agenda - wbs€¦ · wbs executive education agenda 18:00 networking and refreshments 18:45 opening...

WBS Executive Education

Agenda18:00 Networking and Refreshments

18:45 Opening AddressProfessor John Thanassoulis, Associate Dean

18:55 The WBS Executive Education Suite:

Leading WiselyHari Tsoukas, Professor of Organisational Studies and Jonothan Neelands, Professor of Creative Education

Customised programmes with WBS: The Emirates Group Case StudyPaul McCarthy, Client Director – Executive Education

Behavioural Science and Leadership: Nick Chater, Professor of Behavioural Science

Graduate Diploma in Applied Management: Aileen Thomson, Client Director - Executive Education

Warwick Executive Network: Paul McCarthy / Aileen Thomson, Client Director – Executive Education

Strategic Marketing: Lloyd Harris, Professor of Marketing

Finance for Senior Executives:

John Thanassoulis, Professor of Financial Economics

20:25 Networking and refreshments

21:00 Close

20:05 Questions and Networking

21:00 Close

http://www.wbs.ac.uk/about/person/hari-tsoukas

http://www.wbs.ac.uk/about/person/jonothan-neelands

http://www.wbs.ac.uk/courses/executive-education/

http://www.wbs.ac.uk/about/person/nick-chater

http://www.wbs.ac.uk/about/person/nick-chater



http://www.wbs.ac.uk/about/person/lloyd-harris


Why WBS?World Class Teaching and Research Expertise

http://www.wbs.ac.uk/research/explore/


Climbing in the Rankings: Financial Times

Ranks the Warwick MBA by full-time in the world's top 25, 4th in the UK and in Europe's top 10

Ranks the Warwick MBA by distance learning 2nd in the world, 1st in the UK

Ranks the Warwick Executive MBA as 19th in the world’s top 100, and top in the UK for stand-alone Executive MBAs

Ranks our Doctoral Programme in Europe’s top 3

Ranks our MSc in Finance the UK’s top pure finance course

Ranks our MSc in Management 31st in the world and top in the UK for graduates securing employment


Climbing in the Rankings: The Economist

Ranks the Warwick MBA by distance learning top in the UK

Ranks the Warwick MBA by full-time study in the UK's top 3


"A powerhouse of teaching excellence". Times and Sunday Times

University of the Year

2014-15


Executive Education

A diverse range of bespoke and open programmes tailored for company or personal development needs

Three award-winning conference centres on-campus providing excellent teaching and residential facilities

my.wbs learning portal and alumni community

Applied learning and development

Peer learning and networking


Enjoy the opportunity to explore our offer

Discuss our offer and your development needs over drinks

Apply directly online –

www.wbs.ac.uk/executive-education/

Arrange an exploratory discussion with our client directors

Contact us with any questions : [email protected]

http://www.wbs.ac.uk/executive-education/

mailto:[email protected]


Please allow us to

present our offer:

Warwick Business School

Leading Wisely: The art of judgment

Professor Hari Tsoukas

Professor Jonothan Neelands


Why is wise leadership important?

Most leadership decisions are based on the ability for wise judgment. You may be regularly asked to make choices when faced with complexity and uncertainty.

Wise judgment allows you to:

• assess ambiguous and incomplete situations

• make intelligent guesses

• be alert and attentive to behavioral nuances and situational details

• search for broader principles to apply to a unique situations

• show integrity and courage

• take the initiative.


How do you lead wisely?

being attuned to what people find meaningful as well as to the differences between meanings, values, and perspectives;

seeking to balance conflicting values and stakeholders’ perspectives for the sake of the common good;

paying particular attention to the uniqueness of the context

being sensitive to the time-dependent processthrough which choices and judgments are made

going beyond: the short term; narrow self-interest; the ‘surface’

say things by avoiding the use of the verb to be


Does it work?

Richard Wallace, Head of Midlands Regional Business Centre, NAB Group Clydesdale &

Yorkshire Bank

It was a totally fresh approach to leadership learning.

It was 'real life' cases but with a difference, with dilemmas from modern business issues to historical situations.

It was thought-provoking and energising.

It wasn't about models, it wasn't about theory, it was about practicality and leading wisely.

Textbook leading is not the same as leading wisely and adapting to situations. This course reinforced that fact.


How is it delivered?

We value and use your experiences:

Through applying your experiences of leadership decision making to new learning we build on your strengths

The course is highly inter-active and conversational. We make sure that theory and practice are closely inter-twined

We respect that there are no simple answers or formulas for successful leadership and encourage you to put new learning into your own context

We use creative and innovative teaching approaches:

Through case studies, drama performances, and in-class exercises, you will explore the core features of leading wisely


Why use drama?

We use drama as a sophisticated process of discovery as well as examples from the world’s greatest plays to illuminate decision-making and its human consequences in action.

Being in the heat of the moment allows us to experience different points of view and the often conflicting emotional states of those involved.


Does it work?

The examples and live cases brought out the fact that situations are rarely as simple as may

be superficially portrayed.

There are multiple disparate stakeholders and no single decision is going to keep all of them

content.

