Korean Action Learning Symposium and The Global Forum on Executive Development and Business Driven Action Learning

Opening Remarks

*Hyeon-Cheol Bong, Professor, Chonbuk National University, and President of the Korean Action Learning Association, Korea

Keynote Speech

Session 1  
DEVELOPING GLOBAL EXECUTIVES

*Yury Boshyk, Chairman Global Executive Learning Network and Chairman of the annual Global Forum on Executive Development and Business Driven Action Learning
A summary of recent research with and on global companies and how they are developing global executives for today and for the future

Chairperson: *Yury Boshyk, Global Executive Learning Network, Canada

Observations and Trends in Global Executive Development
*Scott Saslow, Executive Development Institute, USA
Based on six different benchmarking studies, this presentation will explore important trends and considerations in the industry.

General Electric
*Nina Dankfort-Nevel, China and member of the Global Forum Advisory Board

Korn/Ferry International
Talent Management in the Asia Pacific region

L’Oreal, *Charles de Brabant, Head of Learning and Development, China
Preparing our global leaders for the future

Nokia
*Rita Vanhauwenhuyser, Director HR, Executive Development, Talent, Finland
Performance and Competency Management and Leadership as a Competitive Advantage: The Role of Leadership in the Current Business Environment; Building a Leadership Bench for the Future and the Impact of Leadership on our Brand Image

Session 3  
USING ACTION LEARNING FOR LEADERSHIP DEVELOPMENT

Chairperson: *K.R. Yoon, DuPont, and member of the Global Forum Advisory Board, Korea

Cisco
*Patrick Keating, Director, WW Leadership Development, Cisco, USA
Action Learning at Cisco, Innovating for Executive Development and Business Impact

LG
*Y.S. Yun, Vice President, LG Academy, Korea
 High Potential Leader Development and the LG MBA

Samsung
*Tae Gyun Shin, Vice President, Samsung Group HRD Center, Korea
Executive Development through Action Learning

Session 4  
ACTION LEARNING AND ORGANIZATIONAL DEVELOPMENT IN ASIA AND THE WORLD: COMPANY EXPERIENCES

Chairperson: *Hyeon-Cheol Bong, President, KALA, Korea

Asian Company Learning and Leadership Consortium
*K.A. Chang, Executive Vice President & Chief Human Resource Officer, Singapore Exchange, Singapore
The ability to surface, harness and nurture new perspectives is synoymous with leadership. This presentstion shows how six Asian-based and like-minded companies came together as a Leadership Consortium to explore the 're-perceiving' process.

Cathay Pacific
* Graham Barkus, Head of Organisation Development & Learning and *Graham Higgins, Manager, Organisation Development & Learning, Cathay Pacific, Hong Kong
“Right here right now, but not right:”
Insights and recent practice in executive development within Cathay Pacific and in a multinational consortium. Sustainable profitable growth for a business, and for an individual, depend critically on the ability to let go of what is known and explore other possibilities for the future. How then can we best help successful organizations and successful executives let go of their past and act into new ways of thinking?
    
Shell
*Seb Spears, Senior Consultant, Shell Learning, Shell International, The Netherlands
An Integrative Approach to Leadership Development and Strategic Business Challenges

Volkswagen
*Barbara Gutmann, Volkswagen Coaching GmbH, Germany
The Volkswagen Group Executive Program: 14 Years of Successful Top Executive Development – What’s Next?
Many members of the Management Board have changed over the last two years, and after 14 very succesful program years we are now ”forced” to do ”something new, something different” in Top Executive Development. After a presentation of the history, framework and success factors of the current program, I would like to have an open dicussion on what could come next.

