case of an Effective Leader.......................................................................... 5 The history of Juli¨¢n Jaramillo Escobar............................................................................................... 6 The history of a Leader Company: Alpina ............................................................................................ 8 Why is Juli¨¢n Jaramillo a Leader? ....................................................................................................... 9 Conclusions.............................................................................................................................................. 13 Bibliography............................................................................................................................................ 14
Introduction Leadership is the condition of, the capacity of being a leader. And a leader has charisma, authority, commitment & compliance between other characteristics. In many occasions people can to ask if the leaders are born or are they made. Try to answer this question is not easy, but with Juli¨¢n Jaramillo, a leader in business in the actuality of Colombia is possible to observe that leaders have the special condition (they are born) but the majority of the ¡°leadership¡± is acquired through the experience and today, preparation, as the studies. Especially, when a leader is a ¡°Business Leader¡±, experience and studies take a principal paper. Knowledge is today the way to show to the followers that the leader has a clear vision and also, the ¡°how¡±, ¡°when¡± and ¡°where¡±. It is why Juli¨¢n Jaramillo has the complete profile. Many studies in Management, Finance, Marketing and Leadership are mixed with 15 years of experience in Banking Sector, and 25 year in real sector or manufacturing. Finally, the leader must show results. A leader without results is only ¡°An Ineffective Leader¡± and with the time, it means the lost of the followers. Also, in business it can mean the fall of the company. Alpina, is a company of 70 years in Colombia, considered one of the most important and successful business in the country. Show results in a company with ¡°good results¡± is most difficult and many managers can try only to maintain the good results. However, Julian Jaramillo assumed the presidency of Alpina in 2002 and in average, the growth of sales of the enterprise was of 16% during 11 years. Additional, he led the internationalization of Alpina, and today the company has presence in more of 28 countries.
This is the complete profile of Juli¨¢n Jaramillo, a leader in business and actually life in Colombia. With this lecture, is possible to understand the effectiveness of a leader and his footprint for companies and followers.
Alpina¡¯s CEO, Successful Case of an Effective Leader Every day, in all the organizations (families, towns, cities, and companies) the people need and search a leader. The reason is very simple, the leader has special characteristics that can promote a group or team to develop strategies and achieve the goals, or, however, that is the idea. Literature about the leadership there are a lot, but, a clear definition of what is a leader is not common. And, it is possible, because, to define activities or conditions is easy, but to define a person has several implications, about the personality. Susana Llosa, Manager of Management and Development of Interbank Peru (2012) has defined the leader like the person that drives a team to achieve results, where the ¡°main objective¡± is that leader doesn¡¯t get results only for a business, but that transcend. And, it can be identified when Josep ¡°Pep¡± Guardiola1 and Fernando Trueba2 speak about ¡°the leadership and the future¡± (Empoderando, 2013), with different features between them, but with the same conclusion: ¡°A leader get the best of the people that they have. A bit psychologist, a bit manipulator, but, with dialogue, understand that all the people are not equals and, all the people must not be treated equal. Of course, that all people require respect, but the fascinating is to find how to motivate, persuade, what to say them, and how put them in the desired territory. There are people that prefer that leader says them the things in front of the group, but others, 1 Josep Guardiola i Sala is a Spanish former footballer. He was a prominent player. Now, is one of the technicians more important in the world and an expert in leadership topics. He is characterized by prefer the ¡°short-times¡±, visualizing six months and one year his projects. He has the conference: ¡°Passion, leadership and, teamwork¡± (Biograf¨ªas y vidas: La enciclopedia biogr¨¢fica en l¨ªnea, 2015). 2 Fernando Trueba is a Cinema Director from Spain. He has the recognition like a critic in the journal El Pa¨ªs and, multiples awards, through his career.
don¡¯t like it, they feel insulted and prefer, that leader says them the things in other moment. There are people that need that the leader speaks with them a lot, others no. Every person is a different world¡±. So, is clear that leadership is the condition of, the capacity of being a leader. And a leader has charisma, authority, commitment & compliance between other characteristics. Every day, many people do some questions about the leadership and leaders. A common question is: ¡°Are the leaders born or are they made? This question can appear as useless. However, its importance is high because depending the answer, it often affects the way in which leaders are perceived and view the followers. To try to clarify the idea a very good example of a leader is Juli¨¢n Jaramillo Escobar from Colombia. The history of Juli¨¢n Jaramillo Escobar Juli¨¢n Jaramillo Escobar is a ¡°Paisa3 ¡± born in Colombia 57 years ago (1.958). He studied Business Administration in 1981, with many studies also in Finance, Management and Leadership in Universities from Colombia and United States. He was a recognized student with high grades and during all the bachelor he obtained the scholarship (Empreandinos, 2011). From 2002 until 2013 he was the CEO of Alpina. The company in 2002 sold US$ 211 million, and in 2012 this figure was of US$ 935 million thanks to the operation in 5 countries as Colombia, Venezuela, Peru, Ecuador and United States (Portafolio, 2013). Analyze this figures require to have in account the economic crisis that the world lived in 2008 and 2009, additional the political crisis that Colombia has lived with Venezuela since 2006 and Ecuador since 2008. Maintain an average 3 Name given to people from some Departments in Colombia as Antioquia, Caldas & Risaralda.