Alan Thomson, Director at engineering consultants Arup

I enjoyed the emphasis that leadership is about finding the best shade of grey rather than expecting

to find either black or white.


Customised Programmes The WBS Way

Paul McCarthy, Client Director


‘Managers will need to be comfortable with paradox, with uncertainty and with contradiction in the world around them in order to develop flexible responses to the changing external environment’

Research Briefing - Employment Research Instituteand York Consulting Limited)

Context


Our philosophy and approach

Real personal and

organisational change


The Warwick Experience

Bespoke: a unique proposition driven by your requirements

Innovative: interpreting cutting edge thinking and research for your context

Exciting: interactive, challenging and multi-layered sessions that are enriching, energising and full of possibility

Responsive: embracing internal and external developments in real time

Relevant: to contexts, agendas, and corporate imperatives

Practical: emphasis on live participant engagement


Emirates GroupExecutive Leaders Development Programme


HelloTomorrow

Inspiring a New World


Hello TomorrowEnabling a New

World

http://www.theemiratesgroup.com/


Enabling a New World - Diving In

Programme and Faculty team on the ground

Outside In – Bottom up

Interview Key stakeholders

o Likely participants and their managers

Diagnostics – Surface issues

Initiate research – Live Case Studies

Establish Steering committee


Enabling a New World - Experience

Development and Design

Programme and Element Structures

Selection and Engagement

An Enabling Environment

Crafting the measurable outcomes

WBS Executive Education 27


Emirates Aviation Group Executive Leaders Development Programme Schematic

External Perspective: Global Critical

Innovative

Strategic Thinking and Focus

Enhanced Organisational Alignment & Effectiveness

Effective Leadership Behaviours

Emirates V

ision

and

Valu

esEm

irat

es G

row

th S

trat

egy

ELDP Program Cohort

Programme Goals: To Develop Executive Leaders Strategic capabilities & future potential

360 ° & Psycho-metric

Profiling

Emirates Selection Process

ELDP Modules, Projects,

Challenges

WBS Tutor input & support

Coaching

Mentoring

ALSLearning Logs

Supporting events

PDPMy.wbs

Emirates input & support

WBS Client Director input & support

Business Value Add Process: Alignment - Team & Organisational Learning

Business Value Add Process: Application – Personal Learning

Business Value Add Process: Preparation – Personal Learning & Projects


http://www.onednata.com/new-ceo-appointed-for-uk-operation/


Behavioural Science for Leaders

Professor Nick Chater FBA

http://www.wbs.ac.uk/about/person/nick-chater/


Business is behaviour

Booms and crashes “Signalling” to competitors

Teamwork Organization


Using the science of human behaviour to lead better

Uncovering biases by experiment

Beyond the ‘rational’ agent

The unwritten rules that make teams work

Understanding ourselves


Behavioural Science for Leaders

An intensive course for senior leaders, or those moving into senior positions, in all sectors, with roles involving: Leading and structuring teams

Strategic decision making

Helping build organizational culture

Dealing with other companies, regulators, or media

The course will provide key insights into: The hidden biases in our thinking

How to make better decisions

When teams work; and how to lead them


Six, weekly, evening sessions, 5-8pm

Lectures to introduce key concepts In-depth Q&A and relation to immediate leadership

challenges

Complemented by :

Small group discussion on applying insights Plenary sessions to bringing insights to the group.


Key Themes

Session 1 The Shallowness of Thought

Session 2 Over-Confidence; Over-Optimism

Session 3

Herding in business: When to Follow, When NotSession 4

Strategic decisions: Competing and CooperatingSession 5

Virtual Bargains: How Teams Work or Fail

Dealing with Risk and Uncertainty

Session 6


Diploma in Applied Management


“The aversion in our culture to asking creative questions is linked to an emphasis on finding quick fixes and an attachment to black/white, either/or thinking.”Eric Vogt

http://www.google.co.uk/url?sa=i&rct=j&q=creative+questions&source=images&cd=&cad=rja&docid=7YUMM31LZR744M&tbnid=LNroajaEzqk9nM:&ved=0CAUQjRw&url=http://parse.howdesign.com/professional_development/be-more-creative-by-asking-more-creative-questions/&ei=QNKQUbvCI8qR0AWb2IG4Ag&psig=AFQjCNFlASJ-8RwyMm4dD_t3mWnZD5hfpg&ust=1368531887954114


“Studies of management decision making increasingly reveal organizational problems to be inherently multi-dimensional … they all involve tensions, dilemmas and paradoxes.”

