Surviving the 21st Century:
Global Leadership and Action Learning

Registration (Garden Room)
For discussion with John O'Neil in Session 3.
For those participants who did not have the chance to see the interview about 'Eliminating Global Ignorance' we show a video it at the Riley Auditorium.

Session 1 – Opening
In Plenary (Riley Auditorium)

Welcome, Introductions and Program Overview

Chairperson:
*Yury Boshyk, Chairman, Global Executive Learning (Ottawa, Canada)
[ Link Web Site ]

Introductions: The International Foundation for Action Learning (IFAL), The Institute for Leadership and Management (ILM), and The Revans Academy for Action Learning and Research, Manchester University Business School

*John Heywood, Chairman, IFAL; *Christine Abbott, Board Member, ILM; and *Elaine Clark, Manchester Business School, University of Manchester

Introduction of Executives-in-Residence:

*Tony Bury, Chairman, 3sixtyCapital, Chairman and Founder, Mowgli Foundation, Governor, Prior Park Educational Trustee (Bournemoth, U.K.)
[ Link Web Site ]

*Tom Gorrie, Chair, Board of Directors, Health Systems Board, Duke University, Trustee, Robert Wood Johnson Foundation, former Johnson & Johnson senior executive (Pennington, USA)
[ Link Web Site ]

*Su Ching Teng, Associate Professor, Director, Centre for Continuing and Professional Education, SIM University (Singapore)
[ Link Web Site ]

*Quintin Thom, CEO and Owner, MaintenanceTV (Geneva, Switzerland)
[ Link Web Site ]

Session 2–The Larger Context of All That We Do:  Some Critical Global Challenges and Opportunities, and Their Implications
In Plenary (Riley Auditorium)

 Sustainable Energy Generation, Distribution and Security
*Donald Sadoway, John F. Elliott Professor of Materials Chemistry, Department of Materials Science and Engineering, Massachusetts Institute of Technology (Cambridge, USA) (by videoconference)
[ Link Web Site ]

What Have We Learned in the Past 25 Years About Who Should Set Energy Policy?

*Matthew Knight, Director of Strategy and Government Affairs, Siemens, and Director, RenewableUK, the UK's leading not-for-profit renewable energy trade association.(Manchester, UK)
[ Link Web Site ] and [ Link Web Site ]

Are We Getting There? Climate Change and Sustainability
*Rodney Irwin, Managing Director, Financial Capital Focus Area, World Business Council for Sustainable Development (Geneva, Switzerland)
[ Link Web Site ]

Surviving the Techstorm: Strategy in Times of Technological Ambiguity
*Nicklas Bergman, Intergalactic Industries, Serial Entrepreneur, Technology Investor and Futurist (Stockholm, Sweden)

Where will technology take us? Are we ready for what the future may hold? The possibilities are endless, and it’s no longer just a question of what technology can do for us, but also what should we allow technology to do. The increasing speed of technological progress is creating a techstorm that will affect all aspects of running a business in the future. Ignorance is bliss but not a viable approach to the disruptive technologies we are facing. So how should a company act in times of great technological turbulence to avoid being eliminated by a ”Kodak Moment”?
[ Link LinkedIn ]

The New Geopolitical and Geoeconomic Landscape: Are We In an Era of Turbulent “De-Globalization”?
The View from the 2015 Davos World Economic Forum
*Paolo Gallo, World Economic Forum (Geneva, Switzerland) (by videoconference)
[ Link Web Site ]

Discussant: *Yury Boshyk, Chairman, Global Executive Learning (Ottawa, Canada)
[ Link Web Site ]

Session 3— Some Critical Global Issues and Their Implications
In Plenary (Riley Auditorium)

Eliminating Global Ignorance (Part II)
*John O'Neil, Author, Advisor, Executive Coach and Angel Investor (San Francisco, USA) (by videoconference)
[ Link Web site ]

