• Chair
  Yury Boshyk, Global Executive Learning, France
• Personal and organizational learning in emerging countriesAction: learning is universal – no it is not, it is context specific
  *Nick Binedell, Dean, Gordon Institute of Business Science, Johannesburg, South Africa and member of the Global Forum Steering Committee
• The results of a major survey of leading corporations on key trends in executive development:
  Jim Bolt and *Charles Brassard, Executive Development Associates, USA and Canada
• Multinational companies and their concerns and issues as viewed by one of the world's leading business schools
  *Peter Lorange, President, and Nestle Professor of Strategy, IMD International, Lausanne, Switzerland
• Results of an executive survey at corporate level (CEOs and their direct reports) into leadership trends and their impact on development
  *Diana Sullivan, Senior Vice President Strategy and Development, and *Chris Nettleton, Director, Geneva Operations, Lee Hecht Harrison, Leadership Consulting, San Francisco and Geneva, Switzerland
• Highlights from "Transforming Corporate Leadership: Best Practices in Executive Education", a market study of Global 500 organizations-What are executive education professionals doing to stay ahead?
  *Scott Saslow, ExecSight, Inc., California, USA

• Chair:
  *Fernando Lanzer, Executive Vice President,
  Head of Group Leadership Development and Learning, ABN AMRO Bank, Amsterdam, The Netherlands, and member of the Global Forum Steering Committee
• Alcan:
  *Florette Guildford, Director, Management and Executive Development, Montreal, Canada
• Alcatel
  *Jan Ginneberge, Director, Education and Training, Alcatel University, Paris, France
• ANZ:
  *Sally Eastoe, ANZ, Senior Consultant Organisational Effectiveness, Australia
• BMW
  *Klaus Bodel, Management and Executive Development, Munich, Germany
• DeBeers
  *John Gatherer, Group Manager, Human Resources, Johannesburg, South Africa
• GIBS BDAL Consortium
  *Mike Stonier, Gordon Institute of Business Science, Illovo, South Africa
• International Consortium Program
  *Rob Mullins, Program Director, Boeing Leadership Center, St. Louis, USA
  
• Praxair
  *John Gumpert, Director, Corporate Human Resources, Danbury, USA
• Standard Bank
  *John Thompson, Head, Leadership and Development, Johannesburg, South Africa and member of the Global Forum Steering Committee
• Unilever
  *Andrew Waller, Program Manager, Learning, London, U.K.

Panel Session 3: 
Corporate universities: Are they doing their job?

• Chair: The results of a review of Corporate Universities and their roles
  *Chantal Fleuret and Patricia Levy, Global Executive Learning Network
• ABN AMRO Bank's Academy: In a period of new leadership and strategic changes, the Bank's Academy has played a major role, and so what are the issues yet to tackle
  *Raymond Madden, ABN AMRO, Amsterdam and London
• Omnicom:The largest advertising and public relations firm in the world and the role of its Corporate University
  *Brian Emsell, Associate Dean, Omnicom University, USA
• Corporate Universities in Japan: Trends and issues faced by corporate universities in Japan especially in introducing action learning into their curriculum
  *Mika Honjo, Research Director, Dentsu Communication Institute, Tokyo; *Fumiyo Seimiya, President, Learning Design Center, Tokyo and *Michiru Yoshino, President, YZ Company, Yokahama, Japan
• Corporate Universities and Outside Providers: Issues and Concerns: With corporate universities, what level of engagement should there be with outside suppliers?
  *Udo Dierk, ConEduConsult, formerly Siemens, Munich, Germany

