13:45 | Meet in the Hotel Lobby for an unusual and inspiring tour of Paris with professional guides. 

Welcome Reception - Figaro (Ground Floor)

Get together, relaxed atmosphere and refreshments

Breakfast available from 06:30

Plenary

GLOBAL TRENDS AND ISSUES (Part 1)

Plenary

1. Global Trends and Issues: An Overview
*Yury Boshyk, CEO, Global Executive Learning, and Chair & Founder, the Global Forum, formerly Professor of Strategy and Geopolitics, IMD, and the Theseus Institute (Canada)

2. Singapore: The Next Transformation
*Su Ching Teng, Director, Centre for Continuing and Professional Education, Singapore University of Social Sciences (Singapore)
About 60 years ago, Singapore, only 225 sq miles in size, was nothing but swampland. Its transformation is almost miraculous. Today it is one of the most prosperous countries in the world, with a GDP of USD57,000, with an adult literacy rate of 97%, two of its 6 public universities are ranked among the top100 universities in the world. Today’s challenges are globalization, ageing, digitalization, and they come fast and furious. What will the next transformation be like for the city-state, often dubbed Singapore Inc.?

3. France and Europe in Transformation: New Directions and Transformational  Leadership
*Carole Gandon, National Spokesperson, “La Republique En Marche” (LaREM) (President Emmanuel Macron’s party)

4. The European Union Agenda: Today and Tomorrow
*Karel Lannoo, CEO, Centre for European Policy Studies (CEPS) (Belgium)
CEPS was awarded recently as the “best think tank in Europe”

5. Geoeconomics and Technology: Competing with Modern Monopolies
*Nick L. Johnson, Principal, Applico, and co-author of Modern Monopolies: What It Takes to Dominate the 21st Century Economy (USA)

Coffee | Tea | Snacks | Foyer of the Meeting Room (Le Monde, -1 Floor)

GLOBAL TRANSFORMATIONAL TRENDS AND ISSUES (Part 2)

Plenary

1. How Companies Navigate New Geopolitical and Socio-Economic Realities
*Penny Naas, Vice President and Managing Director for International Public Affairs, UPS (USA)

2. Industries and Companies in Transformation: The European Energy Industry and Sweden's Vattenfall--Key Success Factors
*Martin Reinholdsson, CEO, NorthConnect KS/AS, previously head of BU wind Generation and several PMO change initiatives in Vattenfall (Sweden)
"The energy industry in Europe has gone through an unprecedented change in the last two decades. For a successful company the above has required many different skills and disciplines ranging from understanding and dealing with national and European politics to the introduction of innovative solutions to make small scale solutions efficient on a large scale. Driving change, innovation and fundamental shifts in values and beliefs have put big challenges on management and the leadership. Vattenfall is today a healthy company 110 years of age with a clear fossil free agenda. It is 40% smaller in terms of revenue but probably more resilient to changes and more innovative than ever before."

3. Leadership 4.0 for the 4th Industrial Revolution
*Paolo Gallo, Adjunct Professor, Ashridge Executive Education, Hult International Business School, author of The Compass and the Radar: The Art of Building a Rewarding Career While Remaining True to Yourself; formerly with the World Bank, and the World Economic Forum (Switzerland)
"The Fourth Industrial Revolution is racing forward at exponential speed, forcing societies to re-think and re-define Globalization 4.0, spurring organizations to re-design their business models and digital transformation strategies. Surprisingly, an essential component is getting very little attention: Leadership. But the question is, what kind of Leadership is needed, not only to understand but also to shape the challenges presented by the Fourth Industrial Revolution. Clearly, the current Leadership Model does not work in companies, communities or society as a whole. We need a brand new model of leadership, today more than ever. I call it L.4.0. Leadership is about having a Radar - the capacity to understand the big picture/the megatrend in the planet - and a Compass, your Ethical Values - to shape and drive organizations and societies during these disruptive times in the 4th Industrial Revolution coupled with the capacity to collaborate to solve - together - the complexities of VUCA world."