Salaman & Storey


PLDJ

Induction• Diagnostics• Business Simulation• Building high

performing teams• Live Project• Leadership Laboratory• Strategic Thinking

The Warwick Diploma in Applied Management

The

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One Assignment

• Marketing• Finance

One Assignment

•People & Organisations•Managing Change• Leadership & DM

IMMERSION WEEK

Developing Learning

Managers

Five Day Residential

Personal Learning Development Journal

Team Consultancy Project

Getting Organisations

to Work

2 three day workshops

3-way progress review

Work Based Individual Project


to Deliver


3-way progress review

• Strategy•Operations &

Service Excellence

One Assignment


to Respond


The

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Challenging in every way

Self reflection – understanding the effect of your actions / behaviour

Thinking differently

Exposure to other ideas, mind-sets and ways of thinking

Opening our minds to exploring new things

Retrospective look at ourselves

The tools to do something different

Confidence

Being able to experiment and having the chance to get things wrong but with the only consequence being learning

Surprised by how much you could learn in a short period by doing. Used to more traditional learning techniques

Not just about the “how to do” but about attitudes/ behaviours/ approaches

Fantastic opportunity to interact and learn from peers in a safe environment

What our Participants Say

Fresh pair of eyes

Being able to experiment and having the chance to get things wrong but with the only consequence being learning

As I am new to management I knew I had lots to learn but I can honestly say that there was not a minute when I wasn’t learning or experiencing something new I was surprised by how much I learnt but also how

much I have left to learn. I have never been on such an effective course before that was so applied and challenging

Rounded

Come back refreshed

Holistic, applied

Self realisation – identifying gaps / areas for improvement


The WarwickExecutive Network


The Warwick Executive Network is an annual corporate membership which entitles each organisation to send up to six participants to six Masterclasses (equating to 36 places per year).

Provides a safe environment to hear about the latest research and discuss this in the context of real business issues with other executives.

Warwick Executive Network


Getting Organisations to work

The events are targeted at Managers/Senior Professionals and Board Level Directors. Current members use this as an opportunity to stretch their thinking and as part of their talent development programmes.

The Masterclasses expose participants to the latest thinking and practice from Warwick Business School faculty and corporate practitioners. Participants will be challenged and encouraged to discuss the practical implications in a forum chaired and guided by the Warwick team.


The masterclasses are diverse in content, recent ones have included;

Behavioural Science

Strategy in a Dynamic World

The Art of Judgment

Major Causes of Long-term Success

Connecting Strategy to Action through Performance

Competitive Advantage through Inter-Organizational Relationships

The six Network sessions generally take place on a Friday at our award winning Conference Centres. Warwick Business School’s location at the Heart of the UK provides a convenient and accessible venues for both national and international visitors.

Warwick Executive Network


The exchange of ideas across organisations and the ability to bring them together for discussion

Very engaging

…the session was a good, fast paced mix of learning and table activities…..

The skills and knowledge gained from the masterclass will enable me to influence at Management and Team levels

The opportunity to Network is always valuable and the interaction was good.

What our Participants Say

Useful as always –practical and relevant

I liked the opportunity to debate around some of the ideas and to consider people’s different perspectives on the same issue.

Interactive session

Very well pitched

Open discussion

Very good taught content, very interactive, good balance…

The anecdotes/case studies were good insights

Good discussion, good balance

The content gave me enough inspiration to think about our business and what we need to do as an organisation.

….controlled the balance been formality and informality well, allowing dialogue to develop amongst the participants.


Market Driven Strategic Change

Professor Lloyd C. Harris

http://www.wbs.ac.uk/about/person/lloyd-harris



• Developing a Service Focus

• Understanding Market Orientation

• Appreciating Market Sensing

• Valuing Relationships

• Energizing Planning

• Implementing Market Driven Strategic capability; ability

to engage with key economic issues.



Market Orientation

Developing a service focus

Market sensing

Planning change

Implementing change

Market sensing

Market sensing

Mar

ket s

ensi

ng


A Suite of Finance Tools for Senior Executives

Professor John Thanassoulis

https://sites.google.com/site/thanassoulis/


Investing and Hedging Derivatives

Finance and Business Economics for Senior Executives

Behavioural Finance and Investing

Financial Crises: Understanding and Regulating

The Finance Suite


Investing and Hedging Derivatives

DAY 1 foundations: “de-mystifying” derivatives

DAY 2 derivatives “master class”butterfly spread

delta

bull/bear spread

vega

gammawhisper option

immunisation

doom option

box spread

convexity

margin call

binary optionintrinsic value

time value

ratio forward

VIX

CEBO

smile

CDS

FRNswaptioncap/floor

shout option

ratchet option

carry trade

basis swapVaR

tailing the hedge

implied vol

cable mark-to-market

duration

chooser optionITM

strip/strap

backwardation

contango

on-the-run

trash-n-cash

theta

time value

ladder optioncredit spread

OTM

funding risk

ETF

SAM



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Source: Ministerio de Economia y Hacienda



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Spanish Registered Unemployment (000s People)

Source: Ministerio de Economia y Hacienda


Behavioural Finance and Investing


Financial Crises: Understanding and Regulating

“We will not go back to the days of reckless behavior and unchecked excess at the heart of this crisis," President Obama, September 2009.

“What is unfair is if you are an analyst who takes zero risk for the bank, and yet you can still be harmed by somebody who has been acting like they work for a mortgage hedge fund rather than an investment bank," former Lehman employee, October 2008.


Thank you

www.wbs.ac.uk/executive-education/

http://email.wbs.ac.uk/ZLB-2ZA7G-HZSCBD-1CY7RJ-1/c.aspx

agenda - wbs€¦ · wbs executive education agenda 18:00 networking and refreshments 18:45 opening...

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