• Chair:
  *Stephen Mercer, SRM Consulting, St. Louis, USA, member of the Global Forum Steering Committee and formerly, General Electric and Boeing
• BASF:Leadership development initiatives from production supervisor to executive
  *Armin Klein, and Juergen Lahr, Personnel and Development Training, BASF, Ludwigshafen, Germany
• Bowne & Company: The Bowne Leadership Forum and the role of action learning in developing top leadership
  *Kathy Chalmers, Vice President, Organizational Development, USA
• Cargill: Strategy Change and Leadership Development: A True Partnership. How the world's largest private corporation underwent a fundamental change in strategy with the support of global leadership development team
  *Rae Lesmeister, Vice President, Global Organization Effectiveness and Leadership and Talent Management/Development, Minnesota, USA and Dave McKie, European head of Organization Effectiveness and Global Leadership Development, London, U.K.
• Cathay Pacific Airways: Having survived our worse crisis because of SARS, how we recovered and improved especially in our people and learning practices
  *Graham Higgins, Manager, Learning and Development Group, Hong Kong, China
• CJ Group, Korea: The CJ Senior Leader Development Program-One of the Pioneers of Action Learning in Korea
  *Mijeong Kim, Senior Specialist HRD, CJ Group
• ING: How can executive learning be best connected to the business and add to the bottom line? The global leadership programs of ING's Leadership Pipeline, and ING's Leadership Expedition will be profiled
  *Patrick Bouts, Senior Program Manager, ING Business School, Amsterdam, The Netherlands
• Johnson & Johnson: When a business driven action learning program fails to deliver immediate results: lessons learned
  *Paul Culleton, Vice President, HR, EMEA, Johnson & Johnson London, U.K., and Yury Boshyk, Global Executive Learning, France
• PanAsia Paper: Distinguishing, managing and nurturing talent in Asia and our correlation with organizational development
  *KA Chang, Senior Vice President, Human Resources, Singapore
• Syngenta: Leveraging executives as learning coaches: The Syngenta learning map story
  *Pete Cuozzo, Vice President , Organization and Management Development, Syngenta, Basel, Switzerland
• TeliaSonera: Creating, sharing and disseminating our Vision 2010 and Shared Values
  *Rune Nyberg, Group Vice President Human Resources, and Lotta Hedberg Ericsson, Director, Corporate Succession, Planning and Management Development, TeliaSonera, Stockholm, Sweden
• Teva: Innovations with needs assessment, and coaching self managed teams while focusing on business results and in the middle of a major acquisition
  *Shlomo Maital, Professor, Gal Goren-Holzberg, Program Director, Technion Institute of Management,Tel Aviv, Israel and Judith Vardi, Teva
• U.K. Government, Ministry of Defence: On the award winning transformation program at DARA
  Steve Hill, former CEO of DARA and a representative from Impact, U.K.

An interactive workshop in ethics, communication and professional growth

• Chair:
  *Nick Binedell, Dean, Gordon Institute of Business Science, Johannesburg, South Africa and member of the Global Forum Steering Committee
• *Stephen Mercer, SRM Consulting, St. Louis, USA, member of the Global Forum Steering Committee and formerly, General Electric and Boeing
• *Scott Eck, Vice President, Executive Development Concepts, USA

• ABN AMRO Bank: Developing leaders with their intact teams in a large (120 participants) multi-team (15 teams) setting using an action learning approach
  *Fernando Lanzer, Executive Vice President, Head of Group Leadership Development and Learning, ABN AMRO Bank, Amsterdam, The Netherlands, and member of the Global Forum Steering Committee
   
• BMW: Several programs and approaches will be discussed: Our three day "Personal Commitment" program for newly appointed executives on personal capabilities and requirements in their new executive role; the STEPP program for seasoned executives and managers with a focus on integrating professional, private and personal issues; and, our framework for executive and management development based on our life-cycle model for professional and personal development
  *Klaus Bodel, Management and Executive Development, BMW, Munich, Germany
   
• Government of the U.K.: Developing and Implementing a Leadership Qualities Framework
  After several reviews by the U.K. Cabinet Office and the US National Audit Office this framework is considered one of the best competency frameworks available: www.nhsleadershipqualities.nhs.uk
  *Catherine Guelbert, Department of Health, and the Revans Institute, U.K.
   