Session 5 
A CEO’S EXPERIENCE OF ACTION LEARNING

*Young Tae Seo, CEO, Hyundai Oilbank, Korea

Session 6  
THE KEY ELEMENTS OF KOREA’S AND ASIA’S ECONOMIC SUCCESS

*K.R. Yoon, DuPont, and member of the Global Forum Advisory Committee, Korea
*Ken Han, President, Visionary Consulting, China

Session 7  
ACTION LEARNING & EXECUTIVE DEVELOPMENT IN KOREA

Chaiperson: *Y.S. Yun, Vice President, LG Academy, Korea

An Overview of Action Learning in Korea
*Yonjoo Cho, Professor, Indiana University-Bloomington, USA and *Hyeon-Cheol Bong, Professor, Chonbuk National University, and President of the Korean Action Learning Association, Korea
The results of recent research involving major Korean companies and organizations

LG Electronics
*J.G. Choi, Head, Vice President, LG Electronics Learning Center and *H.S. Kim, Senior Manager, LGE Learning Center, Korea
Leadership development and action learning over many years at LG Electronics: our success factors

Samsung Life Insurance
*H.Y. Kim, Manager HRD Team, Samsung Life Insurance and *Taebok Lee and Myoung Sook Choi, Paradigm Consulting, Korea
A leadership Development program for high potentials the Samsung Life Insurance leader cultivation strategy

Seoul City: Leadership Development with Action Learning
*Chan-Gon Kim, President, Seoul Human Resource Development Center, Metropolitan Seoul and *Hyeon-Cheol Bong, President, KALA, Korea

Session 8  
MANAGEMENT AND EXECUTIVE DEVELOPMENT IN CHINA

Chairperson: *Nandani Lynton
Clinical Professor of Global Business and Vice President Corporate Learning Asia, Thunderbird School of Global Management, China

Overview of Trends and Issues in Management Development in China
*Nandani Lynton, Professor, Thunderbird, China
An update on current hot issues and new trends in management development in China, with an outlook on the impact of economic and demographic changes on management development in the coming few years.

The ‘Supply & Demands’ of Developing Talent in China
*Ira Cohen, Executive Vice-President, Universal Ideas; Chief Representative, Rutgers School of Business, China International Executive MBA Programs.
A look at training suppliers and their offerings in China and where the needs of management development are being met, including some unique cultural attributes of ‘one-child policy’ mid-level Chinese managers.

How China Transforms an Expatriate’s Mind and Implications for Chinese Going Abroad
*Nandani Lynton, Professor, Thunderbird, China and *Kirsten Thogersen, Professor, Sun Yat-Sen University, China
Presenting research results on highly effective expatriates in China, the authors show how adapting to a very different cultural style impacts the brain in enduring ways. They also report on ongoing research to study the impact of overseas experience on young Chinese, which has implications for management development in China.

On the Impact (or Non-Impact) of Development Programs for Chinese
Managers. A View from the Ground
*Margrit Reck, HR Director People Development,  ABB, China
Drawing on extensive experience with a variety of management
development programs in China, this presentation begs the question of
whether these programs are really to develop leaders or actually serve
a different purpose and so leaders should be developed by a different approach.

Chinese and Korean Management Styles in Comparison
*Peter C Feldinger, General Manager, Novo Nordisk Pharma Korea
Reflections on differences between Chinese and Korean Management and
working style. Impact of differences in national culture and stage of
development on the work place, how people are developed and attitudes
towards change.

Session 9  
SHINMYUNG ARIRANG - KOREAN TEAM BUILDING WITH KOREAN FOLK MUSIC AND DANCE

*I.S. Kim, President and CEO, Learning House, Korea

Session 10  
INDIA: MANAGEMENT AND EXECUTIVE DEVELOPMEMT

Chairperson: *K.R. Yoon, DuPont, and member of the Global Forum Advisory Board, Korea

Trends and Issues In Leadership and Organizational Development
*Mohan Menon, CEO, Sentient Consulting, India

SABMiller’s Top Leadership Discovery Learning in India
*Chantal Fleuret, Global Executive Learning Network, France
This year, SABMiller gathered 300 of its top executives in New Delhi for a three day conference, “Owning the Growth”. Part of the program included six hours of “outside-in” meetings with people who could help them discover and experience the realities of India. We shall describe the process and how they captured and shared their learning. Some participants will share their feedback in a short video

17:30
 

Departure for Dinner, the Korean National Theater
Traditional Korean evening in the theater’s restaurant, hosted by the Korean Action Learning Association

Session 11  
NEW INITIATIVES IN EXECUTIVE DEVELOPMENT

Chairperson: *Danielle Hudon, Rio Tinto Alcan, and member of the Global Forum Advisory Board, Canada