Why Learning and Working in the Next 20 Years Will Be Really, Really Diffferent
*Quintin Thom, CEO and Owner, MaintenanceTV (Geneva, Switzerland)
How mobile influences know-how gathering and learning; what diverse media means for transmitting and absorbing information; and how crowdsourcing of knowledge and problem solving works.
[ Link Web Site ]

The World Needs Leaders to Step Up--Meeting the Critical Shortage of Leaders Today
*Tony Bury, Chairman, 3sixtyCapital, Chairman and Founder, Mowgli Foundation, Governor, Prior Park Educational Trustee (Bournemoth, U.K.)

Aperitifs (Old Court / Latimer Room)
Dinner in the College: (Old Court / Great Hall)

Session 4 – Keynote: Promoting a "Culture of Health" Worldwide
In Plenary (Riley Auditorium)

*Tom Gorrie, Chair, Board of Directors, Health Systems Board, Duke University, Trustee, Robert Wood Johnson Foundation, former Johnson & Johnson senior executive (Pennington, USA)
The Robert Wood Johnson Foundation and others are embracing “The Culture of Health” concept because they recognize the links between social determinants of health and healthy populations. The Foundation is investing in this concept because the tools are now available to address those social determinants in a holistic way and connect them to traditional healthcare delivery and financing. The scope of this initiative goes beyond medical care to how we build our cities, how we use transportation, and how we make personal decisions for ourselves and for the ones we love. This comprehensive approach seeks to improve individual health (which is the most important asset a person has), and by extension to improve the prosperity for all nations since a healthy population is the bedrock of economic competitiveness. The Foundation’s goal is to make a Culture of Health a priority for government, community, and business leaders. Having everyone understand that health means so much more than simply not being sick - and that it is a vital aspect of how we live, learn, work and play - will reframe the context for our local, national, and global discussions and priority setting. By strategically investing in Cultures of Health we will have healthier and more prosperous communities and economies.
[ Link Web Site ] 

Session 5 -  Asia and India --Regional Overviews: Strategies, Leadership, and Organizational Learning Trends
Galleria Walk format (Participants choose 2 of 3 areas - every 30 minutes)

1. Japan and Korea (Riley Auditorium)

*K.R. Yoon, President, The Global Talent Management Institute (Seoul, S. Korea) (by videoconference)
[ Link LinkedIn ]

2. Singapore and China (Elton-Bowring Room)

*Su Ching Teng, Associate Professor, Director, Centre for Continuing and Professional Education, SIM University (Singapore)
On promoting continuing education and training for the purpose of workforce development. How Singapore develops its workforce for economic growth and the role “applied” universities play in this.
[ Link Web Site ]

 *Ira Cohen, President, Universal Ideas (Beijing, China)
[ Link Web Site ]

*Liu Lidong, Deputy Director Corporate University, China Resources (Beijing, China)
[ Link wikipedia ]

*Kevin HaoJunshuai, Managing Partner, *Abert Wang, and *Catherine Liu, Beijing Gene 100 Management Consulting (Beijing, China)

3. India (Garden Room)

*Seema Baquer, Director, Concerned Action Now (CAN), a non-governmental, not for profit organisation (New Delhi, India)
[ Link Web Site ] and [ Link FaceBook ] and  [ Link LinkedIn ]

*Mohan Lai Menon, Entrepreuner (Bangalore, India)
[ Link LinkedIn ]

*Allen Sequeira, Senior Fellow, Human Capital and Council Director, HR Leadership Council, The Conference Board,; and Advisor, and formerly Executive Vice-President, Group Human Resources and Leadership Development, Mahindra & Mahindra (Mumbai, India)
[ Link Web Site ]

Session 6 - Europe, the Middle East and Africa--Regional Overviews : Strategies, Leadership and Organizational Learning Trends
Galleria Walk format (Participants choose 2 of 3 areas - every 30 minutes)

