Innovation in Leadership

 

INNOVATION IN LEADERSHIP

Many organisations are taking a fresh look at what their leaders do, and what makes them effective and what kind of leadership development will deliver tomorrow’s leaders. We need leaders that can build resilience but couple that with agility; who can prepare for an uncertain future whist dealing with immediate challenges of disruption and competition that can emerge from surprising places, and largely unknown sources.

Learn more about the context of this new Special Interest Group (SIG) in our sponsor’s paper(pdf)

By joining this SIG, you will get a chance to experiment with new techniques, philosophies and technologies and share as well as debate the results of that experimentation. The SIG will, therefore, be both intensely practical, as well as looking at emerging research and pre-implementation experimentation.

Join a group of EFMD member companies, alongside our sponsor and subject matter expert: HULT International Business School (including Ashridge) as well as learning disruptors in order to explore cross-functional strategies, capitalising on open sharing, and drawing on leading thinkers and practitioners to challenge us on specific questions of interest to the group.

Objectives

The goal is to advance thinking about the critical area of leadership, in concrete and in context, whilst cultivating the practices that will encourage innovation and development into the future. The SIG will acknowledge latest research and best practices.

The essential aim is to build a powerful, strategic partnership within the SIG so that members will be confident to share both the challenges they face, as well as initiatives they have planned. The output will be examples of actual practice, set in a contextual frame that will examine three areas: leadership practice, the digital mindset and global trends. Our focus will be at the intersection of these three areas.

SIG Graphic

The group will minimise large group meetings, by using regular webinar sessions and smaller group interactions held in partner organisations. Learn more about the systematic working process here (pdf).

Outcomes

The specific, desired outcomes will be defined after the initial group meeting. However, at this point, some of the outcomes of the SIG could be the following:
  • A shared perspective on the challenges members face in building exemplary leadership and, an account of what they have already done in order to mitigate the challenges they face in identifying and preparing leaders for the current climate.
  • An agreement about what the transformation of leadership inside their organisations means in practice.
  • Shared intelligence about innovative companies, geographies, and approaches.
  • An agreement on the changing role of leaders and what interventions and development appear to best support them.
  • Defining and exemplifying what innovation in leadership development actually looks like.
  • Deep-dives into critical sub-topics, depending on our members’ interests, e.g.:
    • An exploration of the use of new technologies for learning.
    • A look at how concepts such as social learning and knowledge sharing can transform leadership development.
    • Models that emerged from the experiments that appear to indicate the way forward.

Deliverables

There will be four crucial outcomes from this Special Interest Group:

  • Final report that summarising the findings of the SIG, and illustrating the group’s conclusions around the changing role of leaders and the scope of innovation in leadership development.
  • Detailed analysis of why, what, where and how innovation is occurring in leadership development within the SIG member companies.
  • Summary of current research evidencing the changing leadership environment and how that research can encourage and sustain innovative practice.
  • Unique and strong community of organisations that have learnt to work together and share experiences and challenges.

Representatives

Two delegates, one at the strategic decision-making level and one person who is responsible for the implementation of new models and new approaches directly.

Join companies already on board:

Baloise logo Bayer logo Nokia logo Siemens logo
Swissre Barry Callebault  L oreal  Engie
 UBS logo Gas Natural Fenosa   Essilor  

SIG Duration

We expect the SIG to have a duration of around 9 months. This will depend on the agreed work schedule and deliverables. It would involve at least one immersive field trip.

Starting Point

Main sponsor

Hult logo      

Johan Roos, is Professor and Chief Academic Officer at HULT International Business School (including Ashridge) He is known for his work on intellectual capital and innovative strategy processes in the face of complexity. He has worked at Wharton Business School and IMD in Lausanne and also held leadership positions at EQUIS accredited Stockholm School of Economics, Copenhagen Business School and JIBS in Sweden. He founded and led Swiss-based Imagination Lab Foundation. He is an active contributor in the public debate about the future of business education and business schools.

Facilitator

Nigel Paine, He has a background in learning leadership and technology, and is author of two, relevant, recent books: The Learning Challenge: Dealing with Technology Innovation and Change in Learning and Development and Building Leadership Development Programmes: Zero-Cost to High-Investment that Work. He is a fellow of the RSA, CIPD and LPI.

Co-facilitator

Roger Delves, is the Dean of Qualifications and Professor of Leadership Practice at Hult Ashridge, and teaches on HULT EMBA programmes. His areas of interest are; the roles of authenticity, emotional intelligence, ethics and integrity in leadership and decision making.

Fee

  • For EFMD members € 3,000.
  • For non-EFMD members € 4,000.

This includes full participation of two delegates in the SIG also an additional two seats at the EFMD Corporate Advisory Service (CAS) seminar.

How to Join

Registration form

For more information please contact:
Mrs. Shanshan GE
Senior Manager, Corporate Services, EFMD
Tel: +32 2 629 0827
E: This email address is being protected from spambots. You need JavaScript enabled to view it.

Transparent and Adaptive Talent Markets

 

WHEN ‘WORK’ IS NO LONGER WORK

How we work, with whom, what we do and for how long, will be increasingly influenced by the need to be flexible and adaptable. We as individuals — our skills, experience, aspirations, reputation — will be more visible for companies that, in turn, will become less hierarchical and more permeable.

Sponsored by Cisco, this 2017 EFMD Special Interest Group explored opportunities to organise work differently, so that organisations and individuals can adapt in an ongoing process to a dynamic business context, and achieve a better match of demand and supply of talent. This report introduces the concept of a transparent and adaptive talent market. It provides a bold outlook into the future of work and into alternative strategies for engaging people beyond hierarchies, thereby understanding change as an opportunity rather than a threat.