 4. Employee Engagement Worldwide: Why Is It So Low and What Can Be Done About It?
*Bernard Coulaty, International HR Leader, Consultant & Trainer, Author of New Deal of Employee Engagement: A Sustainable Body-and-Mind Management Model (most recently in French as Engagement 4.0: Pour une experience durable au travail, avec et par les collaborateurs) (France)
“The quest for a full and sustainable employee engagement often leads to pain and disappointment in the current volatile world. As the competition for top talent intensifies, organizations must look at creating positive experiences for their people through and beyond the candidate journey.Human capital processes support business needs and performance. However, the main differentiator of organizational performance remains employee engagement. Building an engaging organization with a strong employer brand, a great employee experience and a sustainable performance mindset for individuals and teams is a key factor of success. With a blend of strategic frameworks and practical tools, this is a journey through personal experience and research, designing a “Sustainable Body-and-Mind Engagement” Model (SBME) deep diving into the mechanisms and dimensions of the “Self”, illustrated through eight concrete employee profiles covering the full scope of disengagement, engagement and over-engagement. This innovative and holistic model leads to a strategic engagement framework (MOST), whereby “engaging” Managers and Organizations develop and sustain “engaged” Selves and Teams over time.” [Link] [Link]

REGIONAL & COUNTRY TRENDS AND ISSUES (Part 1)

Galleria Walk: participants take part in all 3 rounds for approximately 40 minutes per topic

EUROPE & AFRICA (parallel session in separate room)
2 rooms - 'Le Monde' + 'Herald Tribune 02', 2 parallel Galleria Walk sessions

1. Africa:
*Guillaume Niarfeix, Managing Partner, Loyd Consulting Group and Managing Director, Nordic Degrees formerly TOTAL (Nigeria and France)
*Christine Williams, Founder and Managing Director of 2Connect ; formerly, Human Capital Institute Africa, and Director & Global Head, People Strategies and Metrics, Standard Bank (South Africa)

2. Western Europe:  (parallel session in separate room)
*Gunnar George, Compassion Consulting, formerly Ericsson (Sweden)
*Karel Lannoo, CEO, Centre for European Policy Studies (Belgium)
*Craig Marsh, Pro-Vice-Chancellor and Director, Lincoln International Business School, University of Lincoln (U.K.)
*Filippo Martino, Senior Advisor to Italian companies (Italy)

3. Central and Eastern Europe:  (parallel session in separate room)
*Danica Purg, Dean and President, IEDC-Bled School of Management (Slovenia)
Also, President of CEEMAN, the International Association for Management Development in Dynamic Societies, which brings together 210 management development institutions from 54 countries; and leads the European Leadership Centre (ELC). [Link]
*Pavlo Smoliy, Senior Manager, Finance Transformation Consulting, KPMG (U.K.)

Coffee | Tea | Snacks | Foyer of the Meeting Room (Le Monde, -1 Floor)

REGIONAL & COUNTRY TRENDS AND ISSUES (part 2)
ASIA, INDIA, NORTH AND SOUTH AMERICA

Galleria Walk: participants take part in all 3 rounds for approximately 40 minutes per topic 

in 3 rooms 'Le Monde' + 'Herald Tribune 01 + 02', 3 parallel sessions

1. CHINA, VIETNAM AND INDIA:
*Sophie de La Noue, CIME (The Circle for Innovation in Management and Expertise) (France)
CIME is a network of companies headquartered in France, focusing on Innovation, Research & Development and Human Resources.
*Michellana Jester, Lecturer, Global Economics and Management, MIT Sloan School of Management (USA)
*Jessica Lu, Learning Facilitator, formerly with Towers Watson (Vietnam)
*Mohan Lal P Menon, formerly with DuPont, Dell, APC; Co-founder, Cloudsek; Director, Cap Aleph, India's first agri focused VC fund; and Director, Family Board, Eastern group of companies  (India)

2. SOUTH AMERICA: (parallel session in separate room)
*Fernando Lanzer, Managing Partner, LCO Partners, formerly ABN Amro Bank (The Netherlands and Brazil)
*Jorge Tejeda, CEO and Founder, Be Leaders (Mexico)

