Jack and Suzy Welch are the authors of the international bestseller Winning (Collins). Their latest book is Winning: The Answers: Confronting 74 of the Toughest Questions in Business Today (Collins). They are eager to hear about your career dilemmas and challenges at work and look forward to answering your questions in future columns. You can e-mail them questions at winning@nytimes.com. Please include your name, occupation, city and country.

Q: As a baby-boomer executive with 30 years of experience, I encounter many young people entering the business world today pretty sure they know it all. What is your opinion about Gen Y’s sense of entitlement? Chris Perkins, Vandalia, Ohio

A: We don’t get it. That is, we don’t get why everyone is so down on Gen Y.

We think the crop of 20-somethings breaking into the business world right now is about as energized and exciting a group of “kids” as we’ve ever seen. And we’ve seen them a lot over the past several years—visiting dozens of campuses, teaching in two different MBA programs, consulting for companies that employ thousands of Gen Yers and hiring several onto our own team. Overwhelmingly, we’ve found Gen Yers to be hardworking, entrepreneurial, startlingly authentic, refreshingly candid and wonderfully upbeat.

Basically, not to get all mushy or anything, we love them.

Don’t get us wrong. We don’t doubt that you’ve recently encountered any number of know-it-all young people. They’re certainly out there. But they always have been that way.

After all, ever since the beginning of, well, higher education, every crop of graduates has contained its share of swaggering bigheads convinced that the grown-ups can go home now. Of course, most of these types end up eating humble pie after a few years, having discovered that ruling the world is not as easy as they originally thought.

Surely, some portion of Gen Y is headed for such a dismal fate. But we’d say most of them—indeed, the majority—are headed for blue sky, in careers characterized by commitment and unbounded by convention. Everywhere we go, we meet MBAs who have decided to spurn the corporate world to start their own businesses.

In the class taught by Jack at MIT’s Sloan School of Management, some 20 percent of the students have already launched a venture. Similarly, during a visit to Stanford Business School in 2005, we met a pair of students out of a central casting call for investment bankers. “So, what firm will you be joining in New York?” we asked them. We were surprised to hear they were launching a chain of upscale barbershops.

Of course, not every Gen Yer we’ve met is hankering to be an entrepreneur, but many still want to change the world with where and how they work, exuding an optimism more reminiscent of the 1950s than any other era in recent memory.

Now, maybe Gen Y’s reputation for entitlement derives from its apparent interest in making money—lots of it, right away. We’ve read plenty about such “greed.” But what we’ve seen is different. On virtually every campus visit, Gen Yers have asked us about corporate ethics and social responsibility. Many have shown a thoughtful concern about how to strike a meaningful balance between work and life. Some of them have challenged us about the whole notion of winning, asking, “Does success only have to be about money?” When we’ve said no—that success is about setting personal goals and achieving them—the response has been invariably positive.

Indeed, the same question came up just the other evening at dinner with a Gen Yer we know who earns a modest salary as an assistant golf pro. “I wake up every morning thrilled about getting to work and helping people,” he told us. “That’s what makes me feel successful.” To our minds, his words were uplifting, but not particularly unusual from a person his age.

Which all begs the question we started with: Why does Gen Y get such a bad rap? We’d suggest two answers.

The first is the age-old human propensity to worry about the wayward values of “kids these days.” Your grandparents worried about your parents, who worried about you and someday your kids will worry about theirs.

The second reason is something we call “trend inflation.” With the explosion of media outlets in every form, all of them needing content, there has emerged a relentless parade of so-called trends and cultural phenomena based on little more than the vague phrase, “Experts say.” In recent weeks, for instance, we’ve seen stories about the “growing” trends of weddings on Thursdays, pets coming to work and people making “life lists” to keep track of the things they want to do before they die. Surely, there is some truth in all of these reports, but “some truth” does not necessarily constitute reality.

So, yes, there are some entitled-acting young people entering business today, and they can come across as annoying. But in our experience, Gen Y is anything but. They’re real—driven, open-minded and thoughtful in a way that will be great for their careers and the entire economy to boot.

All they need to do is grow up.

When companies do good

HO CHI MINH CITY—Alongside the march of globalization is the swelling grudge of people who are being affected by this sweeping trend have against private businesses, which they blame for exacerbating their plight.  “First, a company is a predator to be shot.