Discover 2017 “Transparent and Adaptive Talent Market” report logo pdf conclusions.

HR leaders from 6 companies provided ample insight into the transformative journey toward such a market approach to managing talent, thereby identifying eight critical enablers and inhibitors.
 

Addidas
Capgemini
cisco
swissre
MSD intel
 

For further information, please contact: This email address is being protected from spambots. You need JavaScript enabled to view it.

An Engaging Place to Work

 

AN ENGAGING PLACE TO WORK

With generation Y entering the labour market and the extended notion of talent management, companies across industries and geographies strive to become and stay an engaging place to work. Organisations with higher workforce engagement are more innovative and more productive.

The 2015 Special Interest Group “An Engaging Place to Work” aimed to explore cross-functional strategies to build a work environment which enables employees to thrive. The group focused on areas like leadership, talent management, values of a new employee generation as well as innovative technologies and how they change our work experience.

Discover the 2015 “An Engaging Place to Work” report logo pdf conclusions.

The goal was to advance the critical field of employee engagement in concrete terms, by creating a menu of “best practices” and jointly developing innovative “next practices” which drive innovation and performance in organisations.
 

Allianz Alstom Baloise Mazars MSD
Pirelli Raiffeisen Bank Repsol SwissRe UBS
Unicredit


logo pdf A special issue of Global Focus was dedicated to spotlight the growing important of employee engagement and analyse the key issues involved.

The outcomes of this SIG are shared within the wider network through the Future Series Webinars :

 

For further information, please contact This email address is being protected from spambots. You need JavaScript enabled to view it.

Digital Age Learning

 

LEARNING IN THE DIGITAL AGE

Sponsored by Capgemini in association with IESE, the EFMD Special Interest Group (SIG) “Digital Age Learning” explored how corporate organisations can equip themselves to fully exploit the learning opportunities of the digital age. The SIG focused on documenting existing good practice and trapping emerging technologies, tools, services or learning paradigms that would help member companies move forward exponentially. It combines, therefore, an intensely practical element as well as looking at emerging research and experimentation.

Discover the 2017 “Digital Age Learning” report logo pdf conclusions.

In addition, you can also consult 2017 logo pdf Capgemini’s detailed research report on digital age learning.

 The overall goal was to advance the critical area of digital age learning in concrete and practical terms, while helping install the practices that will allow innovation and development into the future. The essential aim was to work in partnership with the 16 company members of the SIG and share their initiatives and challenges.


Capgemini

novartis

repsol

santanter

siemens

swissre

GasNaturalFenosa

Unicredit
iese business school Nobel Biocare richemont Ocp
logo pirelli UBS main logo always

solvay logo large

Global Focus magazine has selected logo pdf seven articles to illuminate the process of digital age learning, from a corporate case study to broad explorations of the digital world and the potential for learning to be transformed.

The outcomes of this SIG are shared within the wider network through the Future Series Webinars:

  • "What is Learning in the Digital Age?"
    Speaker: Steven Smith, Regis Chasse (March 2017)
    PLAY or download RECORDING (56 min)
  • "Digital Age Learning in Action – from participant engagement to impacts on the learning team"
    Speaker: Steven Smith & Sarah Otley (May 2017)
    PLAY or download RECORDING (1 hr 1 min)
  • How do I enable digital-age learning? Develop Learning Experience Designers?"
    Speaker: Giuseppe Auricchio & Ernesto Barrios (May 2017)
    PLAY or download RECORDING (58 min)
 

For further information, please contact: This email address is being protected from spambots. You need JavaScript enabled to view it.

Special Interest Group on Leadership Development 2.0

 

LEADERSHIP DEVELOPMENT 2.0

In the past two decades expectations of management development have grown significantly. Companies invest billions in development activities and the installation of new units – corporate universities, talent management, top executive programmes etc. – in order to develop their leadership and management potentials. Nonetheless, the impact of these measures gives us cause for serious concern. In order to ride the current management development tailwind, the experts have determined the necessity to improve architecture, processes, methods, selection of vendors, and evaluation of activities.

The 2013 EFMD Leadership Development 2.0 Special Interest Group initiative was launched in response to the leadership development situation in many corporate organisations.

logo pdf Discover the 2013 “Leadership Development 2.0 Guide”.

Organisations that participated in the SIG worked out which components of established leadership development have to be revised and proposed a detailed roadmap for new solutions.

Allianz logo CreditSuisse logo DTelekom logo Ergo logo
Metro logo Rabobank logo Swissre logo Tesa logo

The outcomes of this SIG have been shared within the wider network through the Future Series Webinars:

  • "How to Move Leadership Development to the Next Level"
    This webinar will present and discuss the 10 levers of the “LD 2.0 guide”.
    Speaker: Mario Vaupel (January 2014)
    PLAY RECORDING (1 hr 29 min)

  • “The Future Role of E-learning in Leadership Development”
    This webinar will reflect the changing approaches of e-learning in leadership development.
    Speaker: Martin Raske (February 2014)
    PLAY RECORDING (1 hr 16 min)

  • “Leadership Development 2.0: A New World for Learners and Developers”
    This webinar will focus on the observable and necessary changes of the learners and developers roles.
    Speaker: Jan Schlüter (May 2014)
    PLAY RECORDING (51 min)

  • "Business Impact of Leadership Development"
    This webinar will put into question the established solutions to measure the business impact of LD and suggest new ways to do it.
    Speaker: Mario Vaupel (June 2014)
    PLAY RECORDING (1 hr 2 min)
 

For further information, please contact This email address is being protected from spambots. You need JavaScript enabled to view it.

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