growth of 16% in 10 years in a company, with the factors mentioned before, is also the result of a successful leadership inside de organization. Table 1: Studies of Juli¨¢n Jaramillo University Program Year Universidad Externado, Bogota-Colombia Business Management 1981 Universidad del Rosario, Bogota-Colombia Specialization in Finance 1983 New York University Specialization in International Finances 1987 Universidad del Rosario, Bogota-Colombia Commercial Management Training 2002 Universidad de los Andes, Bogota-Colombia CEO¡¯s Management Program 2004 Northwestern University, Illinois-Chicago CEO¡¯s Management Program 2005 C¨¢mara de Comercio de Bogota, Colombia ¡°Programa Empresarial en Trayectoria Mega¡± 2008 University of California, Berkely-California The Executive Program for Strategic IT Management 2008 Northwestern University, Illinois-Chicago CEO II: The Next Step in Strategic Management 2009 ADEN Alta Direcci¨®n Business School, Bogota Colombia CEO Management Program 2010 Massachusetts Institute of Technology, ADEN School of Management Program for Senior Latin American Executives 2010 University of Pennsylvania Transformative Business Leadership Program 2010 Leonard N. Stern School of Business New York City CEO Marketing and Leadership Program 2011 Source: Empreandinos-Own Creation Julian Jaramillo is known as a man with high aspirations and goals. His career started with his studies in administration 40 years ago. But this young believed that he had free time and entered
to a Bank working during the night. It was the beginning of his professional experience and ¡°banking world¡±. After 3 years, with a high expertise in figures, transaction and finances, he jump to multinationals field, first with ¡°Basf4 ¡± and then with Kodak5 as Assistant of the Financial Vice- Presidency, which allow him acquire 10 years of a mixed professional experience. After his experience with multinationals, he came back to banking sector where he was working again during 15 years as Financial & International Vice-president. In this moment, he was 29 years old. Finally, was in 2000 when he was attracted by the manufacturing industry and started the career in Alpina (Escobar, 2006). Today, Juli¨¢n Jaramillo is conducting as president of ¡°Alfa6 ¡±, a totally different company. However, he continues in Board of Directors in Alpina and more companies from Colombia. The history of a Leader Company: Alpina ¡°Two men from Switzerland, a futurist vision, love for the work, and a strange land that was nice with them. There were the ingredients mixed for create Alpina in 1945¡±. Alpina is a Colombian multinational with 70 years of history. The company was founded by Walter Gogel & Max Singer in Sop¨®7 . At beginning in a horse-carriage they picked up around 4 Basf: German company with 150 years in the market as leader of chemistry industry. 5 Kodak: Company dedicated few years ago to ¡°photos¡±. Kodak has transformed itself into a technology company focused on imaging for business. Today's Kodak provides: a) World-class R&D, based on Kodak's unique strengths in the materials, imaging and deposition sciences. b) Breakthrough products enabling customers to achieve transformational improvements in quality, productivity and sustainability. c) A broad solution set across graphic communications, product goods packaging, functional printing enabling. d) Software and professional services businesses use to redefine information flow and security. 6 Alfa: Multinational Company dedicated to coating sector. 7 Sop¨® is a small ville near to Bogota, capital city from Colombia.
500 cantinas or bottles every day for the manual manufacturing of the cheese. The quality of their products was well known. The business growth rapidly although the manufacturing was manually yet and the transport was not do it in the better conditions, it also according to the stage of the country. But then, with a loan, they acquired a land of 7 bushels where the first factory was opened. Also, they bought a car to transport the products to Bogota. In the 50¡¯s in Alpina was processed around 3.000 liters of milk and minimum around 7 million of it were transformed in cheese or other finished products. Gradually the company was growing, expanding its business around the country and also, Andean region. In 1994 Alpina started the commercialization of its products to Venezuela and in a few months later, the company bought its factory in Ecuador. With this two steps, Alpina began its industrial in the foreign market (NullValue, 2000). Today, Alpina is one of the biggest companies in Colombia and also, proud of the region. With more of 7 lines of products, around 10.000 employees, presence in more of 28 countries, 14 cities in United States, and the idea of expand the production to Mexico and Brazil, Alpina demonstrates that is the leader in the sector. Why is Juli¨¢n Jaramillo a Leader? Principally, Juli¨¢n Jaramillo is a leader because he is a visionary and it is not only for business. Each leader in the history is characterized by the charisma. Charisma is defined as the natural power that a person has to attract the people by his personality, his word and his presence.
