Answer: I see life and careers more from a sociological perspective, meaning that I think that specific and somewhat \u201crandom\u201d episodes or people can greatly influence our paths. In my case, there were two or three key people who showed me potential paths, or at least made me more self-aware about who I was and what I was good at. For instance, during high school I was set on being an engineering career, but during my national exams an external examiner, who didn\u2019t really know me all that well, asked me, \u201cWhy do you want to become an engineer? You\u2019re so creative.\u201d This was that sort of an \u201ca-ha\u201d moment, when I realized something about myself simply because a random stranger pointed it out.<\/p>\n
I ended up studying computer science because computers were my passion ever since I was a kid. I got my Commodore 64 when I was five; I programmed in BASIC, played video games and what not. I didn\u2019t, however, want to turn a passion into my career, so I got into a program called \u201cManagement and Computer Science\u201d and eventually realized that problems involving people are more interesting than those involving computers. People are less predictable, so the challenge is greater! I love challenges since they fuel my competitive spirit, so this seemed the right place to put my brain to work.<\/p>\n
I got into management and found a couple of good mentors at Berkeley and in Bologna who allowed me to try out scientific research, and I found out that I was good at it. This led me to Boston for my PhD, where my passion for computers spilled into my research because I continued to study networks, although this time networks of people! I focus on the social structure of relations among people and\/or among companies and how it affects their performance, trajectories, attitudes and outcomes. I loved my time at Boston College and MIT, where I met some truly inspiring scholars.<\/p>\n
Two years ago I had the opportunity to come to IESE. I found a positive environment, with great faculty and a fantastic community. And here I am!<\/p>\n
Q: You forgot to say great students.<\/strong><\/p>\n A: That goes without saying! But let me elaborate on that. I have always enjoyed teaching, but I originally went into this profession with the primary goal of conducting cutting-edge scientific research. IESE, however, has given me a new appreciation for teaching. Mentoring, making an impact on someone\u2019s life, and developing relationships with students and executives are particularly fulfilling. In some sense, I am developing this part of my vocation as I move along here at IESE, and I have to give credit to this institution for that.<\/p>\n It is often different in other schools: sometimes teaching is considered merely as a revenue stream, and professors often minimize their involvement with teaching to focus research instead. It\u2019s very different here at IESE, because we try to reach excellence in both teaching and research. It\u2019s hard to become a full professor here!<\/p>\n Mentoring, making an impact on someone\u2019s life, and developing relationships with students and executives are particularly fulfilling<\/p><\/blockquote>\n Q: In your opinion, what are the main challenges that MBAs will face over the next three years? <\/strong><\/p>\n A: Most MBA students come in with a great functional background, but as you move up in your career toward more senior management positions, you don\u2019t get paid a lot to be an expert in marketing, finance or accounting. General managers need to be able to think well and get things done. Success in business is one-third luck, one-third good strategic thinking, and one-third \u201cgetting things done\u201d, which in my view is the most important.<\/p>\n For me, \u201cgetting things done\u201d has a social psychology component. It\u2019s imperative to understand other peoples\u2019 points of view, but it\u2019s also about politics! Ultimately, power and politics matter hugely in organizations, so having a sense of the political landscape around you, knowing who\u2019s powerful and who\u2019s not, and how to maximize your social capital are key elements that you must learn in order to be successful.<\/p>\n Managers typically think a lot about planning and not enough about utilizing these political dimensions to get their plans implemented. We easily get excited about new wonderful ideas, but often get stuck in the harsh reality comprised by people who (legitimately) have different incentives and interests. Moving people and instilling a sense of urgency in them is tricky, and is usually a major challenge for fresh-minted MBAs.<\/p>\n![\"IESE](\"https:\/\/blog.iese.edu\/mba\/files\/2015\/11\/20150316-MBA_BCN_Sesion-fotos_0279.jpg\")
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