The Global Leadership Program

Cam Danielsonwww.globalleadershipprogram.net

The Global Leadership Program A worldwide consortium of companies organized

to develop leaders who can envision, inspire, and successfully deploy global growth strategies

Representative companies include:

• Ingersoll-Rand, Mahindra & Mahindra, GDF Suez, UTi, Polaris Software, Kohler Co., and Schneider Electric

The GLP is Global on 4 Dimensions

Curriculum – enterprise management themes related to global strategy and the accompanying organizational and leadership drivers of growth,

Locations – program sites on three different continents,

Faculty – expert teachers and consultants operating in Europe, North America and Asia

Participants – high potential senior managers from the member companies

Candidate Profile High potential senior managers who are likely

successors to direct reports to the CEO Titles of participants in recent programs include:

• President, Retail Solutions reporting to the sector president• Deputy Chief Counsel• MD, Energy Solutions Middle East reporting to the division

president • Executive Vice President, Overseas Operations reporting to

the sector president• Senior Vice President, HR reporting to division president

Development for Top Executives:Emerging Skill and Knowledge Needs

In a 2007 survey of CEOs of multi-national corporations, the areas seen needing more attention by top executives in next 2 -4 years are: Understanding Globalization & its Implications (35%) Skill & Understanding of How to Grow Talent (25%) Creating a Culture of Innovation (20%) Leading Change (15%)

The Three Themes of the GLP

Theme One: Formulating Global Growth Strategies A look at the drivers of economic growth in the

global market and their modern, geo-political roots An examination of social entrepreneurship as a

means of understanding global trends Inquiry methodologies and application of a full-

range of strategy planning tools An examination of the dimensions of value creation

from a global perspective Special focus on emerging markets in developing

post-entry strategy

The Three Themes of the GLPTheme Two: Understanding, Managing, and Changing

Organizations An examination of the constructs of organization reality in

terms of actor strategies Development of a set of tools for organizational analysis and

the implications for change management Development of a framework for understanding different

cultural orientations & implications for global organization A look at global organization structures and operations in

terms of value capture and sustainability Application exercise in conducting a strategic analysis of a

global corporation

The Three Themes of the GLP

Theme Three: Developing Global Leadership Effectiveness

Inspired leadership framework and application exercises to increase capacity to operate effectively in a global environment

An examination of personal orientations toward self and others and individual growth strategies

Multi-rater leadership assessment and individual coaching

The development and implementation of Self Improvement Plans

Unique FeaturesThe program incorporates a live project in different regions of the world.

In week 2, the project will focus on a global company based either in Europe, the US, or Asia and an analysis of the alignment of the organization with its strategy: • Participants interview 10+ senior managers of the project

company and review internal documents in developing their analysis

• Results are presented to the program faculty and top management representatives of the project company

• Participants draw implications for assessing the alignment of their own businesses with their respective growth strategies

Unique Features Participants are assigned coaches who work with them

throughout the program to address individual development objectives surfaced through the use of multi-rater assessments and self-assessment• Focus of these sessions is on talent appreciation – identifying

individual gifts and talents, strategies for leveraging these gifts, and actionable goals for discovering “when we are at our best.”

Peer coaching training and application exercises build the learning network among the participants between sessions• The objective of good coaching is facilitating a process whereby

individuals tap into their own inner reservoir of resources for guidance (meaning) and action (performance).