1. Europe (Elton-Bowring Room)

*Frank Gierschmann, hkp Group (Frankfurt, Germany)
Talent Management Practices in Europe
[ Link Web Site ]

*Jean-Anne Stewart, Associate Professor, Director of Corporate MBA Qualification Programmes , Programme Director MA Leadership, Henley Business School (Henley-on-Thames, UK)

2. Africa (Glover Room)

*Dinah Hanson, Agribusiness Projector Director, African Association of Business Schools, Agribusiness Network (Johannesburg, South Africa)
[ Link Web Site ]

3. Middle East (Garden Room)

*Tony Bury, Chairman, 3sixtyCapital, Chairman and Founder, Mowgli Foundation, Governor, Prior Park Educational Trustee (Bournemoth, U.K.)

*Alaa Garad, Founder, International Performance Excellence, CEO, Go Ahead Learning Solutions, previously Director, Emirates Center for Organizational Learning (Abu-Dhabi, UAE)
[ Link Web Site ]  and  [ Link Web Site ]

Session 7 - North and South America--Regional Overviews : Strategies, Leadership and Organizational Learning Trends
Galleria Walk format

1. Trends in the USA and Canada (Elton-Bowring Room)

*Michellana Jester, Director of Action Learning, MIT Sloan Action Learning Center, and Lecturer, Global Economics and Management Group, MIT Sloan School of Management (Cambridge, USA)
[ Link Web Site ]

*Hazel Wheldon, President, Multi-Health Systems (MHS), and *Tammie Plouffe, Innovative Pathways (Toronto, Canada)
Global Research on Leaders and Emotional Intelligence; and Canadian Trends
[ Link LinkedIn ] and [ Link Web Site ]

2. Trends in South America (Garden Room)

*Pierre Guillon, Managing Partner, Decision Dynamics (Santiago, Chile)
[ Link Web Site ]

*Fernando Lanzer and *Jussara Nunes Pereira de Souza (Brazil and Amsterdam, The Netherlands)

Session 8- Understanding the Many Varieties of Action Learning

In Plenary (Riley Auditorium)

Overview
*Yury Boshyk, Chairman, Global Executive Learning (Ottawa, Canada)

Action and Reflection--The Challenge of "Double Awareness": Sharing Findings from a Research Project
*Lotte Svalgaard, External Professor, Roskilde University and *Geert Egger, Founder, ActionLab (Copenhagen, Denmark)
In programs the following tendency is often noticed: The teams’ emotional and relational work moves into the background when task orientation increases.  In order to create sustainable learning the question for the action learning practitioner becomes: How do we help participants to tune in and stay with relational and emotional issues, especially when a deadline approaches – and keep double awareness on both task and process?
[ Link Web Site ]

Galleria Walk format (14:30-16:00)

(Participants choose one from the following)

1. Critical Action Learning (Glover Room)

*Kiran Trehan, Professor of Leadership and Enterprise Development, University of
Birmingham Business School, and Co-editor of the journal, Action Learning: Research &  Practice (Birmingham, UK)

This session will  explore the theory and practice of Critical Action Learning (CAL). The emerging varieties of Critical Action Learning demonstrate the momentum that is developing behind a critical perspective on action learning, as well as the potential pedagogic and  practical benefits of adopting such an approach. In addition to educators, CAL has shown the potential to act as a resource for researchers, policy-makers and, business leaders and  practitioners. The current interest in CAL and its application in organizations has brought to the surface a range of important questions  for practitioners. In particular, these relate to the articulation of philosophical assumptions that underpin CAL theoretically and empirically so that the constitution of practice can be assessed.
[ Link Web Site ]

2. "Traditional" or "Classic"  Action Learning (Garden Room)

*Mike Pedler, Centre for Action Learning Facilitation, Institute for Leadership and Management, and Emeritus Professor at Henley Business School, University of Reading (UK)
[ Link Web Site ]