Canadian School of Public Service
 *Patricia Jaton, Senior Director, Leadership Strategy, Design and Development, Canada School of Public Service, Canada
Learning at the Top:
A description of recent initiatives for executives in the Public Service of Canada, including the Advanced Leadership Program (ALP), Leadership Across Borders, and other leadership offerings including the leadership framework which guides leadership learning

International Center for Management Learning, Paderborn School of Business
*Udo Dierk, Professor for Leadership and Entrepreneurship, Germany
Sustaining Innovation in the Global Corporation: The Role of Managers, Leaders and Entrepreneurs
Three archetypes of leadership are investigated, and how they contribute individually and as an organizational entity to the current and future success of a company

Odebrecht
*Guilherme Abreu, Head of Planning, Odebrecht, Brazil and *Fernando Lanzer, Managing Director, LCO Partners, The Netherlands
"When We're 64" - Action Learning Since 1944 in a Brazilian Global Company:
Odebrecht was founded in 1944 on the principles that a) The purpose of everyone on Earth is to serve their fellow human beings; b) Serving happens through work; c) Learning can only happen through work as well; d) Everyone is accountable for creating a successor, so that work contributions continue forever; and e) Sustainability is the ultimate goal of any organization. In the 21st Century, these principles have been labeled as "Servant Leadership", "Engagement", "Learning Organization", "Talent Management" and "Sustainable Development", but the essence of all of these principles is 64 years old. The company is using Action Learning to reinvent itself for the fourth time in its history and to become one of the five largest private companies in the Southern Hemisphere by next year-- goal which it is about to achieve.
 

Trends and Issues in Talent Management in the Nonprofit Sector
*Eva Kmiecic, Senior Vice President, United Way of Canada
Recent studies on talent in the nonprofit sector, US, Canadian and global, have pointed to a major concern: over the next 5 years, some 60% of the leaders of nonprofits are about to retire, together with a corresponding number of senior staff.  Given the traditional lack of attention and resources directed at talent management in the nonprofit sector, this gap is going to have major ramifications on the sustainability of this sector – at a time when most citizens, governments and the private sector have finally begun to value the contributions of nonprofits to GDP and to the overall health of a nation. Investments in leadership development, performance management and active recruitment of retiring executives from private and public sectors are three key strategies identified that will make a difference.

Session 12  
GENDER AND LIFE STYLE ISSUES - AND EXECUTIVE EDUCATION

Chairperson: *Ake Reinholdsson, Global Executive Learning Network, Sweden

Addressing the Work-Life-Balance Challenge
*Pia Anderberg, Novare ACT, Sweden
How to attract, retain and develop the best talents (men and women) by addressing the work-life balance challenge: some experiences from Sweden, a country with a highly developed social security system and one of the least equal countries in Europe in terms of gender diversification in top management.  How to address the younger generation’s desire and interest in greater work-life balance.  Is this just a Swedish problem or a global phenomenon?

Japanese Women in the Workplace
*Michiru Yoshino Mekata, Freelance Journalist,
President,  YZ Co., Ltd., Japan
Past and present conditions of female workers in Japan and the future outlook, vis-à-vis the socioeconomic and demographic conditions

The Development of South African Women Executives: The Bank Seta Program and the China Experience
*Bennie Anderson, CEO, DaVinci Institute, and *Kershni Maharaj, First National Bank, South Africa
The Women Development Programme for the Financial Services Sector in South Africa: The need for women to take up more executive management positions in the Financial Services Sector is real. The programme runs over a three year period and allows women in management positions (within the different banking institutions) the opportunity to explore who they are and what their contributions could be towards business improvement in South Africa. The first cycle has been concluded during March 2008 with a cohort of 15 women. The second cohort was launched during April 2008. One of the participants of the first cohort will share her experiences and benefits as well as suggestions going forward regarding women development in an emerging economy.

The Development of Female Managers in Korea
Women’s Leadership Center, Ewha Women’s University, Korea
(speaker to be confirmed)

Session 13  
ACTION LEARNING CLINICS/WORKSHOPS

Interactive visits to Korean multinational Learning Centers
*LG Electronics Learning Center
*Samsung HRD Center
Global Forum participants will be divided into separate groups and will travel to the Centers for a tour of facilities and discussions.

