EFFECTIVE MANAGEMENT" (II)
BIBA requests the pleasure of your company.

Agenda for the 111th Meeting:
Thursday, 27 November 2003
Registration: 7.00 -7.15 p.m.
Meeting: 7.15 - 8.30
Reception: 8.30 -9.30

BIBA’s Third Phase: 2003-2005 - As BIBA enters its 10th year of operation, the need for a New Direction emerges. The first phase of BIBA’s activities, that is the first seven years (1994-2001), was mainly about Marketing & Promotion”. The second phase, the last two years (2001-2003) was dominated by “Prospects for the Economy and Social Responsibilities”.

For the third phase (2003-2005), BIBA would like to concentrate on Management issues. The UK economy offers ample opportunities for growth with its vast investment in education and professional infrastructure. There is a general feeling that, for BIBA members to gain the extra efficiency, they ought to improve their management styles as well as marketing. Perhaps this could be considered a further sign of membership confidence and maturity. Hence BIBA has organised a series of Q&A seminars on Effective Management, for 2003 beginning with its 110th business meeting which was on Thursday 30th October 2003 and is now followed by the next scheduled meeting of Thursday 27th November 2003. >>clicking here.

Talk Synopsis: Strategically (Long Term) & Tactical (ShortTerm) Planning ow we plan for long and short term is mainly determined by the nature of the product or its industry. Each product has a different Market Dynamics. For example the time scale for “Product introduction” of electronic goods is about one year as in the case of mobile phones, while in comparison the time scale for heavy-industry products like a car is about five to ten years. On the other hand a service industry product, for example accountancy, education or ntertainment package has a totally different time scale to the above. Each requires different set of decision-making process hence different type of managerial skills. The 111th Business Meeting’s panel of speakers from the fields of electronics, heavy-industry and service industry will share their views with us through a Q&A.

Henry Azima: -Chief Technology Officer, NXT plc Having won a naval scholarship, did his cadet training at Britannia Royal Naval College and then entered University of Surrey to read Electronics Engineering and was awarded a First Class Honours degree in Electronics and Control Engineering. Following this, Henry underwent in-depth technical training on various high technology weapons and electronics systems, including missile systems at Shorts rothers in Ireland and Sistemi Eletronici in Italy. Henry joined Mission Electronics as its Technical Director and moved to Canada to set up manufacturing operations for Mission in Toronto. In 1990 Henry moved back to England and founded the Verity Laboratories, a centre of excellence, encompassing the Group's engineering resources and providing it with a world class research and development facility. During the latter part of 1996 the Group launched a new loudspeaker technology, NXT, that was the direct payoff from over two years of intensive research and development work carried out by Henry and a dedicated team of engineers.

"10 YEARS OF PROMOTING SUCCESS"
Panel of Speakers: Dr Esmail Karimi - Vice President-Engineering MAN B&W Diesel Ltd
Winner of Akroyd Stuart Memorial Prize 2003 from the Institution of Diesel & Gas Turbine Engineers, UK. Obtained his first degree in Mechanical Engineering in 1976 and a Masters Degree in Combustion in 1978. He gained a PhD from Bath University in 1982 on Diesel Engine Combustion. Having spent three years at Aston university in Birmingham, UK, as a Research Fellow, he joined Perkins Engines Group in Peterborough in 1985 and held various engineering Management positions. In 1993 he was appointed Senior Project Manager, responsible for the Group Research. In March 1997, he joined MAN B&W Diesel Ltd Ruston (formerly ALSTOM Engines Ruston Division).
Amir Alam - Founder & MD, Flyteam Aviation A trained and professional pilot, Amir established Flyteam Aviation (FTA) in June 1990 at Leavesden aerodrome with only one aircraft and just 10 members. By 1993 FTA increased its members to 35 and added another aircraft to its fleet. Today with more than 350 members and using other operations centre at Cranfield Airport Flyteam provides most types of training ranging from PPL (Private Pilot License) to Multi-Engine rating as well as self fly-hire. A chief flying Instructor, Amir Alam is an Approved Examiner and sits written exams, performs the PPL skill test, renew elapsed ratings or licences and many more.

