THE NEW AGEOF STRATEGY& INNOVATIONISTUD-LinKS@Wharton W9September 16, 2008 in MilanOctober 3, 2008 in CopenhagenOctober 26-30, 2008 in PhiladelphiaOctober 31, 2008 in New York City

STR ATEGY DESIGN IN REAL-TIMESPECIAL SESSION ON STR ATEGIC BOARD WORKSOLVING C H A L L E N GES – BASED ON PARTICIPANT’SEXPERIENCES EXECUTIVE COACHING

Join a select group of Scandinavian, Italian and global executives on this world-class knowledgeExpedition. The ISTUD-LinKS@Wharton program was developed in collaboration with the world’sleading business school, The Wharton School at the University of Pennsylvania and the LinKSNetwork.

Testimonials from previous LinKS@Wharton participants“It gave me a much better understanding of what will be serious business areas in the future.”/ “It inspires you to seeksolutions in a broader context. T h e people in the group itself are inspirering, thanks to the careful selection of participants.”/“You begin to approach innovation, branding and learning in a more professional way.”/ “It’s the interaction between the groupand Wharton that makes it work.”/ “I’m inspired to handle changes with new insights, views and tools!”/ “I will be better able tosupport the creativity flow in my organization.” / “This is a leap toward the future in business!” / “Ackoff provided incrediblehistoric understanding and future insights.” / “Good networking; it was a great team!” / “World-class!”

PROGRAMINTRODUCTION

You are personally invited to join the ISTUD-LinKS@ Wharton W9 Program in company ofa selected group of top executives.

The ISTUD-LinKS@Wharton W9 program is aworld class knowledge expedition with longterm benefits. With focus on core issueswithin strategic business development andincluding focus on strategic board work, it willbe highly relevant to pair top executives andboard members for joining the ISTUD-LinKS@Wharton W9 Program. T h e quality ofstrategic work is changing tremendously,enhancing the necessity of the interplaybetween executives and boards. T h e W9program supports both perspectives andframes the interface between the two.

At ISTUD and LinKS, we believe that globaloutlook combined with strategic perspectivesand decisions are crucial for creating worldclass leadership and growth. Strategy is aboutreflecting on the tendencies and uncertaintiesaround you and determining a way forward.

To dissolve tomorrow’s crisis today, you mustbe more than analytical in shaping youridealized business design for the future. Youhave to grasp complexity on a global scaleand make the decisions. You cannot fix abusiness model that is outdated by fixingparts of it. When the rules of the gamechange, you need to drive a new model.

Today’s visionary leaders are challenged bythe need to continuously monitor the contextand impact of change. How do you see thebigger

picture? What is beyond the horizon and belowthe surface? How do you make sense of weaksignals in the business environment, understandthe dynamics of customer and employeeperceptions and see new strategic challengesand opportunities before they impact your corebusiness?

This is at the core of the ISTUD-LinKS@Wharton W9 program.

ISTUD-LinKS@Wharton W9 is an opportunityto learn from some of the world’s leadingprofessionals at the Wharton School - togetherwith a carefully selected team of topexecutives and board members - primarily fromScandinavia, adding special participants fromLinKS Italia and the rest of the world.

T h e key to the success of the ISTUD-LinKSprocess is the diversity between the carefullyselected participants, combined with the highlevel of interaction and the world classknowledge providers supporting the learningprocess. Each program is uniquely designed tomeet the most alluring leadership challenges.From the outlook of significant insights ofstrategic business development, the ISTUD-LinKS@Wharton W9 program will challenge topexecutives and board members on their mentalmodels to progress on strategy and leadership.

Marella Caramazza, General DirectorFondazione ISTUD

Mette Laursen, CEO and Founder LinKS

ISTUD-LINKS@WHARTON W 9PROGRAM

The ProgramThe program focuses on radical strategicframing. T h e agenda ranges fromdetermining peripheral parameters, designingnew solutions on business challenges andmodels and roadmaps for positioning andnavigating the company. All seen from the topexecutive’s perspective and with benefit tostrategic board work.

Co-Created Value and Strategic Board WorkISTUD - LinKS@Wharton W9 program isapproached from driving co-created valuethrough networks and open alliances,including a special session on strategic boardwork.

“The new age of strategy and innovation”deals with the consequences of the flatworld and networked society and how toreshape your leadership and businessaccordingly. It is about keeping a tight grip oncore competencies while executing networkorchestration. And it is about staying on topwhen the market goes down.

The new challenges, new possibilities and newrisks brought by the global market increase thecomplex premises for business decision-making. Global collaboration opportunitieshave moved in next door holding hands withglobal competition. The growing uncertaintythat comes with the global market has caused atransformation, where competition isincreasingly “network against network” insteadof competition at the organization level.