3. Business Driven Action Learning (BDAL) (Elton-Bowring Room)

*Chantal Fleuret (Valbonne, France), *Harold Weinstein (Philadelphia, USA), and *Karl-Georg Degenhardt (Baden-Baden, Germany), Global Executive Learning; *Francis Bealin-Kelly, former participant in the SABMiller Global Action Learning Program (London, UK)
[ Link Web Site ]

4. The Role of the Facilitator: Past, Present, and Future (Riley Auditorium)

*Elaine Clark, Senior Lecturer Health Care Management, and The Revans Academy for Action Learning and Research, Manchester University Business School (Manchester, UK)

The role of the facilitator is a controversial, yet vital one with recent evaluations of Action Learning identifying a link between the facilitator and the impact of Action Learning initiatives.  But in an increasingly complex environment, with multitudinous stakeholders, what is this role? Drawing on experience in facilitating Action Learning across a multitude of settings, including Action Learning at scale on the new NHS Leadership programme, this session will examine theoretical influences, and practical challenges, in the facilitation of Action Learning sets and in doing so, will seek to unravel the skills involved in set facilitation. Together we will explore, and share different experiences, and interpretations of, Action Learning facilitation and in doing so, seek to unpick the following questions: How can the facilitation of action learning best be developed in times of challenge an demand?How can consultants, educators and set members best be supported to act as facilitators? How can the intention of their roles be enhanced?

The Facilitator as Accoucheur

*Christine Abbott, Centre for Action Learning Facilitation, Institute for Leadership and Management (ILM) (London, UK)
Revans was not very encouraging about the role of the facilitator as an 'in set' role, calling them 'some supernumerary' or 'sillytater', however did see a role for a person to facilitate/ encourage and support the organisation to work with action learning. Revans called this role the Accouchuer (literally-  midwife).This session will explore with examples drawn from experience  the role of the initiator who first plants the seeds of the action learning idea, who sets the tone, defines the concept and sets out its ambitions.  It is  in this role relationships are made with senior managers and leaders, clients, sponsors and other stakeholders.   Together with any other “key groups” and “supporting assemblies”, it is from these people that the “Structure d’Acceuill" or structure of welcome for action learning in that organization or system, is built.
      

*John Heywood, Chairman, International Foundation for Action Learning (IFAL) (London, UK)

Business Development Coaching and Learning Facilitation – The Mixed Role of the Business Driven Action Learning (BDAL) Facilitator

*Gunnar George, Principal, Compassion Consulting (Stockholm, Sweden)
In many BDAL programs the purpose is to develop both a company-- in terms of business, networks and culture-- and the individual leaders in terms of experience, thinking and capability. A typical program is based on teams of 6 working for 6 months to advance a strategic Business Challenge specified by Group Management. This teamwork gives plenty of opportunities for feedback and reflection on one's own leadership. The teamwork is complemented by Action Learning sets where each participant shares a Personal Challenge. Experience from 81 Business Challenges and with 21 programs shows that the facilitator's role is a balancing act involving the following roles: business development coach, cross-culture communication facilitator, learning facilitator, interview coach, workshop facilitator, teamwork facilitator, Action Learning sets facilitator, networking facilitator, and presentation coach.

Session 9 -
In Plenary (Riley Auditorium)

Part 1. The Life and Work of Action Learning’s Founder: Reg Revans (1907-2003) (16:15-17:15)

A Brief Overview of  Reg Revans' Life, Values and Work
*Yury Boshyk, Global Executive Learning (Ottawa, Canada)

Revans and Some Aspects of His Cambridge University Years (1928-35)
*Amanda Goode, College Archivist, Emmanuel College, University of Cambridge (Cambridge, UK)
[ Link Web Site ]

Sources for the Study of Action Learning: The Revans Archive and Collection at the University of Salford
*Ian Johnston, University Archivist, University of Salford (Salford-Manchester, UK)