Future of business

Apollo Enriquez isn’t one to stand in the way of development.

In fact, when a restaurant he partly owns in Cebu had to be torn down to give way to an Ayala Corp. real-estate project, he even led the operation.

SAVE ME

TWO pillars of the country’s financial safety net are rigorously working to increase the amount of savings derived from remittances from overseas Filipino workers (OFWs). 

Banking on the poor

It is a concept that invites bemused skepticism from those who regard banking as a profit-making pursuit that leaves no room for the interests and welfare of the poor. A typical comment goes: “Social banking? Isn’t that a contradiction in terms?” 

Winning: Generation Why Not

Q: As a baby-boomer executive with 30 years of experience, I encounter many young people entering the business world today pretty sure they know it all. What is your opinion about Gen Y’s sense of entitlement? Chris Perkins, Vandalia, Ohio                 

A: We don’t get it. That is, we don’t get why everyone is so down on Gen Y.

iCLONES

SHANGHAI—At the end of an alley in Taiwan’s most violent city, a black Mercedes-Benz sedan blocks a sliding- glass door that opens only from within. Inside, technophiles can buy iPhone knockoffs for two-thirds the legitimate price.

Fake iPhones reach Filipinos

EVEN before genuine iPhones reach Asian shores in 2008, knockoff units from China are already being sold in online auction and shopping web sites, including the Philippines.

The quotable Marxists

THERE are two quotable Marxes or Marxians, one of whom, Karl,  the prophetic economist and philosopher, would not call himself a Marxist, while the other one, Groucho (of the Marx brothers fame), wouldn’t have minded very much what you call him as long as you pronounced his name right.

The generals who would be kings

To understand the unrest wracking Burma, consider a new town built in the lush hills northeast of Mandalay. It’s near the British-built hill station of Maymyo, where Burma’s old colonial masters went to escape the heat and dust of the plain. Maymyo still boasts red-brick mansions covered in ivy and pleasant gardens with roses, which flourish in the almost alpine climate of the hills.

Leading Change in Latin America

While it may be tempting for companies in developing countries to focus on growth and profits before they even begin to address climate change, our organization is finding that sustainability actually confers competitive advantage. At Masisa, the $886-million forestry and wood manufacturing company in Chile where I oversee social and environmental responsibility, a key part of our strategy is to engage business-to-business customers in our efforts to become greener.

CONVERSATION:  Alyson Slater, Global Reporting Initiative’s director of strategy, on how disclosing emissions benefits companies

Carbon-emissions reporting is a laborious undertaking that publicly exposes potentially serious liabilities and risks facing your business—and it’s voluntary. So why do it? We explored that question with Alyson Slater, the director of strategy at Global Reporting Initiative, an Amsterdam-based organization that has developed the most widely used framework of reporting principles, guidance and standard disclosures on environmental, social and economic performance.

UPS at 1OO

On the occasion of United Parcel Service’s (UPS) 100th birthday, many people have asked me how a company that began as a small US messenger service evolved to become a world leader in transportation and logistics.

Winning: The long road from public sector to private business

Q: I have a master’s degree in Public Administration and have worked in government for 13 years, but I am thinking about making the leap to the private sector. Any advice? Cynthia Whitbred-Spanoulis, Virginia Beach, Virginia                 

A: Forget everything you know.

Crackdown

BANGKOK—Myanmar’s military rulers imposed a nighttime curfew and banned assemblies Tuesday after thousands of Buddhist monks defied their warnings and mounted another day of prodemocracy protests to the cheers of crowds in the streets of Yangon.

Lawfare doctrine

MAJOR General Charles J. Dunlap Jr., the US Air Force’s deputy advocate general, defined lawfare as “the strategy of using or misusing law as a substitute for traditional military means to achieve an operational objective.” 

48 hours in China with Tony Meloto

I am writing this article on a Philippine Airlines (PAL) flight from Beijing to Manila after a two-day whirlwind trip to Shanghai and Beijing with Antonio Meloto, the moving spirit behind the Gawad Kalinga (GK) movement.