Session 14  
UPDATES FROM PREVIOUS GLOBAL FORUM PRESENTATIONS AND SHORT BRIEFINGS:
THE GALLERIA WALK

Chairperson: *Nina Dankfort-Nevel, General Electric, and member of the Global Forum Advisory Board, China

Alcan
*Danielle Hudon, Rio Tinto Alcan, and member of the Global Forum Advisory Board, Canada

ANZ Bank
*Robyn Williamson, Head of Learning, Risk Academy, ANZ Bank, and *Stan Rodski, Australia
Mastery in Project Management in ANZ--an Action Learning Approach in a Real-Time Environment:
The ever-increasing rate of change in the global business environment drives the need for reliable strategy implementation. A critical factor in achieving this is successful delivery of the underlying business Projects. This session will explore the business-driven action learning approach taken by ANZ on large, sophisticated & highly complex projects, critical to implementation of strategy. The Mastery Program targets highly skilled Business Project Managers, with 10 – 20 years experience, to assist them, in “real time”, to both lead and manage at the next level, and accelerate delivery of better business outcomes.

Daimler
*Gerhard Meier, Germany

Danone
*Nicolas Rolland, France

SABMiller Africa and GIBS: Transformational Action Learning in Africa
*Shaun Rozyn, Gordon Institute of Business Science, University of Pretoria, and, *Jeff Lomey, South Africa
A business/business school collaboration using action learning as a transformational tool by challenging African mental models, the anchoring of learnings through experiential engagements and by creating communities of practice within SABMiller Africa

Hanaro Telecom, Korea
*Myung-Keun Cho, Hanaro Telecom, Korea
Key Success Factors for our Project Learning Program based on Action Learning

Hyosung, Korea
*Youngwon Kim, Director of Hyosung HRD Center and *Wooyong Eom, Professor, Keimyung University, Korea
Selecting Managers through Action Learning
One of the top ten companies in South Korea, Hyosung, have selected managers through action learning for the past seven years. All those wishing to be promoted to manager should participate in an action learning program and solve one of problems they have at their workplace. Experiences and lessons learned from the action learning program will be presented.

Hyundai Oilbank
*Jo Hee Kim, Director, HRD Team,Hyundai Oilbank, Korea

L’Oreal
*Charles de Brabant, Head of Learning and Development, L’Oreal, China
Experiences of Consortium Learning

South African Experiment, Action Learning and Country Competitivenes:
*Roy Marcus, and Bennie Anderson, Da Vinci Institute, South Africa (with the participation of Lex Dilworth and Yury Boshyk)
The SA Experiment: Based on the Belgium Experiment, The Da Vinci Institute launched the South African Experiment to address challenges related to service quality in the private and public sectors. The experiment will allow executives from the private and public sectors to participate in solving each other’s work based challenges. This will afford senior management the opportunity to engage in unfamiliar work environments and ultimately contribute towards the improvement of quality service delivery in South Africa. It will also allow The Institute, through a qualitative research process, the opportunity to develop an understanding of the DNA of performance excellence for South African organizations.

10:45 - 12:30

Session 15  
NEW INITIATIVES IN EXECUTIVE DEVELOPMENT (Part 2)

Chairperson : *Udo Dierk, Professor, International Center for Management Learning, Paderborn School of Business, and Global Forum Advisory Board, Germany

Sodexho
*Fran Szabo, Special Consultant to SodexhoUSA for Action Learning, and *Lex Dilworth, Strategic Learning Scenarios, Inc., USA
Action Learning Program at SodexhoUSA: Blending Important Corporate Initiatives and Academic Achievement
This global organization adopted action learning by accident and has achieved extraordinary business results. While participants have and can receive academic credit, the practice of action learning goes far beyond that.

SPH Magazines
*Angeline Joyce Lee, Senior Director Corporate Communications and Legal, and *Pang Lee Cheng, Associate Director, Special Projects, SPH Magazines, and *Tony Lai, Managing Director, The Idea Factory, Singapore
Executive Development Through Innovation: The SPH Magazines Story
As one of the most successful lifestyle publishing companies in Asia, the company wondered how it could transform its organization such that innovations would be possible through its top talents across the business. Could a project for innovation also be the impetus for uncovering new competencies among its emerging leaders? A six month project begining in 2007 revealed how developing the best ideas usually comes when we are developing our best people at the same time.