3. NORTH AMERICA: (parallel session in separate room)
*George Consolver, Independent Management Consultant, Advisory Board Member, EDA, and formerly, head of Strategy, Texas Instruments (USA)
*Alasdair Philip, Managing Partner, Loyd Consulting Group, formerly DPDHL (USA)

POLPO Restaurant - [Link]
SAS Rives Nord 47, quai Charles Pasqua 92300 Levallois-Perret Seine
Walking distance about 1,6 km approximately 20 min. / Hotel’s Taxi-Shuttle-Service

Breakfast available from 06:30

GLOBAL TRENDS AND ISSUES (Part 3)

Plenary

1. Climate Change and Our Earth’s Future: What Are Companies Doing About It?
*Mechthilde Worsdorfer, Director, Sustainability, Technology and Outlooks, International Energy Agency (France) [Link]

2. Disconnections in a Highly Connected World: Getting Past Organizational and Societal “Bubbles” and Perceptions of the World
*Alasdair Philip, Managing Partner, Loyd Consulting Group, formerly DPDHL (USA)
*Sabrina Sallouh, Managing Partner, Risk Focus (France)

3. An Opportunity for Business “As a Force for Good"—Engaging with the  “Base of the Pyramid” and Other Social Sectors
*Marine Buisson, BoP Innovation Center, Marketing and Distribution Expert with a focus on projects aiming to empower women, formerly with the Clinton Foundation (The Netherlands)
*Valerie Mazon, Business Development Director Nutrition, Danone Communities (France)
“Today’s global economy is not working for everyone and income inequality is growing. A more inclusive economy is possible, and business can lead it, building an economy that provides good jobs, offers access to affordable products and services. This is the reason of being of Danone Communities an impact investment fund created 10 years ago following the meeting between Franck Riboud (ex CEO Danone) and Prof Yunus (Nobel peace prize 2006). Danone Communities is supporting social businesses which improve access to safe drinking water or access to nutritious food, to people at the bottom of the pyramid. Today social businesses we are supporting are reaching every day more than 3M people. Danone Communities has taken on the challenge to demonstrate that there is a different way to do business, more inclusive , with impact and financially sustainable.” [Link] [Link]

4. Building Bridges Between the Corporate and Social Good Sectors: Insights from Capacity Canada
*Hugh Munro, Designer, Capacity Canada, and former Professor of Marketing and MBA Director, Wilfred Laurier University (Canada)
"This discussion will illustrate how Capacity Canada ‘s (www.capacitycanada.ca) is bringing together the ideas, people, and resources to fuel social innovation. In particular, a number of its innovative programs involve building bridges between the corporate and social good sectors to enhance leadership skills, innovation, governance and capacity in both parties."

Coffee | Tea | Snacks | Foyer of the Meeting Room (Le Monde, -1 Floor)

COMPANY AND ORGANIZATION EXPERIENCES WITH TRANSFORMATION, CHANGE AND LEADERSHIP DEVELOPMENT (Part 1)

Plenary

The Myth of Talent Development
*Kenneth Rhee, Professor and Dean, School of Business and Leadership, Nazareth College (USA)
"A main competitive advantage an organization has in the knowledge economy is its human capital.  As artificial intelligence takes over the more mechanistic and routine type of work, that will make knowledge workers even more indispensable. Effective talent development in many organizations will become more critical in the future.  Unfortunately, many common practices in organizations detract from accomplishing exactly what they are hoping for in talent development and employee retention.  The presentation will explore how organizations can avoid falling into such traps."  

Discussants:
*Tanja Levine, VP Ashridge Executive Education and Adjunct Professor, Hult International Business School (U.K. and Switzerland)
*Danica Purg, Dean and President, IEDC-Bled School of Management , and President of CEEMAN, the International Association for Management Development in Dynamic Societies (Slovenia)

COMPANY AND ORGANIZATION EXPERIENCES WITH TRANSFORMATION, CHANGE AND LEADERSHIP DEVELOPMENT (Part 2)

Galleria Walk: participants take part in all 5 rounds for approximately 25 minutes per topic

1. AMAZON
*Benita Bi, Leadership Development Principal, Amazon and formerly with Lenovo, China (USA)
"Transplanting and Blooming on a Different Planet: My experience of working at Lenovo (China) and Amazon (USA)."