Program StructureWeek One Understanding Global Market Dynamics The Global Forces of Business Transformation Global Leadership Effectiveness – Part 1 Organization AnalysisWeek Two Global Leadership Effectiveness – Part 2 Creating Value in a Global Environment Action Learning Project – Interviews and Data Analysis Action Learning Project – Team Presentations Week Three Global Leadership Effectiveness – Part 3 Historical, Cultural, and Business Perspectives on India or China Intercultural Communication Strategies International Business Development & Organization Effectiveness

Program Dates & Locations

GLP 4• April 6-11, 2008 – Paris• July 12-18, 2007 – Los Angeles• September 14–19, 2008 – Delhi

GLP 5• February 1-6, 2009 – Los Angeles• May 17-22, 2009 – Brussels• September 13-18, 2009 – Shanghai

GLP 6• February 7-12, 2010 – Paris• May 16-21, 2010 – Los Angeles• September 12-17, 2010 - Dehli

Governing Board Senior HR executives from member companies

working with the principals in the design, development, and delivery of the GLP

The focus of the Governing Board:• Establish a long-term vision and strategy for the GLP• Establish standards for world-class global leadership

development within the GLP• Build the internal capacity of the board to have impact in

creating organizations of consequence Two board meetings and one board retreat annually

Governing Board Membership Senior HR executives from the member companies

include the following titles:• Senior VP of Human Resources• VP of Talent Management• President of Human Resources

Principles include:• Cam Danielson• Bill Davidson• Francois Dupuy• Anil Sachdev

Governing Board Features Board Development Charter

• Objective is to improve the individual and collective leadership capacity of the board

• Activities under the Board Development Charter include:– Dialogue sessions with principles on the results of their research– Dialogue sessions with thought leaders from other organizations

and disciplines– Workshops to build skills and knowledge in coaching, assessment,

and other relevant areas of personal development– Annual retreat to explore new realms of leadership development.

Examples include a 3-day retreat in the lower Himalayas on transformational leadership and a 3-day trek into the Four Corners area of the US to learn about Native American practices in tribal leadership.

Program Fees Consortium members have an annual membership fee of $45,000:

• Fees include the cost of tuition, materials, teaching facilities, and group dinners and daily lunches for 2 participants (lodging and other meals are covered by the participants).

• Fees include membership on the Governing Board. Cost of additional program participants would be on a decreasing

scale based on volume:– Third Participant $20,000 – Fourth or More Participants $17,500

Board development fee of $10,000:• Fees include cost of lodging and meals for the board member at the

annual board meeting and the annual board retreat.

Who We Are

Mesa Research and SOIL are privately held consulting and education groups comprised of former university academics and business leaders. Together we have offices in Los Angeles, Paris, Indianapolis, Chicago, Shanghai, and Delhi.

We are probably best described as a half-way house for practical academics and thoughtful practioners. Our work focuses on helping organizations build and deploy global growth strategies to include developing globally effective leaders.

Who We Are – MESA Research Group A Limited Liability Company comprised of individually held

companies doing business as MESA Research Group • MESA Development – owned by Bill Davidson• Odyssey, Inc. – owned by Cam Danielson• Sifolux – owned by Francois Dupuy

Comprised of 2 lines of business: Strategy Consulting and Executive Education• Some key facts:

– Total executive education experience among the 3 principals is 90 years– Total annual executive education programming booked by the principals is 75

weeks with global clients such as ExxonMobil, GDF Suez, Ingersoll-Rand, UTi, Mahindra & Mahindra, Schneider Electric, Agilent

Program Faculty

Bill Davidson• Chairman of Mesa Research Group, former tenured professor of

strategy at University of Southern California, former global practice head at Deloitte & Touche

• Most widely cited academic in the field of international management between 1985 and 1995

• Author of 9 books including 2020 Vision (with Stan Davis) which was selected the Best Business Book of the year in 1992 by Fortune Magazine. Most recent book is Breakthrough: How Great Companies Set Outrageous Objectives and Achieve Them

• Founding member of the Japan-US Friendship Society and a faculty member of the Dalian Institute in the PRC

Program Faculty

Cam Danielson• A Partner in MESA Research Group and the former head of executive

education at the Kelley School of Business, Indiana University• Research focus on corporate learning strategies, leadership

development, and organization transformation• Formulating Corporate Learning Strategies (with Tim Baldwin)

recognized as the best paper in management development in 2002 by the Academy of Management

