2017 GLOBAL FORUM THEME:
SOCIETIES AND ORGANIZATIONS, LEADERSHIP AND LEARNING IN TRANSITION
Warsaw, Poland | Venue: Hotel Bristol | 12-14 June, 2017
(* indicates confirmed)
Sunday, 11 June, 2017
14:00-17:00 Optional Tour: What was Poland Like in the Communist Era? (at cost, 35 Euros) | Start 14:00 Lobby Hotel Bristol
Opening Reception at the Hotel Bristol at 18:00 (Slowacki Salon)
Sessions | Monday, 12 June, 2017 (Chopin I and Chopin II Salon)
Theme: Societies, Industries and Companies in Transition and Change
08:00 - 10:00 (Plenary)
WELCOME AND INTRODUCTION (30 minutes)
SETTING THE CONTEXT: GLOBAL CHANGE, SOCIETIES, INDUSTRIES AND COMPANIES IN TRANSITION (90 minutes: 20 minutes per presentation; 30 minutes for discussion)
1. Brexit, Trump, Erdogan, Putin and Other Global Realities: Why is This Happening and What Does It All Mean for Us All, for Leadership Development and Learning?
*Yury Boshyk, CEO & Chairman, Global Executive Learning and the Global Forum, formerly Professor, External Business Environment, IMD, Lausanne, Switzerland, and, Geopolitics and Business Strategy at the Theseus International Institute, Sophia Antipolis, France (Ottawa, Canada)
2. New Ways for Companies to Monitor and Engage with Hightened Risk: Creating a Risk Leadership Mindset
*Guillaume Niarfeix, Managing Partner, Loyd Consulting Group, formerly Head of Risk Management Projects, Total (Paris, France), and *Marischa van Zantvoort, Go-to-Market Devlopment, Group Commerce, Philips (Amsterdam, The Netherlands)
3. Security and Risk in the New Era: Cyber "Warfare" and Cyber Security--Challenges and Opportunities Ahead
*Mohan Menon, Co-Founder and CEO, *Firoz Meeran, Investor Director and Rahul Sasi, Co-Founder and Chief Technology Officer, Cloudsek (via Skype) (Bengaluru, India)
A demonstration and discussion on how Artificial Intelligence-based risk and security management systems are changing the nature of corporate and government internet security and vigilance.
10:00- 10:30 Break (Moniuszko Salon)
10:30 - 12:30 (Plenary Presentation and Panel)
SOCIETAL AND BUSINESS TRANSITIONS IN POLAND, CENTRAL & EASTERN EUROPE
Plenary Presentations (30 x 2 = 60 minutes):
What is Required to Develop and Sustain Central and Eastern Europe's Competitiveness?
1. *Zbigniew Bochniarz, Professor, Kozminski University, Member of the World Academy of Art and Science, Founder of the Center for Nations in Transition at the Humphrey Institute for Public Affairs, University of Minnesota, Affiliate Faculty, Microeconomics of Competitiveness program, Harvard Business School (Warsaw, Poland)
2. *Jerzy Kwiecinski, Secretary of State, Ministry of Development, Member of the National Development Council appointed by the President of Poland, President of the Board of Directors, European Centre of Entrepreunership. Responsible for Poland's develpment and cohension policy and implementation, and with negotiations with the European Commission.
Panel: (and Galleria Walk--participants choose 2 of the 3 topics/areas) (60 minutes)
1. On Poland
*Piotr Iwaniuk, CEO of Smart Cargo Solutions, formerly Managing Director, DHL Logistics, Poland (Warsaw, Poland)
*Grazyna Lesniak-Lebkowska, Professor, Warsaw School of Economics (Warsaw, Poland)
2. On Central & Eastern Europe
*Artur Ludwiczak, General Manager at Nutricia (Medical Nutrition Division of Danone), Poland, Russia & CIS, Baltics & Ukraine (Warsaw, Poland)
*Danica Purg, Founding President of IEDC-Bled School of Management, and the founding President of the Central and East European Management Development Association (Bled, Slovenia)
*Drago Vuina, Vice President, Business Area Europe East, Novo Nordisk, Pharma (Warsaw, Poland)
3. On Russia and Ukraine
*Maciej Lebkowski, Banker and Business Consultant (Moscow, Russia)
*Pavlo Smoliy, Senior Manager, Finance Consulting and Chartered Accountant, KPMG (London, UK)
An "outside-in" perspective from the younger generation of Ukrainian citizens and professionals, living and working in the UK.