2. COWI
*Claus Kristoffersen, Global Talent Development, People and Communication, COWI (Denmark)
*Jakob Hansen, Double You Partners (Denmark)
"How we are trying to enable a dedicated talent development environment throughout the organization based on a concrete program for high potentials. We are sort of betwixt and between and want to move forward where we want to focus on experience-based talent management. We are trying to make a leap into the future on talent and leadership development, but that is not easy in an engineering company that is a consultancy, and culturally old and conservative." [Link]

3. "LEADERSHIP DEVELOPMENT THAT WORKS"
*Thierry Bonetto, Founder and Senior Advisor, Learning Futures, formerly Director of Learning and Development, Global Head of the Danone Academy (France)
"A few years ago, we launched in Danone the first leadership model & leadership program, with the triple goal to create a distinctive leadership culture, generate breakthrough business results, and develop as leaders all Danone managers – and in our dreams, all employees. Over 6 years, we embarked up to 76 000 Danone employees, and made a difference both on culture & on business. Drawing the lessons of this experience about what made it so impactful, I realized that they resonated with other powerful leadership development journeys, as well as research about “why leadership development fail” . Those are the lessons I will be happy to share & discuss during the Gallery Walk." [Link]

4. ELI LILLY AND COMPANY
*Stefan Bauer, Transformation and Capabilities Leader Germany, Austria, Switzerland (Germany)
"Eli Lilly and Company's "Germany Hub", including Germany, Austria, and Switzerland, has been led through a profound cultural transformation since 2014--from a more traditional, hierarchical organization, to an increasingly new work, agile organization. The vision is to be a very human, sustainable organization, fostering the health of society in these three countries. People are creating self-organized teams, based on their topics of interest--anyone can join voluntarily. Employee engagement is outstanding, also generating very strong business results. And from a sustainability perspective, Lilly will be the first pharma company in Germany, that has a Common Goods balance, scheduled for 2019. As for the deeper context for our transformation see below."
Frederic Laloux - "re-inventing organizations". This is the philosophical backbone behind our transformation: moving the organization from "orange" (traditional) to "teal" (New Work) [Link]
Marc Stoffel, CEO Haufe Umantis, TEDx Zuerich talk. Here employees vote for their leaders every year. Haufe Umantis is highly successful. [Link]
On sustainability for organizations in the 21st century: The "Common Good Balance Sheet" - derived from the UN Sustainable Development Goals. [Link]

5. FINNAIR
*Anna Ruotsalainen, Vice President, People & Culture, Commercial and Finance, Finnair (Finland)
Lessons learned and business impact from Finnair's transformation initiatives and its "Transformers" leadership development program.

LESSONS LEARNED FROM TRANSFORMATIONAL LEARNING EXPEDITIONS (T-LEXs) AND PROGRAMS: COMPANY PROGRAM DIRECTOR, PARTICIPANT, ORGANIZER AND FACILITATOR PERSPECTIVES

Plenary

Moderator: 
*Chantal Fleuret, Senior Partner, Global Executive Learning (GEL)  (France)

T-LEX Company Program Director Perspectives:
*Sharon Marshall, Succession Management, and Program Director, The Senior Leadership Development Program, UPS (USA)
*Alexandre Miserandino, Director, Global Go to Market Strategy and Distribution Networks; co-organizer and and participant in Nutricia’s Learning Expedition (The Netherlands)

T-LEX Participant Perspectives:
*Alexandre Miserandino, Nutricia Danone (The Netherlands)
*Penny Naas, Vice President and Managing Director for International Public Affairs, UPS and participants in UPS' Senior Leadership Development Program (USA)
*Hanne Nystedt, Manager, Quality and Performance, Ground Customer Experience; participant from Finnair’s Transformers Program (Finland)