The charisma has an effect and it is named ¡°The Charisma Effect¡± that is achievement with seven essential behaviors: Fluency, Confidence, Presence, Authenticity, Courage, Passion & Demeanor (Leigh, 2008). Some tips are necessary to develop this behaviors. Juli¨¢n has three keys, ¡°Family, Exercise & Music¡±. He is a charismatic leader. In his opinion, is frustrating hear of leaders and presidents that at 4 p.m. consider that it¡¯s the time to go at home and they can¡¯t do any more. A leader in business needs to maintain in perfect conditions his body (with exercise) and his mind (with study, music and good conditions in his personal life). A real leader demonstrates to his team that he has the capacity to understand after 14 hours of work a meeting (Jaramillo, 2014). Juli¨¢n has the ¡°Charisma Effect¡± and it is understood by his employees. But also his auditory in his conferences and his students of MBA programs. His followers. If Juli¨¢n Jaramillo is put in a line-time, the second reason because he is a leader is because he had a clear objective and with some obstacles, he achieved it. One example is that in 1976 he didn¡¯t have the enough money to start his studies. So, he decided study and work at same time to finance his higher education. One of the principal capacities of a leader is ¡°establish a vision and goals¡±. When he received the presidency of Alpina, it was a great and big company in Colombia, with sales around US$ 211 million per year (Jaramillo, 2014). A common manager tries to maintain the business and also achieve a normal growth. But it was not enough for Juli¨¢n, he wanted to expand the company. He wanted that Alpina there was in the most important market, United States and after, Europe. It is vision. It is ¡°Setting Goals¡±. Setting Goals refers to capacity to working with others to help ensure that goals are Specific & Strategic, Measurable, Attainable, Result-Oriented, and Time-Bound. In other words, it means SMART (Ministry of Education of Ontario, 2009).
As a leader in business the third characteristic that Juli¨¢n Jaramillo has is the ¡°Change of Rhythm¡± and this is accompanied with ¡°Proactivity¡±. When he was working in Banking Sector, specifically in ¡°Banco de Cr¨¦dito¡±, today, ¡°Helm Bank¡± in Colombia, he saw all the transformation that the sector had and also, he anticipated a lot of ideas by this. In 1991 Colombia opened its doors to the world and for the banking, this meant the ¡°financial, foreign exchange and labor opening¡±. With this changes, customers were more exigent and sector more competitive. In 14 years, the technology also has implemented new ways to operate. As Juli¨¢n Jaramillo said: ¡°At beginning customer wanted to know his balance in a paper one day or more after a transaction. Today, the customer wants to see the balance 5 minutes after doing the operation¡±. It is a new world with information¡± (Jaramillo, 2014). In Alpina, the ¡°Change of Rhythm & Proactivity¡± was key in his management. With his vision, the idea was not only be reactive to the market. With teamwork as the key of the success, he oriented all the collaborators to be excellent, and it promoted a high velocity to Alpina to anticipate to needs of the customers. During his management Juli¨¢n Jaramillo consolidated more the high standard of quality in Alpina, with an interesting program for customer service, and a big effort to offer products and services with high quality in all the supply chain (Jaramillo, 2014). One habit of highly effective people is ¡°Be Proactive¡± as Juli¨¢n Jaramillo. Stephen Covey (1989) put in the table an interesting definition of proactive people: ¡°You can tell proactive people by the language that they use. There are reactive language and proactive language. That language comes from a basic paradigm of determinism. When people say: ¡°I¡¯ll be happy when, if only I had¡±, etc, you can tell that they are in a reactive
mode. The proactive approach is to change from the inside out, to be different and by being different to affect positive change in what¡¯s out there¡± (Covey, 1989). And this proactivity of Juli¨¢n Jaramillo is very clear. Also, doing face to the mistakes. He accepted that Alpina as any company can have problems and the best example for the moment was the difficulty that the enterprise had with the product Inflaboggy. The solution was gave before a big problem with the customers: ¡°Stop the production of Inflaboggy, collect all the units that are in the market and also, the units that customer have or ask for they destruction¡±. However, although the reaction was ethical and in a ¡°win-win¡± mode, it is not enough and some mistakes can kill. The complete history with Inflaboggy shown a Julian Jaramillo with a ¡°defect¡± as a leader. He didn¡¯t calculate the risk of the product created by a third part. Inflaboggy was a toy inside the gelatin. The product was a globe of latex. The product needed to be inflated and with this, the whistle inside will sound. A girl ate the whistle when she left the globe and she was operated (Revista Semana, 2012). So, as the same Juli¨¢n said, the reputation is not a shine award. He as a leader was the responsible. However, the mistake with the Inflaboggy shown also, a complete leader. And this is very clear because the position ¡°win to win¡± is not a simple formula. Win-win is a frame of mind and heart that constantly seeks mutual benefit in all human interactions. Win-win means that agreements and solutions are mutually beneficial and mutually satisfying. Juli¨¢n Jaramillo shows that all the business can be ethical and promote sustainability for stakeholders and principal, customers.