12:30 - 13:30 Lunch (Marconi Restaurant)
13:30 - 15:30 (Plenary and Galleria Walk)
INDUSTRIES IN TRANSITION AND TRANSFORMATION
Digitalization: Challenges and Opportunities for All Industries (Plenary) (30 minutes)
*Attila Réti, Senior Director, Digital Transformation, GE Digital (Frankfurt, Germany)
Galleria Walk format: --participants choose 3 of the 4 topics/areas (90 minutes)
1. Healthcare: Transitioning to Digital Health and New Services
*Aleksandra Spencer, Head of IT Strategy and Planning, HCA Healthcare, formerly Strategy Consultant, IBM Watson (London, UK)
2. Consumer Products and Services
*Bengt Eliasson, Nordic Industry Lead, Retail & Consumer Products , IBM (Stockholm, Sweden)
The market for Consumer Products and Services are becoming even more challenging when connected consumers start to get alternative vendors that look smarter, better and cheaper. In the ongoing transformation in the industry it is important to remember that Digitalization is not the destination - it´s a journey - with no end. In order to navigate in this more complex, fast moving world (the VUCA world) there is a need for a holistic approach, on what it takes to strengthen one's position in the market. Some critical questions for leaders in this sector are as follows: Do we have a growth mindset or fixed mindset in the leadership team? Do we have self-managed networks to support an agile transformation? Are we purpose driven or driven by something else ? Do we have the right tools and processes to support the above? Some successes and failures from the industry will be shared.
3. Banking and Finance
*Tom Cummings, Senior Advisor, The Global Alliance for Banking on Values, Member Board of Directors, Tallberg Foundation, formerly with Unilever, ABNamro Bank, IMD, and co-author of "Leadership Landscapes" (Amsterdam, The Netherlands)
The Global Alliance for Banking on Values is an independent network of banks using finance to deliver sustainable economic, social and environmental development.
4. Manufacturing (continued)
*Attila Réti, Senior Director, Digital Transformation, GE Digital (Frankfurt, Germany)
|15:30- 16:00 Break (Moniuszko Salon)|
16:00 - 18:00 (Plenary)
INDUSTRIES IN TRANSITION AND TRANSFORMATION (cont'd) (20 minutes per presentation; 30 minutes for discussion)
1. Planning and Designing the Cities of Europe
*Tomas Carlsson, President and CEO, SWECO (Stockholm, Sweden)
The growing cities of Europe need more of everything. Effective transportation systems, sustainable energy solutions, attractive housing and clean water are only a few examples. It is becoming increasingly complex. Whenever European cities and communities undergo transformations, Sweco is involved in their planning and design. We' shall discuss the current trends in this industry. SWECO is one of the larger European engineering companies active in the fields of construction, architecture, and environmental engineering.
2. Business Transformation at ThyssenKrupp
*Nihar Satapathy, Senior Vice President, Strategy, Markets and Business Development, ThyssenKrupp North America (Chicago, USA)
The ThyssenKrupp transformation journey: ThyssenKrupp is going through a major transformation from being a steelmaker to a diversified industrial company. This journey is more than just a portfolio re-alignment, it involves multiple aspects that are fundamentally changing the company, its culture, talent, performance orientation and strategic focus to position it for the 21st century.
3. Supply Chains in Transformation – The Next Generation of Procurement Transformation Logistics
*Gary Bull, founder at GBhorizons, Senior Advisor to McKinsey & Company (Global Supply Chain practice), advisor to a variety of Private Equity firms, Pension Funds and CEO's, and Associate with Global Executive Learning, former senior executive, Head of Finance and Business Performance, SABMiller Procurement (Zurich, Switzerland)
Dominant forces impacting the way world class companies are approaching leveraging their supply chains.