Local T-LEX Organizer Perspective (Japan):
*Mika Honjo, Lecturer on the Lifestyles of Contemporary Japanese People, Faculty of Letters, Keio University (Japan)

T-LEX Facilitator Perspectives:
*Chantal Fleuret, *Karl-Georg Degenhardt, Senior Partner, and *Michellana Jester, Associate, Global Executive Learning (GEL) (France, Germany, USA)

Coffee | Tea | Snacks | Foyer of the Meeting Room (Le Monde, -1 Floor)

Parallel session with SESSION 10

Galleria Walk: participants take part in all 4 rounds for approximately 30 minutes per topic - (Meeting Room 'Le Monde')

COMPANY AND ORGANIZATION EXPERIENCES WITH TRANSFORMATION, CHANGE AND LEADERSHIP DEVELOPMENT (Part 3)

1. ENGIE
*Nicolas Rolland, General Manager, Engie Corporate HQ (France)
"Engie, a French energy corporation, is the fifth largest energy provider globally with its $47.48 billion market cap. The company provides natural gas and electricity to 23 million customers across 70 countries. In response to global climate change risks, Engie is working to reduce its carbon emissions 20% and increase its use of renewable power 25% by 2020." [Link]

2. EXPERIENCES OF CHANGE AND TRANSFORMATION IN SOUTH AFRICA
*Christine Williams, Founder and Managing Director of 2Connect ; formerly, Human Capital Institute Africa, and Director & Global Head, People Strategies and Metrics, Standard Bank (South Africa)
"South Africa is Africa's leading economic and political entity. But much has been made of it also being "the most unequal society in the world". There is however, much that is being done to change and transform its society and leadership both in the public and private sectors. The need for economic and cultural transformation, accelerated learning & relevant leadership development in a fast changing context with a complex history poses interesting challenges for leaders, organizations and the country as a whole. What can be done by leaders and organizations to create new opportunities and a better future for South Africa?  I shall start the discussion with a quick overview of the transformation and change we have been through as a country, as organizations and as people. So what did we and I learn in the last 50 years? What challenges do we face as South African leaders and organizations? "

3. KPMG
*Pavlo Smoliy, Senior Manager, Finance Transformation Consulting, KPMG (U.K.)
Accelerating Transformation Through Regulatory Change
"In this highly regulated and constantly changing environment, the leaders of tomorrow will be those that view disruption as an opportunity – those that see regulatory change as a catalyst for transformation, rather than an obstruction. Based on our experience, we will discuss how best to structure a transformation, provide a point of view on how to create an optimal team for a transformation, and share insights on how leading organizations are driving continuous transformation through regulatory change."

4. UPS
*Paul Nieminen, Senior Director Culture and Change, and member of the Transformation initiative, UPS (USA)
"Transforming Organizational Culture to Support Strategic Transformation: “Culture eats strategy for lunch” is a common management mantra. During times of transformation, organizations espouse the need to develop a supportive organizational culture, however few invest in the comprehensive rigor that results in culture change, often relying on standard and often ineffective change management models. This presentation will describe the effort that one $70B Global organization used towards evolving its 100+ year old culture to support innovation and transformation. The presenter will introduce the applied research methodology, example cultural roadmap, implementation framework, and examples of the custom tools used in this effort. As part of a comprehensive socio-technical systems approach to culture change, Business Driven Action Learning (BDAL) proved to be a significant intervention to identify and change key underlying assumptions in the culture." 

Parallel session with SESSION 9

Galleria Walk: participants take part in all 5 rounds for approximately 25 minutes per topic - (Meeting Room --'Herald Tribune 01 + 02')

COMPANY AND ORGANIZATION EXPERIENCES WITH TRANSFORMATION, CHANGE AND LEADERSHIP DEVELOPMENT (Part 4)

1. Deutsche Post DHL 
*Michael Hagemann, Vice President, Change Management, Deutsche Post DHL. and author of Change Management für Praktiker: Mindset-Infrastructure-Capability (Change Management for Practitioners)  (Germany)

The inventor of the methodology: Mindset-Infrastructure-Capability discusses his experiences with change management.