Meloto Reflections

Tony Meloto’s moment of truth occurred in 1999, as he was agonizing on whether he had reached a point when he was denying his family precious time as he dedicated increasingly more of his life to Gawad Kalinga (GK).

Innovate faster by melding design and strategy

If they’re to do their job most effectively, designers should be brought into the innovation process at the very earliest stages. Too many companies still make the mistake of keeping business strategy and design activities separate.

CONVERSATION:  Outdoor-apparel start-up Ceo Chris Van Dyke on new ways to feed customers’ passions

Nau, a fledgling US retailer of high-performance outdoor apparel, does everything backward. It designed its web site before building a single store; it encourages customers to buy less; and it markets by not talking about itself.

Best practices Green Bag it

The bayong became relevant once more when SM and Unilever Philippines recently joined hands to introduce to the public a reusable shopping bag as part of their campaign to promote environmentalism in the country.

Winning: Creative employees need creative management

Q: What’s the best approach for leading creative people, and does it really differ from leading everyone else? Joe Burke, Los Angeles                 

A: In a word, yes.

Entrepreneur: The dish on Rai Rai Ken

Rai Rai Ken Ramen House and Sushi Bar has come a long way from its humble beginnings as a small and modest tea house in Makati City. It now boasts of 30 outlets all over the Philippines, and still growing. It takes pride in its tradition of serving authentic Japanese food, especially ramen or Japanese noodles, which is really its specialty.

SOS CHILDREN’S VILLAGES PHILIPPINES

Tommy was just a day old when he was found at the entrance of a town church in Batangas, wrapped in newspapers and placed in a box. His finder could tell he was newly born from the fresh umbilical cord dangling from his tiny body.

Confessions of a Sociopath

The author of the above quotation is either a physician who doesn’t want to be suspected of professional jealousy or a cynic who doesn’t want to be taken to a mental institution.

The grace of being Lean Alejandro

How does one write about a man whom one hardly knew beyond the official and professional? How does one tell his story especially to a generation 20 years removed from the time he walked this earth? How does one even venture to share what and how he thought of a world that changes so much and yet remains ever so the same? 

Block that defense: how to make sure your constructive criticism works

Why do top executives have difficulty receiving and responding to constructive criticism? Because so many high-fliers have received little criticism in their careers. As Chris Argyris, director emeritus of the Monitor Group (Cambridge, Massachusetts) and the James Bryant Conant Professor of Education and Organizational Behavior Emeritus at Harvard Business School, writes in “Teaching Smart People How to Learn,” a 1991 Harvard Business Review article, “Because they have rarely failed, they have never learned how to learn from failure.”

How they did it: charge what your products are worth

In a world with too many choices, aligning a product’s price with its perceived benefits is critical—but many companies seem to miss this simple point. A good question for any company to ask itself is “What would Goldilocks think?” Instead of offering too few benefits—or too many—for a stated price, they must perfectly align benefits and price across the product category and the brand portfolio, finding the combination that is “just right.”

Brain gain

(Last of five parts)

It’s easy for Filipinos to decide to leave the country to seek greener pastures. It’s much harder for these Filipinos, used to working abroad and earning sizeable sums, to come back.

Talent Search

(Fourth of five parts) 

Today’s companies face five critical business challenges: globalization, technology, the quest for profitability through growth, intellectual capital constraints and the exigencies of continuous change. Regardless of their industry, size or location, these challenges require these organizations to continuously build new capabilities—a responsibility which, University of Michigan School of Business professor Dave Ulrich writes, human resources (HR) should embrace for these organizations to last.

Civil Servants No More

(Third of five parts)

Jenny Balatbat left for the United States to teach kindergarten pupils, leaving behind her job as a teacher at the San Gabriel Elementary School in Bulacan.

Employee-Retention Strategies

(Second of five parts)

MANAGING talent has become more essential to the private sector than it used to be. Companies are now beginning to dig up insights into managing talent that should allow them to deal with brain drain in a more organized way. What is bold, they say, is to make lemonades when life gives you lemons.

THE WAR FOR TALENT

(First of five parts)

When the management of Fairchild Semiconductors, a global electronics firm, offered industrial engineer Manuel Villa, 32, a management job in Singapore three years ago, he didn’t hesitate to grab the offer.