4. Empowering People For Successful Company Transitions and Transformations
*George Boulden, ALA International, Pioneer of In-Plant Action Learning, Colleague of Reg Revans, the founder of Action Learning, Consultant and Author (Paris, France)
(Intel and the Industry in Transition : From Moore to More (via Skype) (15 minutes)
*Brad Benson, Chief of Staff, Strategic Planning, Marketing and Global Operations, Software Services Group, Intel (Santa Clara, USA))
How Moore's Law is Creating More Data: Social and Governmental System Implications
REFRESHMENTS AND DINNER INCLUDING THE GLOBAL FORUM/ROBERT L. DILWORTH AWARD CEREMONY FOR OUTSTANDING ACHIEVEMENT
MUSICAL PERFORMANCE: (Column Bar)
DINNER AND AWARD CEREMONY: (Marconi III)
Sessions | Tuesday, 13 June, 2017 (Chopin I and Chopin II Salon)
Theme: Leaders and Leadership Development in Transition
08:30 - 10:30 (Plenary and Galleria Walk)
LEADERSHIP & ORGANIZATIONAL DEVELOPMENT: TRENDS AND ISSUES IN AFRICA & THE MIDDLE EAST, ASIA (CHINA, INDIA, & JAPAN), EUROPE, SOUTH AMERICA, AND THE USA
Plenary Presentation: Leading with Vision (30 minutes)
*Bonnie Hagemann, CEO, Executive Development Associates, and co-author of the recently published book, "Leading with Vision: The Leader's Blueprint for Creating a Compelling Vision and Engaging the Workforce" (Kansas City, USA)
More than 450 companies surveyed identified that the number one skill lacking and needed by their present and next generation leaders was the ability to create a compelling vision and to engage and align others in the company around it. Results of EDA's latest Survey on Executive Learning and Organizational Development, and discussion about Bonnie's new book, "Leading with Vision".
(Galleria Walk--Participants choose 3 of 5 topics/areas): (90 minutes)
1. Africa and the Middle East
*Shaun Rozyn, Global Programs Leader, Global Talent Management: Saudi Arabian Basic Industries Corporation, formerly with the Gordon Institute of Business Science, University of Pretoria, South Africa (Riyadh, Saudi Arabia)
2. Asia (India and Japan)
Ira Cohen, Vice President, Universal Ideas (Beijing, China)
Mitchy Mekata, Journalist, Professional Interpreter and Owner of a Consulting Services Company (Yokohama, Japan)
Godzilla Strikes Back: A Perspective on 'Group Leadership' from Japan
*Mohan Menon, CEO, and Co-Founder, Cloudsek (Bengaluru, India)
*Maria Cristina Iacazio, Chief Financial Officer and HR Director, Toyota Material Handling, formerly with Ferrari (Bologna, Italy)
*Mariusz Kunda, Chief Human Resource Officer and Member of the Managament Board, Bakalland (Warsaw, Poland)
4. South America
*Fernando Lanzer Pereira de Souza, author and leadership consultant, LCO Partners BV, and Associate, Global Executive Lerning, formerly head of leadership development and Banco Real in Brazil, and ABNAmro Bank in the Netherlands (Amsterdam, The Netherlands)
*Bonnie Hagemann, CEO, Executive Development Associates (Kansas City, USA)
*Kip Meyer, Managing Director, US, Custom Executive Education, IESE Business School (New York, USA)
10:30 - 10:45 Break (Moniuszko Salon)
10:45 - 12:45 (Galleria Walk--participants choose 3 of 4 topics/areas) (120 minutes)
LEADERSHIP AND LEADERSHIP DEVELOPMENT IN TRANSITION: SOCIETAL, COMPANY AND ORGANIZATIONAL EXPERIENCES
1. Danone: An Updated Leadership Model--Lessons Learned from Aligning to New Business Needs and Realities
*Thierry Bonetto, Group Learning and Development Director, Global Head of the Danone Academy (Paris, France)
After a very robust leadership development approach and experience, Danone is moving, since 2016, to an updated leadership model anchored in new business needs and realities.
2. Women's Leadership in Transition
*Kenneth Rhee, Associate Dean and Professor, College of Business Administration, University of Wisconsin, (La Crosse, USA) and co-author, Tracey H. Sigler, Chair and Professor, Department of Management, Northern Kentucky University (Highland Heights, USA)Leadership has been in transition since the 60’s and women’s leadership is no exception. Ever since the feminist movement has empowered women and opened their paths to leadership, women’s leadership has been evolving. So, after 50 years of evolution, what is the current status of women’s leadership? We shall discuss our current perception and developmental stage of women’s leadership. Has it been culminated in a way where we can remove the word "gender" from the leadership vocabulary or is it still in transition, and if so, in what ways?