The topic for 110th Meeting will be Effective Management is the forthcoming meeting
Talk Synopsis
BIBA's Third Phase:
Why Management is so important Discipline and Management is the key to successful operation of any university. It determines the efficiency of an individual , an institution, the market, the economy and a society as a whole.
Babak Emamian, BIBA s Chairman As BIBA enters its 10th year of operation, the need is for a New Direction. Read the full extracts of the newsletter here.

More than one million American-Iranians live in the USA, most of whom are engaged in a number of professions such as finance, IT, high technology, media, fashion, engineering, construction, etc.

Our conclusion is that an enormous opportunity now exists for British- Iranians to link with American-Iranians, where both have very successful business communities in their respective countries.

BIBA and ITV This project exemplifies a British business association (BIBA) working with an American broadcaster (ITV) to bring its programming to a worldwide audience, and we hope that the high level of co-operation between all parties will serve as a future model for other businesses. Download the newsletter here.

Have you ever wondered why nowadays the most important economic index is neither the interest rate nor the unemployment figure but the Consumer Confidence Index? Unless the economies of China & India expand rapidly, which is unlikely, the Western Economy is very much dependent on its consumers’ desire to purchase. The average household in the Western Democracies have prospered so well in the last decade that they can survive without purchase of any consumer goods for the next five years. But just imagine what would happen, if we all decided not to purchase any consumer goods for a whole year. The entire world economy would almost collapse or at best just survive! So, as long as people have the confidence to buy, we are OK. However 9/11 and Bali tragedies have proven how fragile the consumer confidence can be.

There has been the biggest corporate shake-up and scandals since the Security Exchange Commission was created. The chancellor has had to revise his budget almost five times.
The Bank of England is unclear about the state of economy when the interest rate are at its lowest for the last forty years and unemployment is below 1m. But more drastically is the fact that long standing companies that have survived WWI & II and the cold war, are now going bust.

2002 was a year of considerable changes, which leading on from the tragic events of 2001 led us to reconsider our approach; as a result it was decided that it would be beneficial for us to broach both social issues as well as business matters and we have carried the same approach forward to 2003. Why? because we live in a very different times. The world has changed enormously and as business people we must quickly understand these changes and adapt to it otherwise we will be on the losing side.

BIBA’s Hope
Hope, motivation, and desire for purpose remain the fundamental driving forces of life and we at BIBA believe and live with this. Indeed, the expression of GIVING LIFE, remains the ultimate expression of giving hope, motivation and purpose to a life. One could easily lose one’s wealth, position or partner, but know that with hope could rise up again. A life without purpose can only be considered a life without meaning. BIBA’s greatest gift to its audience has been hope, motivation and purpose.

Business Approach
In order to be successful in life and in business, one of the most important skills that one could possess is the ability to anticipate events rather than to merely react to them. Unfortunately, most people’s approach is reactionary. In order to be able to anticipate one has to acquire knowledge continuously, become involved, and actively participate. All these require hard work and a lot of time and energy. Those who desire success understand and appreciate that hard work is the only way to achieve this, especially in the UK.

For an example of this we need look nor further than how our British compatriots acquire knowledge, day to day, in the field of sciences, technology, commerce and even sport. Those of us who live in London understand that not only do we live in a competitive country but must also accept that there is even more competition in London, one of the world’s financial capitals. However, as has been proven time and time again in particular over the last 25 years, British-Iranians are a very tough people. There is no reason why we as British-Iranians are not going to do even better over the next 25 years.

Words of Wisdom
A good friend of mine Reza Taheri, once said to me that, “In general, Iranians are very good at achieving their goals. However once there, they are extremely poor at maintaining their position or managing their success.” After a bit of soul searching, we came up with two reasons for this. Firstly this is either due to complacency or secondly trying to reach too far too quickly; over expansion without planning. This being the case, we are lucky that the British are the best at managing success and establishing long-standing institutions, and we should learn from our British compatriots. Today, most Iranians are gaining recognition for their political rather than scientific, commerce and industrial achievements. It is refreshing to see BIBA members who have received recognition through their work rather than political.

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