Some unique film footage of Revans will be shown as well.
[ Link Web Site ]

Part 2. Recollections of Reg Revans and Other Action Learning Pioneers: (Panel) (17:15-19:30)

On the Life and Work of Janet Craig

*Liz Little, SW Regional Lead, Personal Health Budgets Delivery Team, National Health Service (Somerset, UK)

On the Life and Work of Ali Baquer

*Seema Baquer, Director, Concerned Action Now (CAN), a non-governmental, not for profit organisation (New Delhi, India)

The Years in Belgium: Recollections of Collaboration and Participation in the "Belgian Experiment" (1965-1975)

*Yonjoo Cho, Professor, School of Education, Indiana University (Bloomington, USA) and Thomas Joh, Professor Emeritus, Department of Management, Konkuk University Business School (Seoul, S. Korea)

Film footage of Revans' close colleague and director, the Belgian leader, Gaston Duernick,will be shown on Wednesday, location to be announced later.
[ Link Web Site ] - [ Link FaceBook ] - [ Link Web Site ]

After the "Return" from Brussels: The Early Years with Reg Revans and the Growth of Action Learning in the UK

*Bob Garratt, International Corporate Governance and Board Development Consultant; Visitng Professor, Cass Business School; Professor Extraordinaire, Chairman, Centre for Corporate Governnance in Africa, University of Stellenbosch Business School (London, UK)

Revans' Manchester "Return" Years: Action Learning as a Development Philosophy and Approach for "Thirld World" Countries

*Pete Mann, Independent learning advisor and international educational consultant (formerly with School of Environment, Education and Development, University of Manchester, UK)

Recollections of John Morris, A Kindred Spirit, at the University of Manchester Business School

*Tony Bury, Chairman, 3sixtyCapital, Chairman and Founder, Mowgli Foundation, Governor, Prior Park Educational Trustee (Bournemoth, U.K.) and addiitonal comments by *Pete Mann

Revans and IMCB: Experiences of The First Action Learning Based Business School

*Charles Margerison (Australia)

Recollections of Revans

*Mike Pedler, Centre for Action Learning Facilitation, Institute for Leadership and Management; and Emeritus Professor at Henley Business School, University of Reading (UK)
[ Link LinkedIn ]

Learning from Reg Revans. Things that I have learned through my association with Reg Revans and his ideas. These include the simplicity of action learning, the idea that learning is a voluntary act, the difficulties of combining learning and organizing, the increasing significance of unlearning and "What is an honest man (sic)?"

*Verna Willis, Professor Emerita, Georgia State University (USA)

Dinner at Clare College (Great Hall)
Robert L. Dilworth/Global Forum Awards for Outstanding Achievement

Session 10 - Understanding The Many Approaches to Innovation: An Overview
In Plenary (Riley Auditorium)

Approaches to Innovation: An Overview

*Drew Boyd, Professor, University of Cincinatti Business School, and co-author of Inside the Box, and Associate, Global Executive Learning (Cincinnati, USA)

How Can Public Sector Institutional Firms Build Their Innovation Capability and Performance?

*Scott Bourke, Lead Business Partner, Innovation (Head of Innovation) Transport for New South Wales, Government of New South Wales (Sydney, Australia)

The challenge of of how we can building institutional – rather than individual or team/group – innovation capability, sustainably and with scalability, has been a complex and somewhat perplexing one for both practitioners and researchers for some time. In this session I will explore how one government organisation is using an innovation strategy (referred to as an Innovation Action Plan) that addresses in an integrated way the people, process and systems organisational dimensions related to innovation to increase the organisation's innovation capability and in turn its business performance outcomes.
[ Link Web Site ]

How Non-Profit Organizations Build Innovation Clusters Globally: The Example of the "Silicon Vikings"

*Bengt Eliasson, IBM (Stockholm, Sweden)

Bengt volunteers as a board member at the Silicon Vikings, a non-for-profit social hub that connects companies in the Nordic countries with companies in Silicon Valley.