2. RWE
*Marieke Donkervoort, Founder of Donkervoort Transitional Leadership, formerly with Enexis Groep, CGI and Avanade (The Netherlands)
Leadership Transition at RWE (Energy Corporation). The challenges of slowing down (as the leader) to move faster (as a group/team).

3. SECO TOOLS
*Anders Ericsson, VP Strategy and Innovation, and VP Seco Consultancy Services (Sweden) and
*Jim Myrick, Digital Transformation Strategist, Founder and Partner at Serious Fun, an open innovation consultancy based in Sweden; Resident at Autodesk Pier 9; Entrepreneur in Residence at Flex and RocketSpace (USA and Sweden)
The company's transformation from products to services and much more.

4. VOSSLOH COGIFER
*Nicolas Helary, CFO, Vossloh Cogifer, formerly with Siemens (Germany)
*Pierre-Henri Bougeant, Head, Transformation Office (France)
Sharing an Update on Our Transformation Journey: Successes and Dilemmas [Link]

5. THE CRITICAL IMPORTANCE OF DEVELOPING A SHARED OPERATING AND ETHICS PHILOSOPHY FOR LEADERSHIP TEAMS
*George Consolver, Independent Management Consultant, Advisory Board Member, EDA, and formerly, head of Strategy, Texas Instruments (USA)

Plenary (with refreshments)

Global Forum/Robert L. Dilworth Award Ceremony for Outstanding Contributions

Private Dinner Cruise on the Seine river, a bus will be organized from Crowne Plaza to the boat.

The pier: Port Debilly (Avenue de New York) - The boat: BRETAGNE [Link]

Breakfast available from 06:30

LEARNING FROM INNOVATION: APPROACHES, PROCESSES AND PRACTICES 

Galleria Walk: participants take part in all 4 rounds for approximately 25 minutes per topic- (Meeting Room 'Le Monde' + 'Herald Tribune 02')

1. Lessons Learned from Introducing a New Method for Innovation and Creativity
*Drew Boyd, Professor, University of Cincinnati, co-author of Thinking Inside the Box, and author, So You Want to be a Professor? (USA)

2. Why and How We Need to Learn Fast from the Chinese Innovation Model
*Sophie de La Noue, CIME (The Circle for Innovation in Management and Expertise) (France)
First-hand experiences from Learning Expeditions and work in China.

3. How to Instill an Innovation Culture Throughout the Entire Company
*Ingeborg Diebold-Molster, Molster International, formerly Head of Personnel & Academy at Medneo, and Talent and Organization Development Manager, region Multisales Europe, Mars (Germany)

4. Disruption in Large Companies: Beyond Innovation Theatre—Trust Your Own People
*Michael Diebold, Founder and Managing Director, Meisterwerk Ventures, formerly Managing Director, Biolab Technology AG (Biotronik) (Germany)

Coffee | Tea | Snacks | Foyer of the Meeting Room (Le Monde, -1 Floor)

RETHINKING AND REDEFINING LEARNING: SCIENCE, TECHNOLOGY AND LEADERSHIP

Galleria Walk: participants take part in all 5 rounds for approximately 25 minutes per topic - (Meeting room --'Le Monde' + 'Herald Tribune 02')

1. Insights from the Science of Thinking: Trends in Learning Impacting How Companies Advance the Development of Their Employees
*Michellana Jester, Lecturer, Global Economics and Management, MIT Sloan School of Management (USA)
"This discussion will share insights from the science of thinking and how trends in learning may impact how businesses advance their employees' development."

2. The Critical Need for Inspiring Visions and Visionary Leadership—Visions that fire up people and drive development
*Gunnar Georg, Compassion Consulting, formerly with Ericsson (Sweden)
"We need more inspiring visions and visionary leadership in the world right now. Visions that bring direction, hope and energy. This session is a sharing of 20 years of experiences on what makes a vision powerful and also on common pitfalls. You are invited to share your experiences and questions."