Conclusions Are the leaders born or are they made? What¡¯s about the effective leadership? Leaders are made. People born with special conditions or ¡°don¡±. However, day to day, leaders acquire knowledge and experience and through them, they construct the successful profile to maintain their leadership and their followers. Business leaders have the traditional characteristics of leadership that literature exposes. Charisma, authority, commitment, proactivity, between others. But, additional, the figures and growth of the business (sales, infrastructure, and presence in markets) are the real result of their effective leadership. Is Juli¨¢n Jaramillo a leader? Yes, he is. He is charismatic, proactive, commitment, with vision, knowledge and experience. He was nominated as the ¡°Entrepreneurship of the year in Colombia in 2011¡±. Is Juli¨¢n Jaramillo an effective leader? Alpina went from US$ 211 million of sales in 2002 to US$ 935 million in 2012. Alpina went from presence in Colombia, Venezuela & Ecuador, to presence in United States and more of 28 countries around the world.
Bibliography Biograf¨ªas y vidas: La enciclopedia biogr¨¢fica en l¨ªnea. (17 de March de 2015). Obtenido de http://www.biografiasyvidas.com/biografia/g/guardiola_josep.htm Covey, S. (1989). The 7 habits of Highly Effective People. New York: Simon & Schuster. Effect, T. C. (2008). Leigh, Andrew. London: Pearson Education Limited . Empoderando. (22 de May de 2013). Pep Guardiola y Fernando Trueba el Liderazgo y el Futuro. Recuperado el 17 de March de 2015, de https://www.youtube.com/watch?v=_LoDoTsCAS8 Empreandinos. (2011). Innovaci¨®n, Confianza, Emprendimiento y Pasi¨®n en Alpina. Innovaci¨®n, Confianza, Emprendimiento y Pasi¨®n en Alpina. Bogot¨¢: Empreandinos. Escobar, J. J. (1 de Enero de 2006). Juli¨¢n Jaramillo Escobar. Art¨ªfice de la Nueva Estrategia de Alpina. (I. Alimenticia, Entrevistador) Interbank Per¨². (9 de Febrero de 2012). 10 tips para ser un buen l¨ªder. Lima, Per¨². Recuperado el 17 de March de 2015, de https://www.youtube.com/watch?v=i37OWICqX4g Jaramillo, J. (12 de May de 2014). Juli¨¢n Jaramillo Presidente Alfa en Top Management Week 2014: Universidad Javeriana. Bogot¨¢, Cundinamarca, Colombia. Recuperado el 8 de April de 2015, de https://www.youtube.com/watch?v=URgJfVJsy7M Ministry of Education of Ontario. (2009). Five Core Capacities of Effective Leaders. Ideas Into Action. Recuperado el 8 de May de 2015, de http://www.edu.gov.on.ca/eng/policyfunding/leadership/IdeasIntoAction09.pdf NullValue. (24 de June de 2000). Historia de una Empresa L¨ªder. El Tiempo. Recuperado el 25 de March de 2015, de http://www.eltiempo.com/archivo/documento/MAM-1244258 Portafolio. (22 de April de 2013). Llega la hora del relevo en la presidencia de Alpina. Portafolio. Recuperado el 15 de March de 2015, de http://www.portafolio.co/negocios/sucesion-la- presidencia-alpina

More Related Content

Alpina's ceo ?Why is juli¨¢n jaramillo a leader?