[ Link Web Site SV Forum ] and [ Link Web Site Silicon Vikings ]

Session 11 –  Lessons from Experience: Practitioner Perspectives
Galleria Walk (Participants choose 2 out of 4 topics - every 40 minutes)

Siemens' Experiences in Sustaining an Internal Executive Education Alumni Network: Some Lessons Learned (Elton Room)

*Reimar Pashcke, Human Resources, People and Leadership, Siemens (Munich, Germany)

Action Learning as a Solution for UPS: A Narrative Approach (Garden Room)
*Paul Nieminen, Organizational Development, Corporate Office, UPS (Atlanta, USA)

UPS is a global leader in logistics with $58bn (US) in yearly revenue, 435,000 employees, and 2,000 operating facilities. In 2015, the CEO is calling for innovation, global growth, and empowerment.  This session takes a narrative approach to explain how Action Learning is well positioned to deliver on this organizational call to action. In addition to the practical design, development, and implementation of action learning across Europe in 2015, the presenter will reference the underlying principles of systems theory, phenomenology, mindful inquiry, ethnography, and transnational organizations.
[ Link Website ]

Assessing the Impact of Action Learning with Farming Businesses in Wales (Bowring Room)
*Wyn Owen, Organisational Development Consultant (Ymgynghorydd Datblygu Sefydliadol) at Menter a Busnes (Wales, UK)
Agrisgôp is a Management Development programme for farming businesses in Wales utilising Action Learning to develop management capabilities and consequently result in more viable and sustainable businesses. The current programme began in September 2011 and is due to run until March 2015 by which time over a thousand beneficiaries will have completed a mixed measures questionnaire pre, mid and post group. This presentation aims to combine an Action Learning practitioner’s perspective with Organisational Psychology research principles, to share the methodology and findings of the study and to engage participants in discussions around the positives and the pitfalls of evaluating Action Learning interventions.

Lessons Learned from a "Semi-Virtual" Action Learning Company Program (Glover Room)
*Bernhard Hauser, Professor of Change Management at the University for Applied Management, BCHG (Munich, Germany)

A large German Mittelstand group, Maschinenfabrik Reinhausen, world market leader in the regulation of power transformers has undertaken talent development programs very much based on Action Learning. This has also led to a global program for the regional heads. It is done as semi-virtual action Learning program to develop the regional directors, the network among them, and as we can already seen, to develop the global sales organization. The presentation will share some insights on semi-virtual action learning and discuss questions of its application on a global level--as work in progress.

[ Link LinkedIn ]

Session 12 – Lessons from Experience: Practitioner Perspectives
Galleria Walk (Participants choose 2 out of 5 - every 40 minutes)

China Resources: Lessons Learned and Future Developments from Using Action Learning in Our Company and in China (Riley Auditorium)

*Liu Lidong, Deputy Director Corporate University, China Resources (Beijing, China); *Kevin HaoJunshuai, Managing Partner, *Abert Wang, and *Catherine Liu, Beijing Gene 100 Management Consulting (Beijing, China)

China Resources is a Fortune Global 500 company and is SABMiller's major partner in China, with over a decade of experience with Action Learning.

Action Learning and Personal Health (Glover Room)
*Liz Little, SW Regional Lead, Personal Health Budgets Delivery Team, NHS England (Somerset, UK)
The move towards a healthcare system which takes more account of and gives choice and control to people to meet their health outcomes requires a profound cultural shift and changes in clinical practice; Liz Little's work is rooted in  Action Learning principles to develop health care communities  where  Personal Health Budgets and personalised care planning can flourish with better outcomes for patients.  The current  National Health Service is unsustainable; personalisation could be one of the changes contributing to the survival of the NHS.

