2003 Global Forum Attendees
Panel Session 1: The global environment of business: company challenges and developmental concerns |
Business and the external environment: What are some of the key issues countries and companies are facing and addressing? Which issues are not being addressed?
Views from Business Schools:
- *Jackie Sitterle, Executive Director, Custom and New Business Development, Columbia University, USA
- *Nick Binedell, Dean and Director, the Gordon Institute of Business Science, University of Pretoria, Johannesburg, South Africa
- *Gert-Jan van Wijk, Associate Director, Centre for Management Development, London Business School, U.K.
Views from Think Tanks and Analysts:
- *Karel Lannoo, Director, Centre for European Policy Studies, Belgium
- *David R. Young, Managing Director and Founder, Oxford Analytica, U.K.
Company Perspectives:
- *Barry Clare, formerly Executive Director, Boots and presently a non-executive Director, Standard Chartered PLC, U.K.
- *Tom Gorrie, Johnson & Johnson, USA
Customer and Societal Perspectives:
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Panel Session 2: The global environment of business: Company challenges and developmental concerns (continued) -- Sustainability and social responsibility: Implications for executive development and learning |
Plenary and breakouts
- British Petroleum:
*Kate Owen, Vice President, Learning & Organizational Development, British Petroleum, U.K.
- Nestle
*Tim Wolfe, Issues Communication Manager, Public Affairs, Switzerland
- International Labour Organization-Corporate Citizenship Programme:
*Goran Hultin, Execuitve, ILO, Switzerland
- World Business Council for Sustainable Development:
* Margaret Flaherty, Director Capacity Building & Corporate Responsibility, Switzerland
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Panel Session 3: Inspiration joins perspiration: How great organizations excel at combining creativity, ideation and implementation-- An action learning workshop
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Interactive Workshop This session will show how a variety of organizations succeed in combining two often-hostile competencies: "inspiration", or creativity, requiring open, chaotic ideation, and "perspiration", implementation, requiring systematic, buttoned-down management processes. Among the organizations studied: startups, global high-tech company, an advertising agency, elite army units, and a science laboratory. Tools for combining inspiration and perspiration. An action learning workshop, in which participants design a new product or improve an existing one, will conclude the session.
- *Shlomo Maital, Professor, TIM--Technion Institute of Management, Israel
- *Drew Boyd, Director of Marketing Strategy, Ethicon Endo Surgery, Johnson & Johnson
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Panel Session 4: What happened? Updates on previous presentations on company initiatives or revised initiatives |
- ABN Amro's Knowledge Sharing Initiatives
*Edzard Enschede, ABN Amro, The Netherlands
- Boeing Leadership Center-From Zero to 10,000 in 3.5 Years
*Stephen Mercer, Vice President of Learning and Leadership Development The Boeing Company, USA
- CIBA Specialty Chemicals: Managing for Growth-Action Learning in Support of Growth Initiatives
*Juergen Kühl, Global Head, People Development, Ciba Specialty Chemicals, Switzerland
- Johnson & Johnson: What's Happened with our Transitions and New Business Leader Programs?
*Ron Bossert, Johnson & Johnson, USA
- Novo Nordisk: Lessons Learned
*Erik Iversen, Organization Effectiveness Director, Novo Nordisk, Switzerland
- Philips: Creating and Nurturing the "Peer Assist" Initiative for Top Level Executives
*Cobie Langerak, Senior Vice President, Corporate HRM / Leadership & Organization Development, Philips International, The Netherlands
- Siemens Management Learning: : Lessons Learned
*Udo Dierk, Management Learning, Siemens, Germany
- Standard Bank: The WINGS Process Takes Wing
*John Thompson, Standard Bank, South Africa
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Panel Session 5: New company initiatives in executive development and business driven action learning |
- 3M Action Learning-Lessons learned
*Jack Stoltzfus, 3M, USA
- ABN Amro's Leadership Programs: "From Brazil with Velocity"
*Fernando Lanzer, EVP Group Leadership Development, ABN Amro Bank, The Netherlands
- Alcan: Action Learning in the Development of High Potentials
*Florette Guildford, Alcan, Canada
- Alcatel: New Initiatives Even in the Worst of Times
*Jan Ginneberge, Alcatel University, France
- BMW Management Development
*Klaus Bodel, BMW Group, Germany
- Bombardier's New Leadership Center and Development Agenda
*Pierre Ouellette, Bombardier, Germany *Karoline Barthel, Senior Advisor Skills Development, Bombardier Transportation, Germany
- De Beers: Enabling the Corporate Culture Change through the Development of Transformational Leaders
*John Gatherer, Group Manager, Human Resources, and Harry Steadman, MAC, South Africa
- DuPont: Action Learning in Asia Pacific
*K.R. Yoon, Manager of Training, Asia Pacific Region, DuPont
- Johnson & Johnson's First "Virtual" Business Driven Action Learning Program--Lessons Learned
*Dr. Ron Bossert, Johnson & Johnson, USA, *Patricia Levy, Global Executive Learning Network, Canada *Dr. Yury Boshyk, Global Executive Learning, France
- Praxair
* John Gumpert, Praxair, USA