  • 1. Alpina¡¯s CEO, Successful Case of an Effective Leader - Final Assignment for Leadership- Presented by: Marley Serrano Estupi?¨¢n Presented to: Pablo de Diesbach MBA, ESSEC, PhD Teacher ISG International Master Business Administration Program Institut Sup¨¦rieur de Gestion Paris June 2015
  • 2. Content Introduction .............................................................................................................................................. 3 Alpina¡¯s CEO, Successful Case of an Effective Leader.......................................................................... 5 The history of Juli¨¢n Jaramillo Escobar............................................................................................... 6 The history of a Leader Company: Alpina ............................................................................................ 8 Why is Juli¨¢n Jaramillo a Leader? ....................................................................................................... 9 Conclusions.............................................................................................................................................. 13 Bibliography............................................................................................................................................ 14
  • 3. Introduction Leadership is the condition of, the capacity of being a leader. And a leader has charisma, authority, commitment & compliance between other characteristics. In many occasions people can to ask if the leaders are born or are they made. Try to answer this question is not easy, but with Juli¨¢n Jaramillo, a leader in business in the actuality of Colombia is possible to observe that leaders have the special condition (they are born) but the majority of the ¡°leadership¡± is acquired through the experience and today, preparation, as the studies. Especially, when a leader is a ¡°Business Leader¡±, experience and studies take a principal paper. Knowledge is today the way to show to the followers that the leader has a clear vision and also, the ¡°how¡±, ¡°when¡± and ¡°where¡±. It is why Juli¨¢n Jaramillo has the complete profile. Many studies in Management, Finance, Marketing and Leadership are mixed with 15 years of experience in Banking Sector, and 25 year in real sector or manufacturing. Finally, the leader must show results. A leader without results is only ¡°An Ineffective Leader¡± and with the time, it means the lost of the followers. Also, in business it can mean the fall of the company. Alpina, is a company of 70 years in Colombia, considered one of the most important and successful business in the country. Show results in a company with ¡°good results¡± is most difficult and many managers can try only to maintain the good results. However, Julian Jaramillo assumed the presidency of Alpina in 2002 and in average, the growth of sales of the enterprise was of 16% during 11 years. Additional, he led the internationalization of Alpina, and today the company has presence in more of 28 countries.
  • 4. This is the complete profile of Juli¨¢n Jaramillo, a leader in business and actually life in Colombia. With this lecture, is possible to understand the effectiveness of a leader and his footprint for companies and followers.
  • 5. Alpina¡¯s CEO, Successful Case of an Effective Leader Every day, in all the organizations (families, towns, cities, and companies) the people need and search a leader. The reason is very simple, the leader has special characteristics that can promote a group or team to develop strategies and achieve the goals, or, however, that is the idea. Literature about the leadership there are a lot, but, a clear definition of what is a leader is not common. And, it is possible, because, to define activities or conditions is easy, but to define a person has several implications, about the personality. Susana Llosa, Manager of Management and Development of Interbank Peru (2012) has defined the leader like the person that drives a team to achieve results, where the ¡°main objective¡± is that leader doesn¡¯t get results only for a business, but that transcend. And, it can be identified when Josep ¡°Pep¡± Guardiola1 and Fernando Trueba2 speak about ¡°the leadership and the future¡± (Empoderando, 2013), with different features between them, but with the same conclusion: ¡°A leader get the best of the people that they have. A bit psychologist, a bit manipulator, but, with dialogue, understand that all the people are not equals and, all the people must not be treated equal. Of course, that all people require respect, but the fascinating is to find how to motivate, persuade, what to say them, and how put them in the desired territory. There are people that prefer that leader says them the things in front of the group, but others, 1 Josep Guardiola i Sala is a Spanish former footballer. He was a prominent player. Now, is one of the technicians more important in the world and an expert in leadership topics. He is characterized by prefer the ¡°short-times¡±, visualizing six months and one year his projects. He has the conference: ¡°Passion, leadership and, teamwork¡± (Biograf¨ªas y vidas: La enciclopedia biogr¨¢fica en l¨ªnea, 2015). 2 Fernando Trueba is a Cinema Director from Spain. He has the recognition like a critic in the journal El Pa¨ªs and, multiples awards, through his career.