3. Leadership in the Andaman and Nicobar Islands and How to Protect Tribal Identity When the Modern World Comes Knocking: My Discussions and Work with Prince Rasheed
*Lars Cederholm. CCT and the MiL Institute (Lund, Sweden)
The Andaman and Nicobar Islands, one of the seven union terriitories of India are a group of islands at the juncture of the Bay of Bengal and Andaman Sea with 572 islands in the territory, a population of 380,000. It is home to many cultural and tribal groups, and is partly inhabited by the only known Paleolithic people on earth, the Sentinelese, who do not desire to have contact with the outside world. How to nurture what keeps us together despite the pressures to adapt to the world that is coming at us faster than we are able to absorb.
4. UPS: Business Driven Action Learning (BDAL) As a Strategic Driver Towards a Transnational Organization--Some Reflections
*Paul Nieminen, Director, Organization Development, Corporate Office (Atlanta, USA), *Pavel Adamovsky, Country Manager, Russia and Belarus, previously Country Manager of UPS Poland,.and *Karina Kosznik-Gadomska, Supervisor HR Leadership and Talent Development, UPS (Warsaw, Poland)
12:45 - 13:45 Lunch (Marconi Restaurant)
13:45- 15:45 (Galleria Walk--participants choose 4 of 5 topics/areas) (120 minutes)
DEALING WITH LEADERSHIP CHALLENGES AND OPPORTUNITIES
1. The Best Strategy is One That is Being Implemented: How to Align and Engage All Employees, and Execute on Strategy
*Per Ericson, Senior Vice President, Group Staff, People and Organization, Husqvarna Group, and *Gunnar George, Compassion Communication (Stockholm, Sweden)
Learning, aligning and engaging when the new strategy for the Husqvarna Group was introduced in 2014. Experiences from the initial learning phase with dialog meetings and from the whole change process (new customer segmentation and branding, new organization, new targets, enhanced culture and focus on key behaviors). Net sales has grown 19% the last three years and consolidated income has increased 130%, share price has doubled. Husqvarna Group is a global leading producer of outdoor power product for forest, park and garden care. Products include chainsaws, trimmers, robotic lawn mover and ride-on movers. The Group is also the European leader in garden watering products, and a global leader in cutting equipment and diamond tools for the construction and stone industries. Our products are sold to consumers and professionals in more than 100 countries and the Group has 13.000 employees in 40 countries.
2. L'Oreal: A New Transformational Leadership Development Framework
*Sylvie Dangelser, Global Vice President, HR, Director of Learning for Development International, and *David Arnera, Deputy Director Learning for International Development, L’Oreal (Paris, France)
3. Mindful Leadership: From Adaptation to Creation of the Future
*Stefano Olmeti, Global leadership coach, and Adjunct Professor of Leadership, School of Leadership and Education Sciences, University of San Diego, formerly Head of Executive Coaching, The World Bank, and Head, Learning and Development and Policies at the European Bank for Reconstruction and Development (San Diego. USA)
4. Work/Life Balance for Leaders in Companies in Transition and Companies in Emerging Markets: Is It Possible?
*Jan Wolinski, HR Director Nutricia Medical, Poland, Russia/CIS, Baltics, Ukraine (Warsaw, Poland)
5. Helping Talented Global and European Executives Define and Select Their Next Leadership Role
*Sandra Bichl, CEO, Career Angels, and the Troaching Institute, and *Tatiana Oszmianska, formerly General Manager B2B & B2C, Lafarge Holcim Polska (Warsaw,
Career Angels has been supporting experienced managers and executives in defining and selecting their next leadership role for the last seven years. While this is relatively easy from a practical point of view, we have come to realize that most executives fall into the trap of what we call "the curse of being too successful", in other words: while they are extremely busy transforming their organizations, they forget about themselves; consequently, they are not ready for their own "transformation", especially when the corporation decides to restructure. Who should be involved in awareness building? The corporations? HR? Other organizations? Is it only the responsibility of the executives themselves? How do you get through to somebody who feels that they are "in the flow" of success, probably feeling invincible? How can we help them avoid the biggest career mistakes that most later deeply regret --but when it's too late?