• Developed the Global Partnership for Executive Development in 1995, a joint venture with INSEAD and Hong Kong University of Science and Technology

• Has delivered workshops on designing and deploying executive development strategies in Eastern Europe, the Middle East, India, and Southeast Asia

Program Faculty

Francois Dupuy• Former Chairman & CEO of MercerDelta France, a global organization

strategy and change management firm• Research focus on strategic analysis of organizations and change

management• Author of 9 books including the Customer’s Victory – winner of the

1999 Manpower Award for best business book in France – The Chemistry of Change, and Sharing Knowledge – recognized as the best Human Resource Management book in 2004 by Le Monde

• Top ranked executive education teacher at INSEAD where he teaches in the Advance Management Program and in numerous company programs across Europe, Asia, and the US

Program FacultyAnil Sachdev• Founder of the School of Inspired Leadership (SOIL)

focused on leadership development in India• Founder and former CEO of the second largest HR

consulting firm in India (acquired by Right Management in 2006)

• Thought leader in talent management, leadership development, and organization transformation

• Adjunct faculty to leading schools such as the Indian School of Business, Indian Institute of Management, Kelley School of Business, Indiana University, Antioch University, and Ohio University

• Has designed and conducted workshops for more than 30 global firms across Asia and the US

Program FacultyMilton Bennett• Former tenured professor of intercultural communication at Portland

State University and currently adjunct professor in graduate programs of international studies at University of the Pacific (California) and intercultural sociology at the University of Milano-Bicocca (Italy)

• Member of the executive training faculties of Dartmouth’s Tuck School of Business, Smith College, Stockholm School of Economics, Motorola University, Boeing Leadership Center, and Eni (Agip) University.

• Author and editor of Basic Concepts of Intercultural Communication, for ten years a popular text in the field, and American Cultural Patterns (with Ed Stewart), the seminal work on intercultural communication with Americans.

• Originator of the Developmental Model of Intercultural Sensitivity and co-developer of the Intercultural Development Inventory, used by corporations worldwide to design and assess their intercultural and diversity programs.

Program Faculty

John Boquist• John is the Edward E. Edwards Professor of Finance in

the Kelley School of Business at Indiana University. His areas of expertise include corporation finance, financial strategy and analysis, banking and investments.

• Professor Boquist has been a visiting faculty member at INSEAD teaching in their Advanced Management Program for over twenty years. He is the recipient of Indiana University’s highest teaching award. In 1994 he was recognized by Business Week magazine as one of the “masters of the classroom in MBA education”.

Program Faculty

Dominique Jacquet• Adjunct Professor of Finance at INSEAD and CEDEP (since 1990),

Professor at the University of Paris-Nanterre (former Dean of the Faculty of Economics, Management, Mathematics and Computer Sciences).

• Executive Education teaching in inter-company programmes at INSEAD & CEDEP as well as company-specific programmes at Alcatel, Aviva, EADS, France Telecom, John Swire & Sons, Carrefour, Fortis Bank, L’Oréal, Starwood-Sheraton, Total, and Valeo

• 8 years of business experience in various multinational corporations as Internal Consultant, Financial Controller, Group Treasurer and CFO

• Civil Engineer, MBA INSEAD, PhD in Management (Management of Innovation).

Program Faculty

Dumas Ting• President of Mesa Research Pacific Rim focused on the development

and implementation of international cooperation projects• Former CFO of Shanghai in the 1980s under Mayors Jiang Ze Min

and Zhu Rong Ji who later became China’s president and premier, respectively

• Author of Blue Print for China’s National Economy (with Zhu Rong Ji) which provided the economic development roadmap that China has followed for the past 20 years

• Former Chairman of Shanghai Aviation and architect of the first major US-China joint venture

• Former Chief Business Representative to the US from 1989 to 1999 responsible for all official Chinese business with the US