3. Redefining Leadership: A Discussion of Humanism in Management, and the "Human Performance for Life" Approach
*Rasmus Moeller and *Jakob Hansen, Partners, Double You Partners (Denmark)
"Recent research in the field of human performance claims that managers must take a “human-to-human” perspective and use this leadership style in order to be successful. Yet the most influential paradigm for human performance still seems to be driven, and even deepened, by its integration with advanced technology such as Artificial Intelligence (AI). But the executive leadership team is in this way further distanced from the “machine” they operate and the people they lead. But in visualizing and creating a leadership development framework for the future, what must we learn from this paradox in order to be of real service to future leaders? This we would like to explore with you in this session."

4. Lessons Learned and Issues in Designing an Artificial Intelligence (AI) Business and Leadership Program
*Kenneth Rhee, Professor and Dean, School of Business and Leadership, Nazareth College (USA)
"As artificial intelligence gains more traction in many different organizations, higher educational institutions are jumping into the bandwagon by offering programs in artificial intelligence.  Most of these programs are technical programs (coding, machine learning, and algorithms) embroidered with topics on ethics and humanities.  My school is embarking on a program in artificial intelligence that takes a different approach to amalgamate technical AI, business, and leadership.  The tripartite approach will produce a synergistic educational experience for students that will help them to effectively integrate AI with business processes and practice enlightened leadership that will help organizations to optimize human-machine interactions."  

5. Integrating New Technologies and Ways of Learning
*Guiseppe Auricchio, Executive Director, Learning Innovation @IESEOnline, IESE Business School, University of Navarra (Spain)

Parallel  session with SESSION 15
Plenary Panel (Meeting Room - 'Le Monde')

INTERNATIONAL STARTUP AND SCALEUP COMMUNITIES AND COMPANIES: COLLABORATION AND MUTUAL LEARNING

Introduced and Chaired by Global Executive Learning Senior Partners *Chantal Fleuret (France) and *Karl-Georg Degenhardt (Germany)

*Bengt Eliasson, Board Member, SIGMOBILE and Chairman, Nordic Chapter, Silicon Vikings and formerly with IBM (Sweden and USA)
*Jean-Michel Ledru, EDHEC Entrepreneurs Incubator & Accelerator Director; MSc in entrepreneurship Co-Director located at StationF (France)
Robert Mahr, MIRAKL Vice President EMEA North and MEE Sales and Alliances (France)
*Jim Myrick, Co-Organizer, Innovation Outposts Silicon Valley (USA)
"What ideas, methods and strategies can large companies successfully adopt from startups?  How can and should large companies interact most productively with startups? My lessons learned." [Link]

Parallel session with SESSION 14

Galleria Walk: participants take part in all 3 rounds for 35 minutes per topic - (Meeting Room 'Herald Tribune 01 + 02')

ACTION LEARNING'S PRESENT AND FUTURE: THEORIES, OBJECTIVES AND PRACTICE

Plenary Introduction:  Action Learning-Survey of the Its Many Varieties and Offspring and Why Action Learning is More Relevant than Ever
*Yury Boshyk, Global Executive Learning (GEL) 

1. The Future of Action Learning is Virtual
*Ruth Cook, Managing Director, Action Learning Associates (U.K.)
*John Heywood, Professional Executive Coach, Senior Associate at Action Learning Associates, and Action Learning Facilitator (U.K.)
"Is virtual action learning more or less effective than working face-to-face? It’s neither...
It’s different! It isn’t a conference call or a webinar. For truly effective virtual working, participants must be mindfully present. The practice demands meticulous set up and contracting, experienced facilitation and an easy confidence with the technology. Working virtually offers competitive advantages. It saves on travel time and cost; and, vitally, it reduces carbon footprint. Virtual action learning creates intimate and profound reflective spaces, opening access to international perspectives, fresh ideas and new collaborations. The skills nurtured in the virtual space – especially the intense quality of listening, and learning to make a deep connection – are transferable to all areas of work… and life!"