|15:45 - 16:00 Break (Moniuszko Salon)|
16:00 - 18:00 (Plenary)
LEADING HIGH PERFORMANCE INDIVIDUALS AND TEAMS
Coaching and Advising Olympic Team Coaches, Athletes and Teams: Some Lessons Learned for Leaders and for Companies
*Rasmus Moller, Co-founder and Partner, Doubleyou Partners: Human Performance for Life, and *Jakob Hansen, sport psychologiy consultant, working with Team Denmark that includes Olympic coaches, athletes, and teams (Copenhagen, Denmark)
18:00-18:15 PRESENTATION-- THE VENUE AND THEME OF THE 2018, 23rd annual GLOBAL FORUM ON STRATEGIC CHANGE, LEADERSHIP AND LEARNING
19:00 REFRESHMENTS AND DINNER
Sessions | Wednesday, 14 June, 2017 (Chopin I and Chopin II Salon)
Theme: Learning in Transition
08:00 - 10:00 (Galleria Walk--participants choose 4 of 5 topics/areas) (120 minutes)
EXECUTIVE AND ORGANIZATIONAL LEARNING
1. Organizational Learning in Action: The Novo Nordisk Experience
*Niels Henrik B. Kristiansen, Lead Auditor of the Organizational Audit, "Values Auditor", Vice President, Novo Nordisk (Copenhangen, Denmark)
2. Learning from Tech Entrepreuners in the Digital Era: Sharing Lessons Learned
*Martin Kwaśnica, CEO and Co-Founder, formerly with CI Games and Atari, *Michal Sroczynski, Co-Founder and Game Director, Cherrypick Games and *Krzysztof Sroczynski, Brainware Systems and Executive Coach (Warsaw, Poland)
Cherrypick Games was founded in 2014. The company creates mobile and computer games such as the very popular "My Hospital“, "Auctioneer" and "Touchdown Hero", and is about to go for an IPO on the Warsaw Stock Exchange. Martin was formerly with CI Games and Atari and has worked and lived as well in Frankfurt and Lyon, and involved with the worldwide bestsellers, "Sniper Ghost Warrior" and "Lords of The Fallen".
3. Private Equity and Venture Capital Funding in "Emerging Europe": Lessons Learned
*Tomasz Czechowicz, Founder and Managing Partner, MCI Capital (Warsaw, Poland)
4. Post-Executive Program Learning-What Sustainable Value is Created?
*Michellana Jester, Lecturer, Sloan School of Management, MIT and Associate, Global Executive Learning (Cambridge, USA) and *Harold Weinstein, Senior Partner, Global Executive Learning (Philadelphia, USA)
*Andrzei Jacaszek, Publisher, Harvard Business Review Poland, and Vice President, ICAN Institute, formerly Vice President, Employers of Poland, and Deputy Minister, Undersecretary of State, Ministry of Finance, Government of Poland (Warsaw, Poland)
5. New Initiatives with Critical Action Learning
*Bernhard Hauser, Consultant and Honorary Professor for Change Management, University of Applied Management, formerly with Siemens (Munich, Germany)
On the founding of the recenty established Deutsches Institut für Critical Action Learning (DICAL) and the International Network for Organizational Development and Coaching (INOC). Critical Action Learning (CAL) gains growing attention. In this contribution I will highlight two developments which came about recently and invite you to discuss and collaborate.
|10:00 - 10:30 Break (Moniuszko Salon)|
10:30 - 12:30 (Plenary)
EXECUTIVE AND ORGANIZATIONAL LEARNING (continued) (120 minutes: 30 minutes per presentation, 30 minutes for discussion
1. Life-Long Learning In the Digital Age
*Anand Chopra-McGowan, Head of EMEA, General Assembly (London, UK)
General Assembly is a global education startup (featured in the Economist, 14 January 2017) focused on helping individuals and large companies build the skills they need to succeed in the digital age. In particular, Anand will share in-depth case studies and lead a discussion around the role of large companies in creating the culture, structure, and investment setup to ensure their employees can embrace the new world of "lifelong learning".