Leadership Apprenticeships
*K.A. Chang, Executive Vice President & Chief Human Resource Officer, Singapore Exchange, Singapore
Can leaders be apprenticed? If so, how does the process work and why? Which part of the leadership development journey is better served via an apprenticeship?  

Executive Development through Innovative Partnerships: Modernizing Government Service Delivery
*Paul Migus, Director, LGT Executive Performance Inc., Canada and former Assistant Deputy Minister, Government of Canada
When the largest department in the Government of Canada decided to transform how services were to be provided to the public, it had to look beyond its top talent . In order to put citizens at the heart of its service transformation, the department sought  partnerships with global experts who worked side by side with selected executives and interdepartmental teams to learn from best practices, to undertake global research, develop proofs of concept, develop business models, and apply successful transformational change experiences . The result was the establishment of one agency –Service Canada- with one-stop service for all government services. The Minister of Finance announced this as “one of the biggest single reforms ever in Federal operations.

Coaching for Behavioural Change and Strategy Execution
Weyerhaeuser representative, and *Leland Russell, GeoGroup, USA
How the company achieved a major strategic overhaul in just 12 months to take its home building products in a whole new direction. To ensure high-velocity execution, external coaches helped 300 leaders rapidly learn and implement “Fast Time” processes and tools. We shall discuss how the execution process was organized and how the external coaches supported the Business Leader Team and the HR team using an online Collaboration Center. We will also cover the difference between Coaching for Behavioural Change and Coaching for Velocity Execution.

LUNCH

Session 16  
CULT OR CULTURE – WHAT HAPPENS DURING COACHING?

*Klaus Bodel, BMW Group & EMC - Excellence Management Consulting, Germany and *Karine Rémolu, Humanworx, France/ Germany
The theme of our discussion is best summarized by the anthropologist Margaret Mead:” As the traveller who has once been from home is wiser than he who has never left his own doorstep, so a knowledge of one other culture should sharpen  our ability to scrutinize more steadily, to appreciate more lovingly our own.”

Session 17  
THE ART OF TRANSFORMATION: WHERE BUSINESS LEARNING AND ART INTERSECT

*Wim Lammertink, HR&C Director Global -  EPG, Johns Manville Europe GmbH,
*Patti Dobrowolski and *Chris Chopyak, Alchemy: The Art of Transforming Business, U.S., U.K.
How global companies have used live drawing, illustration and large scale mapping to lead, drive change initiatives through action learning. With coloured markers and lively instructional facilitation, participants will explore a business challenge and create unique solutions through the hands, eyes and heart of an artist.

Session 18  
WHICH PSYCHOMETRIC TOOL TO USE?

*Harold Weinstein, former COO, Caliper Corporation, USA
Participants will have an opportunity to reflect on their own experiences and expertise, share their knowledge with others and develop a collective point of view regarding:

Best practice criteria for selecting the right tools the right purpose
Common types and uses of the most popular psychometric tools
Advantages and disadvantages of using the most popular psychometric tools
Best practices for administering psychometric tools
Best practices for using and providing feedback
Key advantages and key cautions for using psychometric tools

Session 19  
DISCUSSION WITH AUTHORS

*Lex Dilworth, co-editor, Action Learning: Origins, Evolution and Applications (forthcoming)

Session 20  
INTERNET TECHNOLOGIES AND SOCIAL NETWORKING:
BLOGGING, WIKI AND OTHER WONDERFUL THINGS -- BUT ARE THEY CRITICAL TO EXECUTIVE EDUCATION AND ACTION LEARNING?

Chairperson: *Drew Boyd, Johnson & Johnson, USA

*Drew Boyd, Johnson & Johnson and *Chris Allen, Alacrity, USA

*Bill Smillie, Second Life, formerly IBM, USA 
*Tony Audino, President, Conenza, USA
Company networks for all employees, past and present

REFRESHMENTS AND FINAL DINNER at the Ritz-Carlton
Hosted by Global Executive Learning

2009 Venue Presentation and Closure