2. How Best to Evaluate the impact of Action Learning on Higher Education Leadership Programs
*Wyn Owen, Organizational Development Consultant, Ymgynghorydd Datblygu Sefydliadol (U.K.)
"Utilizing Action Learning in Postgraduate Leadership Programs and Academic modules
Having successfully utilized Action Learning as part of a postgraduate module namely “Facilitation for Organizational Leadership”, Wyn became curious about how and how many other level 7 programs were also employing elements of Action Learning. This lively, fun, and interactive session will explore the benefits, complexities, challenges and issues of Action Learning in this context and also consider how best to evaluate the impact of Action learning on Higher Education Leadership programs."

3. A New Way to Help Teachers and Students: New Initiatives by One of the Pioneers of Action Learning
*Charles Margerison, Founder of Amazing People Worldwide and Team Management System’s (Australia)
"How students and teachers become stronger with wellbeing and character issues -- with particular reference to advances in positive psychology."

Coffee | Tea | Snacks | Foyer of the Meeting Room (Le Monde, -1 Floor)

AUTHORS AND THEIR RECENT WORK

Plenary

1. *Drew Boyd, Drew Boyd, Associate Professor, University of Cincinnati, co-author of Inside the Box: A Proven System of Creativity for Breakthrough Results, and recent author of So You Want to be a Professor: How to Land Your Dream Job in Academia (USA)
"Professors change the world. Are you motivated to teach? Do you have the commitment and courage to do what it takes to trade your job for the classroom? If you want to become a professor, you have to prepare no matter when you want to start: now, mid-career, or post retirement. You can get there, too, but you need to find non-traditional paths if you want to be ready and jump to the head of the line.This book will help you prepare. It will challenge you to begin thinking of your current workplace career as preparation for your next career as a professor". [Link]

2. *Lars Cederholm, President, CCT (Sweden and USA)
"I wrote a novel based on a few events that would not leave my mind and somehow was directing me to write this book. It’s about the arrival of the stranger (a woman) to the shores of an 1860 fishing and farming village in the south of Sweden. The book is how her arrival starts a complex set of reactions mostly based on protecting the boundaries of the community. It’s about love, loyalty, female power, courage interwoven in something that can not be well explained. I am interested to share how each one deals with writers block and I will share my own". [Link] [Link]

3. *Paolo Gallo, Adjunct Professor, Ashridge Executive Education, Hult International Business School, author of The Compass and the Radar: The Art of Building a Rewarding Career While Remaining True to Yourself; formerly with the World Bank, and the World Economic Forum (Switzerland).
See Session 2 for more about the focus of the book.

4. *Michael Hagemann, Vice President, Change Management, Deutsche Post DHL, and author of Change Management für Praktiker: Mindset-Infrastructure-Capability (Change Management for Practitioners), soon to be published in English. (Germany) [Link]

 5. *Fernando Lanzer, Managing Partner, LCO Partners, most recently author of Organizational Culture and Climate: Understanding, Maintaining and Changing. (The Netherlands)

WISDOM PANEL

Plenary

1. *Thierry Bonetto, Founder and Senior Advisor, Learning Futures, formerly Group Learning & Development Director, Global Head of the Danone Academy (France)

2. *Lars Cederholm, President, CCT (Sweden and USA)
“No matter where you look in India you must expect the unexpected. There is always a lesson of some kind if you can scale away the obvious trappings where we from the West tend to get stuck. I would like to speak about Auroville in India where I have gone several times with my family to explore a place where seekers come together to not only physically build a city out of a desert, but also to do it with the vision to develop universal consciousness in a parallel process—to grow together and deepen the understanding of the human condition. Truly action learning. I will share some basic facts, purpose, vision, governance and then I will share my personal experience of being in this melting pot of people who are coming to Auroville to exchange and build the capacity for reflection in a multidimensional world, putting the human being squarely in the middle." [Link]

3. *Paul Nieminen, Senior Director Culture and Change, Human and Organizational Development, UPS (USA)

Plenary

Retrospectives on the 2019 Global Forum (panel)
The 2020, 25th Global Forum 15-17 June: Venue and Theme (presentation)

Café LA JATTE - [Link]
60 boulevard Vital Bouhot (Ile de la Jatte) 92200 Neuilly sur Seine
Walking distance about 1,6 km app. 21 min. / Hotel’s Taxi-Shuttle-Service