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:

• *Dr. Yury Boshyk, Global Executive Learning, France
• *Christine de Panafieu, CEO, Co-Sight, France

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

Panel Session 3: 
Inspiration joins perspiration: How great organizations excel at combining creativity, ideation and implementation-- An action learning workshop

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

• 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

• 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

• *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

• 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.

• 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

• 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.

• 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