Stora Enso: Rethinking Leadership: A Successful Transformation Journey Towards a Winning Culture (Garden Room)
*Jerker Enarsson, Manager, Global Leadership Development, Stora Enso (Stockholm, Sweden)
The company is a Swedish-Finnish Group, expanding worldwide in new Business Lines while adjusting capacity in the paper business to shrinking demand with the digitization challenge.
[ Link Web Site ]

Action Learning for Executive Teams in a Hurry (Elton Room)
*Juan Lewis, Liberty Life (Johannesburg, South Africa)
[ Link Web Site ]

The Triple "i" Concept for Action Learning: Inspiration, Innovation, and Irritation (Bowring Room)
*Klaus Bodel, consultant and previously with BMW (Munich, Germany)

A case study on organizational development with new elements of Action Learning experiences, examples and explanations from a company project.

Session 13 - Experimental Session

Participants to choose from one of the following:

Learning Through Play-- Beyond „Gamification“ (Elton-Bowring Room)
*Yesim Kunter, Play Expert and Futurist (London, UK)
Play is the outcome of manifestations of connections with ourselves, others and or our surroundings to achieve deeper meaning. By “PLAY-ing” we develop the skills required for the ‘Playful mind’, which is crucial for creating connections. Play within this context has the overarching role to create awareness, develop and leverage a variety of categories of skills and behaviors.
[ Link Web Site ]

Learning to Play a Musical Instrument: A Metaphor for Executive Coaching? (Glover Room)
*Ian Hall, Glentruim (UK)
A session for those yearning to play a musical instrument, and who would like explore the learning from this experience--and its applicability to Executive Coahing. Simple musical instruments will be provided for a limited number of volunteers.
[ Link Web Site ]

Session 14 - Lessons from Experience: Practitioner Perspectives --Tri-Sector Collaboration
Galleria Walk (Participants choose 3 topics out of 6 - evrey 35 minutes)

Africa and Tri-Sector Collaboration: Examples from the Agribusiness Network (Elton Room)
*Dinah Hanson, Agribusiness Project Director (Johannesburg, South Africa)
[ Link Web Site ]

Omni-Channel Engagement Models in a Highly Regulated Financial Service Industry in Sub-Saharan Africa (Elton Room)
*Juan Lewis, Liberty Life (Johannesburg, South Africa)
[ Link Web Site ]

Action Learning as the Key to Sustained Result-Oriented Action in India (Bowring Room)
*Seema Baquer, Director, Concerned Action Now (CAN), a non-governmental, not-for-profit organisation (New Delhi, India)
[ Link Facebook ]

Disaster Preparedness: An Action Learning Approach (Glover Room)
*Lillie Sapp, Quality Assurance Officer, Training Development, Federal Emergency Management Agency, National Preparedness Directorate, Department of Homeland Security, U.S. Government (Washington, USA)

The Truth About Trust - Leading with Trust and Integrity: Why is it so important to be trusted, and how can we go about measuring and improving trust levels in individual leaders and their organisations?
(Riley Auditorium)
*Christine Abbott, Centre for Action Learning Facilitation, Institute for Leadership and Management (London, UK)
Against a backdrop of falling public trust in key industries and institutions, we set out to understand how organisations can build trust with their most important stakeholders – their individual employees. We will explore the current state of trust in business, identify the most powerful drivers of employee trust and highlight how leaders and managers can increase trust and deliver the associated organisational benefits. Research on this issue was conducted by ILM's Leadership Trust.