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Panel Session 6: Executive dialog on organizational and executive development: needs and issues |
- *Brock Furlong, President, Maple Leaf Foods, Canada
- *Barry Clare, Non-Executive Director, U.K., Standard Chartered, PLC
- *Chris Rayner, Head of HR and Board member, U.K., Compass Group
- *Tom Gorrie, Corporate Vice President, Johnson & Johnson, USA

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Panel Session 7: Leadership development: present and future |
- Leadership Development--Lessons from the Front Line
*Tom Cummings, Global Head of Learning and Organization, Unilever, The Netherlands and U.K.
- ANZ (Australian and New Zealand Bank): Breakout - A Journey in Transformational Leadership
*Meena Thuraisingham-Clark, Practice Leader, Leadership & Talent, ANZ, Australia l.
- Boeing: Integrating Succession and Leadership Development
*Stephen Mercer, Vice President of Learning and Leadership Development, The Boeing Company, USA
- Leaders for the 21st Century
*Charles Hampden-Turner, co-editor, 21 Leaders for the 21st Century, U.K.

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Panel Session 8: Effective learning networks and organizations |
- Discovery Process-Catalyzing Strategy, Change and the Leadership Agenda
*Gert-Jan van Wijk, Associate Director, Centre for Management Development, London Business School, U.K.
- Interclass: Designing Effective Internal and External Networks
*Eric Vogt, Chairman and President, Interclass, USA and *Tom Cummings, Unilever, U.K. and The Netherlands
- Verizon: The Power of "What If….-- Creating Corporate Change Through Customized Case Studies
*Jeffrey J. Kudlata, Verizon, USA *Kate Sweetman, USA *Shlomo Maital, TIM-Technion Institute, Israel
- Measuring Effctiveness: Why ROI Isn't Enough: A shareholder focus may drive ROI evaluation-but stakeholders in the Netherlands want more
*Mark Jones, PricewaterhouseCoopers, The Netherlands
- The Global Forum as a Community of Practice
*Yury Boshyk, Global Executive Learning, France
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Panel Session 9: Motivating people to learn: various approaches in executive education and action learning |
- The Action Learning MBA: A New Approach to Management Education
*Craig Johnson, Director of Studies, MBA in Engineering Management, University of Bradford, U.K.
- Building Capability-Business Improvement Projects at ABN Amro Wholesale Bank
*Dr. Raymond Madden, Head of Academy WCS, Global Head of Learning and Development WCS
- Action Learning plus eLearning: the BOSNO Experience
*Han van der Pool, Director, The Heineken Learning Center, The Netherlands
- Pirelli and the Outsourcing of e-Learning and Management Training
*Donatella DeVita and *Silvia Vanini, Vice President, Leadership and Knowledge Development Pirelli, Italy
- Emergence of the Authentic Presence: The Role of Action Learning in Reaching the Self
*James Powell, Professor and Pro-Vice Chancellor, The University of Salford, U.K.
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Panel Session 10: Working Together for Mutual Advantage and Learning: Cooperative Multi-Company Initiatives |
- The European School of Management and Technology: A Cooperative Multi-Company Initiative
*Udo Dierk, Management Learning, Siemens, Germany
- Executive Forums: A Way to Develop the EADS Group Vision and Perspectives
*Gerhard Meier, Corporate Business Academy, The European and Aeronautic Defense and Space (EADS) Company, Germany
- Regional Consortiums: the Gordon Institute of Business Science Business Business Driven Action Learning Consortium
Company Consortium members, and *Nick Binedell, Director and Dean, GIBS, South Africa
- Over Twenty Years of Action Learning in a Consortium Context: The BOSNO
International Company Consortium in The Netherlands *Han van der Pool, Director, Heineken University, and *Leo Salazar, Program Director, BOSNO International, The Netherlands
- The International Consortium Program-Evolution, Update and Lessons Learned
*Tracey Marshall, Global Head of People Advisory and Development, Benfield Group, U.K., and Steering Committee member of the ABB, ABN Amro, Allied Domecq, BHPBilliton, Boeing, Standard Bank and Tata ICP
- Multinational Company Consortia: Features and Lessons Learned
*Yury Boshyk, Global Executive Learning, France
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