BUSINESS-TO-BUSINESS LEARNING NETWORKS AND CONSORTIUMS
(Plenary)

• Chairperson:
  Nina Dankfort-Nevel, Chief Learning Officer, General Electric Asia, China
• Global Consortium Program
  *Florette Guildford, Alcan, Canada
  Global Consortium Program with Alcan, Honeywell, First National Bank, PanAsia Paper. A multi-regional senior executive B2B leadership and business development initiative.
• The Talent Planet Initiative
  *Graham Higgins, Manager Learning & Development, Cathay Pacific, Hong Kong and *Nicole Cunningham-Snell, Regional Service Leader, Leadership Development, Shell, U.K.
  Cathay Pacific, Dell, Johnson & Johnson, Prudential and Shell have self organized a leadership discovery program. An open book discussion on how to combine world class speakers, real business to business learning and executive development
• Networking within the Wallenberg Sphere—Lessons Learned
  *Martin Lindstrom, Novare, Sweden
  The Wallenberg family in Sweden, through its company Investor, is a major owner of such companies as ABB, Astra Zeneca, Electrolux, Ericsson, SEB, and others. Novare is the human resources and leadership development arm of Investor.

EXECUTIVE DEVELOPMENT: UPDATES FROM THE LAST GLOBAL FORUM
(Plenary)

• Chairperson:
  Alf Keogh, Siemens
• ABB
  *Paul Lewis, Group Senior Vice President - HR Operations, ABB, Switzerland
  The ABB Recovery - An update on how Leadership Development is crucial to our ongoing success
• ING
  *Ruud Polet, Head of the ING Business School, The Netherlands
  Translating ING’s Executive Board’s agenda to ING’s Business Unit needs
• JOHNSON & JOHNSON
  *Thiet Nguyen, Director, Executive Education, Johnson & Johnson, USA
  Executive Development in the service of a transformational growth strategy
• SIEMENS
  *Alf Keogh, Director, Siemens Learning Center and *Konrad Fassnacht (by internet link), Fassnacht Corporate Consulting, Innovative Learning & Distance Collaboration (formerly Siemens), Germany
  Virtual management for distributed action learning teams.
• STRATEGIC LABS AND BUSINESS DRIVEN ACTION LEARNING AT THE TOP
  *Pierre Guillon, Allied Domecq, Spain and *Anthony Baird, Director, Heuris Partners, Australia
  BHPBilliton hosted the 2001 GlobaL Forum in Melbourne and there presented the use of their StratLab approach to strategic thinking and planning. Both speakers presented at that time.

NEW COMPANY INITIATIVES
(2 plenary and workshop sessions)