Public Sector Leadership and Development (Garden Room)
*Nick Clifford, Senior Fellow, University of Manchester Business School (Manchester, UK)
[ Link Web Site ]

*Paul Collin, Group Head of Leadership Development, ABB (Zurich, Switzerland)

*Karin Kasdin, author, playwright, essayist, and Peace Educator (Philadelphia, USA)

*Nandani Lynton, Global Head, Leadership Excellence, Siemens (Munich, Germany)

*Bernd Möhle, Executive Coach, formerly, Nestle, and Alcoa (Basel, Switzerland)

*Stefano Olmeti, Head of Executive Coaching, World Bank Group (Washington, USA)

Session 16 - Learning Expeditions with SABMiller in Cambridge (Garden Room)
In small groups participants will learn how to analyze and appreciate British pubs and their offerings with the guidance of SABMiller executives, *Gary Haigh and *Tim Clay.
Outside Excursion

Session 17 - Lessons from Experience: Practitioner Perspectives
Galleria Walk

(Participants Choose 3 topics out of 5 - every 25 minutes)

Adapting to the New Demographics and Life Styles: Using Action Learning at Dometic (Elton Room)
*Valerie Binner, Executive Vice President HR, Dometic Group AB (Solna, Sweden), and *Gunnar George, Compassion Consulting (Stockholm, Sweden)
[ Link Web Site ]

Executive Peer Support Groups: What Can We Learn from Them? (Bowring Room)
*Celia Berenguer, Global Head of Executive Development, Barclays (London, UK) and *Bob Russman Halperin, Research Affiliate, the MIT Center for Collective Intelligence (Cambridge, USA)
[ Link Web Site ]
For decades, thousands of CEOs and other executives have participated in peer support groups, often called “forums,” under the auspices of Young Presidents Organization and other professional associations.  These forums provide a confidential, safe place for members to wrestle with their toughest challenges and discuss their highest aspirations.  Why do busy executives make these monthly, half-day meetings an absolute priority?  What principles and protocols contribute to their success?  And what can we learn from the world of forum to bring back to our own companies?  In addition to discussing these questions, participants will also experience a taste of forum through a short facilitated exercise.

Engaging All Stakeholders for Healthcare Transformation (Glover Room)
*Frank Welvaert, Managing Director of the Johnson & Johnson Corporate Citizenship Trust (Brussels, Belgium), and *Paul Culleton, Culleton & Culleton (London, UK)
[ Link Web Site ]

Making Action Learning a Vital Element of Executive Education at a Business School: The "Executive Challenge" at IESE and Lessons Learned (Garden Room)
*Marc Sosna, Executive Education, Director, "Executive Challenge", and Member of the Learning Innovation unit at IESE Business School (Barcelona, Spain)

10:15-10:30 Break

10:30 -12:00
Session 18 -- Preparation for the Learning Expeditions in Action Learning Sets
Action Learning Set Meetings With facilitators from Global Executive Learnng, IFAL, ILM, The Revans Academy at the University of Manchester
In groups of 8 - Participants select 1 out of 7 activities

• (Elton-Bowring Room)
  AstraZeneca - Bayer Life Sciences - British Antarctic Survey - Cambridge Institute for Sustainability Leadership (CISL)
• (Glover Room)
  University of Cambridge Enterprise
• (Riley Auditorium)
  University of Cambridge Department of Plant Science
• (Garden Room)
  Workshop on Play and Action Learning (*Yesim Kinter, Play Expert and Futurist (London, UK) at Clare College)

Session 19 - Learning Expedition Meetings and Workshop

Organized by Chantal Fleuret, Global Executive Learning

Participants Choose one from the following:

*AstraZeneca

*Bayer Life Sciences

*British Antarctic Survey

*Cambridge Institute for Sustainability Leadership (CISL)

*University of Cambridge Enterprise

*University of Cambridge Department of Plant Science

*Workshop on Play and Action Learning (*Yesim Kinter, Play Expert and Futurist (London, UK) at Clare College)

Session 20 - Debrief and Sharing About Outside-In Meetings/Workshops (Elton-Bowring Room)
In Action Learning Sets and in Plenary

Session 21 - Retrospectives and Summary (Elton-Bowring Room)

Aperitifs (Junior Common Room / Old Court and followed by Dinner in Great Hall / Old Court)

Live smoooth jazz band