  • 6. don¡¯t like it, they feel insulted and prefer, that leader says them the things in other moment. There are people that need that the leader speaks with them a lot, others no. Every person is a different world¡±. So, is clear that leadership is the condition of, the capacity of being a leader. And a leader has charisma, authority, commitment & compliance between other characteristics. Every day, many people do some questions about the leadership and leaders. A common question is: ¡°Are the leaders born or are they made? This question can appear as useless. However, its importance is high because depending the answer, it often affects the way in which leaders are perceived and view the followers. To try to clarify the idea a very good example of a leader is Juli¨¢n Jaramillo Escobar from Colombia. The history of Juli¨¢n Jaramillo Escobar Juli¨¢n Jaramillo Escobar is a ¡°Paisa3 ¡± born in Colombia 57 years ago (1.958). He studied Business Administration in 1981, with many studies also in Finance, Management and Leadership in Universities from Colombia and United States. He was a recognized student with high grades and during all the bachelor he obtained the scholarship (Empreandinos, 2011). From 2002 until 2013 he was the CEO of Alpina. The company in 2002 sold US$ 211 million, and in 2012 this figure was of US$ 935 million thanks to the operation in 5 countries as Colombia, Venezuela, Peru, Ecuador and United States (Portafolio, 2013). Analyze this figures require to have in account the economic crisis that the world lived in 2008 and 2009, additional the political crisis that Colombia has lived with Venezuela since 2006 and Ecuador since 2008. Maintain an average 3 Name given to people from some Departments in Colombia as Antioquia, Caldas & Risaralda.
  • 7. growth of 16% in 10 years in a company, with the factors mentioned before, is also the result of a successful leadership inside de organization. Table 1: Studies of Juli¨¢n Jaramillo University Program Year Universidad Externado, Bogota-Colombia Business Management 1981 Universidad del Rosario, Bogota-Colombia Specialization in Finance 1983 New York University Specialization in International Finances 1987 Universidad del Rosario, Bogota-Colombia Commercial Management Training 2002 Universidad de los Andes, Bogota-Colombia CEO¡¯s Management Program 2004 Northwestern University, Illinois-Chicago CEO¡¯s Management Program 2005 C¨¢mara de Comercio de Bogota, Colombia ¡°Programa Empresarial en Trayectoria Mega¡± 2008 University of California, Berkely-California The Executive Program for Strategic IT Management 2008 Northwestern University, Illinois-Chicago CEO II: The Next Step in Strategic Management 2009 ADEN Alta Direcci¨®n Business School, Bogota Colombia CEO Management Program 2010 Massachusetts Institute of Technology, ADEN School of Management Program for Senior Latin American Executives 2010 University of Pennsylvania Transformative Business Leadership Program 2010 Leonard N. Stern School of Business New York City CEO Marketing and Leadership Program 2011 Source: Empreandinos-Own Creation Julian Jaramillo is known as a man with high aspirations and goals. His career started with his studies in administration 40 years ago. But this young believed that he had free time and entered
  • 8. to a Bank working during the night. It was the beginning of his professional experience and ¡°banking world¡±. After 3 years, with a high expertise in figures, transaction and finances, he jump to multinationals field, first with ¡°Basf4 ¡± and then with Kodak5 as Assistant of the Financial Vice- Presidency, which allow him acquire 10 years of a mixed professional experience. After his experience with multinationals, he came back to banking sector where he was working again during 15 years as Financial & International Vice-president. In this moment, he was 29 years old. Finally, was in 2000 when he was attracted by the manufacturing industry and started the career in Alpina (Escobar, 2006). Today, Juli¨¢n Jaramillo is conducting as president of ¡°Alfa6 ¡±, a totally different company. However, he continues in Board of Directors in Alpina and more companies from Colombia. The history of a Leader Company: Alpina ¡°Two men from Switzerland, a futurist vision, love for the work, and a strange land that was nice with them. There were the ingredients mixed for create Alpina in 1945¡±. Alpina is a Colombian multinational with 70 years of history. The company was founded by Walter Gogel & Max Singer in Sop¨®7 . At beginning in a horse-carriage they picked up around 4 Basf: German company with 150 years in the market as leader of chemistry industry. 5 Kodak: Company dedicated few years ago to ¡°photos¡±. Kodak has transformed itself into a technology company focused on imaging for business. Today's Kodak provides: a) World-class R&D, based on Kodak's unique strengths in the materials, imaging and deposition sciences. b) Breakthrough products enabling customers to achieve transformational improvements in quality, productivity and sustainability. c) A broad solution set across graphic communications, product goods packaging, functional printing enabling. d) Software and professional services businesses use to redefine information flow and security. 6 Alfa: Multinational Company dedicated to coating sector. 7 Sop¨® is a small ville near to Bogota, capital city from Colombia.
