The Global Leadership Program Cam Danielson

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<ul><li> Slide 1 </li> <li> The Global Leadership Program Cam Danielson </li> <li> Slide 2 </li> <li> 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 &amp; Mahindra, GDF Suez, UTi, Polaris Software, Kohler Co., and Schneider Electric </li> <li> Slide 3 </li> <li> 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 </li> <li> Slide 4 </li> <li> 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 </li> <li> Slide 5 </li> <li> 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 &amp; its Implications (35%) Skill &amp; Understanding of How to Grow Talent (25%) Creating a Culture of Innovation (20%) Leading Change (15%) </li> <li> Slide 6 </li> <li> 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 </li> <li> Slide 7 </li> <li> The Three Themes of the GLP Theme 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 &amp; 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 </li> <li> Slide 8 </li> <li> 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 </li> <li> Slide 9 </li> <li> Unique Features The 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 </li> <li> Slide 10 </li> <li> 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). </li> <li> Slide 11 </li> <li> Program Structure Week One Understanding Global Market Dynamics The Global Forces of Business Transformation Global Leadership Effectiveness Part 1 Organization Analysis Week 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 &amp; Organization Effectiveness </li> <li> Slide 12 </li> <li> Program Dates &amp; Locations GLP 4 April 6-11, 2008 Paris July 12-18, 2007 Los Angeles September 1419, 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 </li> <li> Slide 13 </li> <li> 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 </li> <li> Slide 14 </li> <li> 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 </li> <li> Slide 15 </li> <li> 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. </li> <li> Slide 16 </li> <li> 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. </li> <li> Slide 17 </li> <li> 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. </li> <li> Slide 18 </li> <li> 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 &amp; Mahindra, Schneider Electric, Agilent </li> <li> Slide 19 </li> <li> 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 &amp; 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 </li> <li> Slide 20 </li> <li> 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 </li> <li> Slide 21 </li> <li> Program Faculty Francois Dupuy Former Chairman &amp; 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 Customers 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 </li> <li> Slide 22 </li> <li> Program Faculty Anil 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 </li> <li> Slide 23 </li> <li> Program Faculty Milton 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 Dartmouths 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. </li> <li> Slide 24 </li> <li> 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 Universitys highest teaching award. In 1994 he was recognized by Business Week magazine as one of the masters of the classroom in MBA education. </li> <li> Slide 25 </li> <li> 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 &amp; CEDEP as well as company-specific programmes at Alcatel, Aviva, EADS, France Telecom, John Swire &amp; Sons, Carrefour, Fortis Bank, LOral, 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). </li> <li> Slide 26 </li> <li> 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 Chinas president and premier, respectively Author of Blue Print for Chinas 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 </li> </ul>