2. Learning Expeditions: Accelerated Leadership, Team, and Organizational Learning--Some Company Experiences and Lessons Learned
*Chantal Fleuret (Valbonne, France) , *Karl-Georg Degenhardt (Baden-Baden, Germany), *Ake Reinholdsson (Stockholm, Sweden), Senior Partners, and *Yury Boshyk, CEO & Chairman Global Executive Learning (Ottawa, Canada)
*Thierry Bonetto, Group Learning and Development Director, Global Head of the Danone Academy (Paris, France)
*Anders Ericsson, Head of R&D and Strategy, Seco Tools (Sandvik) (Fagersta, Sweden)
3. "Character Education"-- Amazing Schools and the Leaders of Tomorrow
*Charles Margerison, Managing Director and Owner, Amazing People Worldwide and Team Management Systems (Brisbane, Australia and London, UK)
I have funded a major initiative with Meridian High School, South London, through my social enterprise work. This is part of what is called in the UK as "Character Education'"- that complements Curriculum Education. The Character Education focuses more on applied psychology for student self development with regard to values, confidence, resilience, teamwork, courage, mutual support, innovation and other key issues. The British Government have made this a policy initiative, as they now realise that the next generation needs more than content and qualifications on paper. In addition, we are now working with other schools to support initiatives to develop the leaders of tomorrow. The aim is to extend the work to other countries and we have been invited to contribute in Bulgaria, Iceland, USA, Australia and New Zealand. An integral part of the initiatives is to introduce the teachers and students to the principles of action learning . I see the session as an opportunity for participants to have a discussion on what they feel can be done in their own countries to facilitate the development of tomorrow's leaders - where we focus not on leadership in terms of a role or career, but in terms of contribution and achievement.
12:30 - 13:15 Lunch (Marconi Restaurant)
13:15 - 15:15 (Plenary)
THE FUTURE OF LEARNING: TECHNOLOGICAL AND OTHER DEVELOPMENTS (120 minutes: 30 minutes per presentation, 30 minutes for discussion)
1. Leveraging Multicultural Teams and Lessons Learned with Business Driven Action Learning (BDAL)
*Maria Cristina Iacazio, Chief Financial Officer and HR Director, Toyota Material Handling, formerly with Ferrari (Bologna, Italy) and *Gunnar George, Compassion Consulting, and Associate, Global Executive Learning (Stockholm, Sweden)
2. The Future of Learning
*Michellana Jester, Lecturer, MIT Sloan School of Management (Cambridge, USA)
3. On the Implications of Virtual and Augmented Reality for Training and Learning
15:15 - 15:30 Break (Moniuszko Salon)
15:30 - 17:00 (Plenary) (90 minutes: 15 minutes per presentation)
The Sharing of Transformational Experiences of Llfe and Work and Lessons Learned by Some Global Forum Community Members
1. *Ian Hall, Co-Founder, Glentruim Change Agents, co-author, with Jo Cumming, most recently, The Change Management Toolkit; and previously, Achieving Results Through Action Learning; Leadership Pocket Companion, and other publications (UK)
2. *Grazyna Lesniak-Lebkowska, Professor, Warsaw School of Economics (Warsaw, Poland)
3. *Jim Myrick, Entrepreuner-in-Residence, Flex (Flextronics) (San Francisco, USA)
4. *Jussara Nunes Pereira de Souza, Photo Provocateur and Senior Consultant, LCO Partners (Amsterdam, The Netherlands)
5. *Shaun S.R. Rozyn, Global Programs Leader, Global Talent Management: Saudi Arabian Basic Industries Corporation, formerly, Executive Director, Executive Education at the Gordon Institute of Business Science, South Africa (Riyadh, Saudi Arabia)
From supplier to buyer: Five insights into executive development from a business school executive turned corporate executive. Reflections on the knowledge and insights gained from entering a dynamic global corporation and inner workings behind the design of a global education initiative, the level of stakeholder engagement and onboarding and the complexity of the processes to ultimately identify a specific talent pool for chosen initiatives.
17:00 - 18:00 (Plenary) (60 minutes; 5-10 minutes per comment with contributions from other participants)
GLOBAL FORUM LEARNING SUMMARY (Panel) and discussion at tables
*Anders Ericsson (Seco Tools), *Michellana Jester (MIT), *Fernando Lanzer, *Mohan Menon (Cloudsek), *Shaun Rozyn (SABIC)
|19:00 FINAL DINNER
Restauracja Der Elefant | Website