  • 9. 500 cantinas or bottles every day for the manual manufacturing of the cheese. The quality of their products was well known. The business growth rapidly although the manufacturing was manually yet and the transport was not do it in the better conditions, it also according to the stage of the country. But then, with a loan, they acquired a land of 7 bushels where the first factory was opened. Also, they bought a car to transport the products to Bogota. In the 50¡¯s in Alpina was processed around 3.000 liters of milk and minimum around 7 million of it were transformed in cheese or other finished products. Gradually the company was growing, expanding its business around the country and also, Andean region. In 1994 Alpina started the commercialization of its products to Venezuela and in a few months later, the company bought its factory in Ecuador. With this two steps, Alpina began its industrial in the foreign market (NullValue, 2000). Today, Alpina is one of the biggest companies in Colombia and also, proud of the region. With more of 7 lines of products, around 10.000 employees, presence in more of 28 countries, 14 cities in United States, and the idea of expand the production to Mexico and Brazil, Alpina demonstrates that is the leader in the sector. Why is Juli¨¢n Jaramillo a Leader? Principally, Juli¨¢n Jaramillo is a leader because he is a visionary and it is not only for business. Each leader in the history is characterized by the charisma. Charisma is defined as the natural power that a person has to attract the people by his personality, his word and his presence.
  • 10. The charisma has an effect and it is named ¡°The Charisma Effect¡± that is achievement with seven essential behaviors: Fluency, Confidence, Presence, Authenticity, Courage, Passion & Demeanor (Leigh, 2008). Some tips are necessary to develop this behaviors. Juli¨¢n has three keys, ¡°Family, Exercise & Music¡±. He is a charismatic leader. In his opinion, is frustrating hear of leaders and presidents that at 4 p.m. consider that it¡¯s the time to go at home and they can¡¯t do any more. A leader in business needs to maintain in perfect conditions his body (with exercise) and his mind (with study, music and good conditions in his personal life). A real leader demonstrates to his team that he has the capacity to understand after 14 hours of work a meeting (Jaramillo, 2014). Juli¨¢n has the ¡°Charisma Effect¡± and it is understood by his employees. But also his auditory in his conferences and his students of MBA programs. His followers. If Juli¨¢n Jaramillo is put in a line-time, the second reason because he is a leader is because he had a clear objective and with some obstacles, he achieved it. One example is that in 1976 he didn¡¯t have the enough money to start his studies. So, he decided study and work at same time to finance his higher education. One of the principal capacities of a leader is ¡°establish a vision and goals¡±. When he received the presidency of Alpina, it was a great and big company in Colombia, with sales around US$ 211 million per year (Jaramillo, 2014). A common manager tries to maintain the business and also achieve a normal growth. But it was not enough for Juli¨¢n, he wanted to expand the company. He wanted that Alpina there was in the most important market, United States and after, Europe. It is vision. It is ¡°Setting Goals¡±. Setting Goals refers to capacity to working with others to help ensure that goals are Specific & Strategic, Measurable, Attainable, Result-Oriented, and Time-Bound. In other words, it means SMART (Ministry of Education of Ontario, 2009).
  • 11. As a leader in business the third characteristic that Juli¨¢n Jaramillo has is the ¡°Change of Rhythm¡± and this is accompanied with ¡°Proactivity¡±. When he was working in Banking Sector, specifically in ¡°Banco de Cr¨¦dito¡±, today, ¡°Helm Bank¡± in Colombia, he saw all the transformation that the sector had and also, he anticipated a lot of ideas by this. In 1991 Colombia opened its doors to the world and for the banking, this meant the ¡°financial, foreign exchange and labor opening¡±. With this changes, customers were more exigent and sector more competitive. In 14 years, the technology also has implemented new ways to operate. As Juli¨¢n Jaramillo said: ¡°At beginning customer wanted to know his balance in a paper one day or more after a transaction. Today, the customer wants to see the balance 5 minutes after doing the operation¡±. It is a new world with information¡± (Jaramillo, 2014). In Alpina, the ¡°Change of Rhythm & Proactivity¡± was key in his management. With his vision, the idea was not only be reactive to the market. With teamwork as the key of the success, he oriented all the collaborators to be excellent, and it promoted a high velocity to Alpina to anticipate to needs of the customers. During his management Juli¨¢n Jaramillo consolidated more the high standard of quality in Alpina, with an interesting program for customer service, and a big effort to offer products and services with high quality in all the supply chain (Jaramillo, 2014). One habit of highly effective people is ¡°Be Proactive¡± as Juli¨¢n Jaramillo. Stephen Covey (1989) put in the table an interesting definition of proactive people: ¡°You can tell proactive people by the language that they use. There are reactive language and proactive language. That language comes from a basic paradigm of determinism. When people say: ¡°I¡¯ll be happy when, if only I had¡±, etc, you can tell that they are in a reactive
  • 12. mode. The proactive approach is to change from the inside out, to be different and by being different to affect positive change in what¡¯s out there¡± (Covey, 1989). And this proactivity of Juli¨¢n Jaramillo is very clear. Also, doing face to the mistakes. He accepted that Alpina as any company can have problems and the best example for the moment was the difficulty that the enterprise had with the product Inflaboggy. The solution was gave before a big problem with the customers: ¡°Stop the production of Inflaboggy, collect all the units that are in the market and also, the units that customer have or ask for they destruction¡±. However, although the reaction was ethical and in a ¡°win-win¡± mode, it is not enough and some mistakes can kill. The complete history with Inflaboggy shown a Julian Jaramillo with a ¡°defect¡± as a leader. He didn¡¯t calculate the risk of the product created by a third part. Inflaboggy was a toy inside the gelatin. The product was a globe of latex. The product needed to be inflated and with this, the whistle inside will sound. A girl ate the whistle when she left the globe and she was operated (Revista Semana, 2012). So, as the same Juli¨¢n said, the reputation is not a shine award. He as a leader was the responsible. However, the mistake with the Inflaboggy shown also, a complete leader. And this is very clear because the position ¡°win to win¡± is not a simple formula. Win-win is a frame of mind and heart that constantly seeks mutual benefit in all human interactions. Win-win means that agreements and solutions are mutually beneficial and mutually satisfying. Juli¨¢n Jaramillo shows that all the business can be ethical and promote sustainability for stakeholders and principal, customers.