• Chairpersons:
  Nick Binedell, Gordon Institute of Business Science, and Pierre Guillon, Allied Domecq
• The Walt Disney Company
  *Jane Horan, Director, Organizational Development, The Walt Disney Company Asia Pacific
  Integrated Leadership Development; an action learning program aligning business innovation with leadership development
• First National Bank
  *Bennie Anderson, CLO, FNB, South Africa
  The need for FNB to drive ownership as a core attribute, at all levels of the company, gave rise to the development of a leadership framework which  includes an understanding of diversity, resilience, dealing with change, caring and growing people, and attending to the wellness of self.
• Government of Ireland
  *Paul Bates, Assistant Secretary, Department of Arts, Sport and Tourism, Government of Ireland and Mary O'Rafferty, Irish Insitute of Public Administration
  Using Business Driven Action Learning in the Public Sector
• Intel
  *Brad Benson, Leadership and Management Development, U.S.A.
  This is session will look at the role of business driven action learning in succession planning and transition at Intel Corporation
• ITT Industries: Developing leaders for the future: value based leadership development
  *Paul Kirkbride, Professor and Director Value Based Leadership, and Development & Chief Learning Officer , ITT Industries, USA
  In the increasing ‘war for talent’ it becomes imperative that organizations develop the capacity to identify, attract, retain and develop top level leaders for the organization. Given the scarcity of external talent and the increasing salary spirals it is important to do this internally as much as possible making the best use of the organization’s innate internal talent base. In this presentation Professor Kirkbride will outline how he has helped ITT to implement a completely new talent identification and leadership development process, highlighting the key issues and questions to consider.
• Nedbank
  *Sharmla Chetty, Head, Leadership Development, Nedbank and Colin Rowley, Program Director, Gordon Institute of Business Science, South Africa
  Building organisational ‘stretch’ into young talent development programmes: The Nedbank-GIBS partnership. Issues to be discussed include: * Building a community of Learner Leaders in challenging times; The value of Tutorship in building scarce leadership capabilities; Encouraging vigorous organisational critique through peer review; Trial by Fire: refining top talent in the crucible of action learning; Playing off our strengths: leveraging the Business School – Client relationship
• Nestlé
  *Bernd Moehle, Corporate Management Development & Sourcing, Switzerland
  'Nestlé on the Move' from Hierarchy to Inspiring Leadership
• SASOL
  *Sakkie Jacobs, Global Human Resources Manager, SASOL, Germany
  Talent management in SASOL: people implications of rapid growth; resource planning and staffing; performance management, including appointment and promotion practices; and career development.
• UBS
  *Michael Sweeney, Managing Director, UBS Leadership Institute, Switzerland
  Leading companies now fully integrate their leadership development and their business development. This session describes the business-oriented approach to development of the UBS Leadership Institute whose job it is to ensure company-wide integration of business effort around a common culture, aligned with strategy, by involving senior executives directly in sponsoring and running leadership development .

CULTURE AND VALUES, EXECUTIVE EDUCATION AND PERFORMANCE IMPROVEMENT

• Chairperson:
  Fernando Lanzer, ABN AMRO Bank
• Global Leadership: From Values to Business Performance Improvement
  *K.A. Chang, Senior Vice President, Pan Asia Paper, Singapore and *Maarten Nijhoff Asser, THT Consulting, USA
  We will explore some practical ways of using the learning environment to address business problems and dilemmas differently. In particular, real case examples will be used to highlight -1. how a new way of thinking can be simply and convincingly introduced; 2. how that thinking can be applied across real business issues; 3. how this can help to drive culture change and improved business performance
• Cross Cultural Challenges: A Culture Model for Business Driven Action Learning Initiatives
  *Klaus Bodel, Management Development, BMW Group, Germany and *Karine Remolu-Neumayer, Managing Director, TOP Consulting, Germany-France
  Knowledge and learning about cross-cultural management are crucial success factors in a global organization. This session describes the use of a culture model with seven strategic dimensions as a reference concept and a framework for leadership and management development.

INQUIRING LEADERSHIP: AN INTERACTIVE WORKSHOP
*Greg Holden, Vice President, Human Resources, Lockheed Martin and *Marilee G. Adams, Center for Inquiring Leadership, USA

• Chairperson and Discussant:
  Yury Boshyk, Global Executive Learning
• Action Learning and Business Schools: Ashridge
  
  *Martin Lockett, Director of Business Development, Ashridge Business School, U.K.
• Classical Action Learning “Sets”: It’s time to change the Set Meeting Format and here’s how.
  *Ian Hall, Glentruim Change Agents, U.K.
  Although executives take part in and gain real benefit from AL, when they meet together as senior teams or boards, the format is almost always the traditional meeting with participants presenting their part and the co-ordination coming from a chairperson. Why do we invariably go for the same process? There is one simple test for the effectiveness of meetings. It is the “Energy” Test – Do participants come out of the meeting with more or less energy than they went in with?We will explore innovative approaches including World Café & Negative Brainstorming and share experiences of their use with Senior Leaders.
• The "Outside-In" Interviews and Dialogues: How to get more from executive conversations and meetings
  *Chantal Fleuret, Global Executive Learning Network, France and *Glynnis Rennger, Immersion Lab, Canada

Feedback, Summary,
Announcement of the next Global Forum host and venue
and Formal Closure

Return to Hotel