• Novo: Top Management: Learning from Yesterday-preparing for the future
  Novo is the holding company for the Novo Corporation which consists of NovoNordisk and Novozymes among others. Ms Hass manages a systematic organizational audit of the Novo Group of companies, evaluating and documenting how their organization is developing and assessing the need for further development. The audit also assesses whether key positions are taken by highly qualified and motivated people, as well as the extent to which new candidates for key positions are being developed
  *Lone Hass, Senior Vice President, Facilitation & Development, Novo A/S, Copenhagen, Denmark
   
• Can Boards of Directors Learn to Improve?-Board Evaluations in Practice
  Approaches to help Boards of Directors and Top management refine and further develop their governance processes, as well as their own competencies
  *Geert Egger, Managing Director, People, Copenhagen, Denmark
   
• Siemens: A leading company in the use of action learning with a business focus looks back on achievements and challenges
  *Alf Keogh, director Siemens Executive and Leadership global programs, Siemens

• BMW:
  From Couching to Coaching: a framework for coaching interventions in a large organization with reference to a variety of coaching approaches
  *Klaus Bodel, Management and Executive Development, BMW, Munich, Germany
   
• The need for a "learning coach" and how to enhance the contributions of the action learning coach
  Michael Marquardt, Professor, George Washington University, Washington, D.C., and Executive Director of the Global Institute for Action Learning, Management Concepts, Inc., USA
   
• Stressing the personal responsibilities of the coached: How individual and team coaching are integrated to support the delivery of recommendations to executive sponsors as part of a business driven action learning process
  *Ake Reinholdsson, Global Executive Learning Network
   
• Canadian Centre for Management Development:
  Peer coaching circles: the thread that guides continuous learning in management and executive development programs. This session will explore how the integration of peer coaching circles to a range of leadership development programs is accelerating personal development, organizational change and the emergence of effective communities of practice
  *Fiona Stott, CCMD and *Charles Brassard, Impact Coaching, Ottawa, Canada
• Johnson & Johnson:
  Transition Coaching: Accelerating Leadership Success. The actions newly appointed leaders take during the first few months can have a significant impact on their success. This session presents a integrated and systematic transition coaching process that demonstrated significant return on investment for Johnson & Johnson
  *Ronald Bossert, Senior Vice President Transition Leadership Services, and formerly Johnson & Johnson, *Ann Orton, Executive Coach, Coaching Services, Applied Research Corporation, U.K. and USA

• BASF: A toolkit approach to supporting teams
  *Armin Klein and Rene Stautmeister, Personnel and Development Training, BASF, Ludwigshafen, Germany
   
• Boeing:
  The Boeing Leadership Center's approach to using "imbedded learning assignments" to leverage the learning
  *Rob Mullins, Program Director, Boeing Leadership Center, St. Louis, USA
• Corus:
  Action learning to secure achievements from a successful lean transformation process in a tinplate mill
  *Wim van der Meer, Director of Business Development and Karsten Pronk Works Manager, Corus Packaging Plus, The Netherlands, Brian Swain, Rubicon Associates and Otmar Donnenberg, Action Learning Consultants
   
• Building an Action Learning Toolkit for Business:
  Tools to help action learning groups and coaches with a consistent, yet flexible, toolkit of choice
  *Geert Egger, Managing Director, People, Copenhagen, Denmark

• *Paul Lewis, Group Senior Vice President, Head of Human Resources Operations, ABB Asea Brown Boveri Ltd, Zurich, Switzerland

• The Alcan and Pechiney Integration Experience:
  *Pierre Arsenault, Vice President and head of the integration team, *Michel Carnec, Director, Talent Management and Executive Staffing, and *Florette Guildford, Director, Management and Executive Development, Alcan, Montreal, Canada
• M&A: Lessons Learned from the Front Line
  *Wolfgang Braun, President, Meta Mergers and Acquisitions, Stuttgart, Germany
• DHL and the Deutsche Post World Net Experience:
  Retaining and developing leaders during the turbulence of merging companies is about building common process and personal commitment to the new entity
  *Barbara Elsberg, Global Director, Human Resources Development, DHL Worldwide Network, San Francisco, USA and Brussels, Belgium
• General Electric:
  The role of management education in the integration of newly acquired companies
  *Nina Dankfort-Nevel, Corporate Learning Services, General Electric, Europe
• Hewlett Packard and and the Compaq Experience:
  The lessons learned and the learning culture developed from the integration of Compaq and HP
  *Christian Verstraete, Vice President, Manufacturing Industry Practice, Hewlett Packard, Brussels, Belgium