  • 13. Conclusions Are the leaders born or are they made? What¡¯s about the effective leadership? Leaders are made. People born with special conditions or ¡°don¡±. However, day to day, leaders acquire knowledge and experience and through them, they construct the successful profile to maintain their leadership and their followers. Business leaders have the traditional characteristics of leadership that literature exposes. Charisma, authority, commitment, proactivity, between others. But, additional, the figures and growth of the business (sales, infrastructure, and presence in markets) are the real result of their effective leadership. Is Juli¨¢n Jaramillo a leader? Yes, he is. He is charismatic, proactive, commitment, with vision, knowledge and experience. He was nominated as the ¡°Entrepreneurship of the year in Colombia in 2011¡±. Is Juli¨¢n Jaramillo an effective leader? Alpina went from US$ 211 million of sales in 2002 to US$ 935 million in 2012. Alpina went from presence in Colombia, Venezuela & Ecuador, to presence in United States and more of 28 countries around the world.
  • 14. Bibliography Biograf¨ªas y vidas: La enciclopedia biogr¨¢fica en l¨ªnea. (17 de March de 2015). Obtenido de http://www.biografiasyvidas.com/biografia/g/guardiola_josep.htm Covey, S. (1989). The 7 habits of Highly Effective People. New York: Simon & Schuster. Effect, T. C. (2008). Leigh, Andrew. London: Pearson Education Limited . Empoderando. (22 de May de 2013). Pep Guardiola y Fernando Trueba el Liderazgo y el Futuro. Recuperado el 17 de March de 2015, de https://www.youtube.com/watch?v=_LoDoTsCAS8 Empreandinos. (2011). Innovaci¨®n, Confianza, Emprendimiento y Pasi¨®n en Alpina. Innovaci¨®n, Confianza, Emprendimiento y Pasi¨®n en Alpina. Bogot¨¢: Empreandinos. Escobar, J. J. (1 de Enero de 2006). Juli¨¢n Jaramillo Escobar. Art¨ªfice de la Nueva Estrategia de Alpina. (I. Alimenticia, Entrevistador) Interbank Per¨². (9 de Febrero de 2012). 10 tips para ser un buen l¨ªder. Lima, Per¨². Recuperado el 17 de March de 2015, de https://www.youtube.com/watch?v=i37OWICqX4g Jaramillo, J. (12 de May de 2014). Juli¨¢n Jaramillo Presidente Alfa en Top Management Week 2014: Universidad Javeriana. Bogot¨¢, Cundinamarca, Colombia. Recuperado el 8 de April de 2015, de https://www.youtube.com/watch?v=URgJfVJsy7M Ministry of Education of Ontario. (2009). Five Core Capacities of Effective Leaders. Ideas Into Action. Recuperado el 8 de May de 2015, de http://www.edu.gov.on.ca/eng/policyfunding/leadership/IdeasIntoAction09.pdf NullValue. (24 de June de 2000). Historia de una Empresa L¨ªder. El Tiempo. Recuperado el 25 de March de 2015, de http://www.eltiempo.com/archivo/documento/MAM-1244258 Portafolio. (22 de April de 2013). Llega la hora del relevo en la presidencia de Alpina. Portafolio. Recuperado el 15 de March de 2015, de http://www.portafolio.co/negocios/sucesion-la- presidencia-alpina