This shift brings significant changes to thevalue chain and consumer behavior. Globalincidents and movements on the globalmarket have direct impact on local as well asinternational business and competencyaccessibility.

W9 challenges some of the traditionalfundamental concepts of strategic businessdevelopment. Taking off from the proveninsights and theories on network-basedstrategies, we investigate, reflect and progresson the consequences to leadership, strategydesign and the new theory of the firm.

This program is designed to address strategicchallenges from the W9 participants’perspectives. The W9 participants will addressand work on their strategic challenges withworld-class professors and gurus at theWharton School, using strategic tools andinnovative methods that quickly achieve a newlevel of actionable learning. Once again, anextraordinary team will lead the W9 groupthroughout the week with a high level ofinteraction as they work together toaddress complex challenges.

The ParticipantsT h e program will provide participants with theopportunity to review and renew the mindsetand strategy of their organizations orbusinesses. It is therefore targeted for boardmembers and top executives in both privateand public sectors who are responsible fortheir organizations’ strategic direction. Thedesign of the ISTUD-LinKS participant teamconsists of personally selected executivesfrom private corporations and publicorganizations, political opinion leaders andentrepreneurs. T h e group consists ofScandinavian executives as well as selecteditalian executives, adding participants from therest of the world.

SELECTED PROGRAMSESSIONS

The Evolving World: a PanelThe opening panel will explore with the participants’the major advances and changes in information andcommunication technology, science, consumerbehaviour, globalization, social political andeconomic realities, environmental changes andother forces which offer both opportunities andthreats. This will provide a background against whichparticipants can reassess their current challenges.

IDEALIZED DESIGN & RECREATINGTHE ORGANIZATIONR U SSELL ACKOFF, PROFESSOREMERITUS, T H E WHARTON SCHOOL,UNIVERSITY OF PENNSYLVANIA

Systems thinking requires organizationaltransformations, not reformations. This meansfundamental change of structure and function. Fourof the most important changes will be discussed.(1) Democratization of the corporation, (2)Conversion to an internal market economy, (3)Replacing the two-dimensional tree-structure with amultidimensional structure that eliminates the needfor frequent restructuring, and (4) Developing thesupport system that converts a corporation into alearning system.

INTRAPRENEURSHIP AND NEWBUSINESS MODELSRITA GU N T E R MCGRATH, ASSOCIATEPROFESSOR, COLUMBIA BUSINESS SCHOOL

Strategy is not just a word – it is action! Oftencompanies devolve to planning with no time forstrategy. But combiningstrategy and planning into one process is a toxicmixture. Topics: (1) Business models as unit ofanalysis for strategy, (2) “GO” strategy metaphor,(3) External resource manipulation to influencethe value of internal resources

PROFITING FROM UNCERTAINTYPA U L SCHOEMAKER, RESEARCHDIRECTOR OF THE MACK C E N T E R FORTECHNOLOGICAL INNOVATION, T H EWHARTON SCHOOL, UNIVERSITY OFPENNSYLVANIA, ADJUNCT PROFESSOR OFMARKETING

This multi-part session begins with an overview ofhow to scan the external environment for importantperipheral signals.The following session focuses on commonjudgment errors that plague even the mostexperienced executives, especially when dealingwith uncertainty. Various decision traps will beillustrated in the context of day-to-day choices wemake in our professional and personal lives. Theremaining sessions focus on strategic planningunder conditions of uncertainty, especially thepower of scenario planning. This methodology willthen be used as a platform for identifying anddeveloping key success factors for the future.

Learning Objectives:1. To recognize the pitfalls associated with scanning

for weak signals, especially flawed judgments.2. To introduce a systematic process that enables

the construction of multiple scenarios about thefuture.

3. How to use scenarios in developing strategiccompetencies, new options and a dynamicmonitoring system.

STRATEGIES FOR INNOVATIONK A R L ULRICH, CIBC PROFESSOR ANDCHAIRMAN OF THE OPERATIONS ANDINFORMATION MANAGEMENT DEPARTMENT,T H E WHARTON SCHOOL, UNIVERSITY OFPENNSYLVANIA

This session looks at radical new products and thedevelopment process, including the market launch.Participants learn what distinguishes the productdevelopment process for radical products fromincremental new products. Other topics coveredinclude performance measures to evaluate radicalnew products and how to identify and avoid pitfalls.This session focuses on strategies for developing

New-category products. Products for which thetarget market, as well as the technology, are notwell understood yet (e.g., Red Bull and Starbuck’sFrappucino when they were launched). Theobjective of this session is to introduce participants tochallenges that arise when managing radicallyinnovative projects. Typically, such projects do notfit the mold of the existing R&D processes, whichmay lead to tensions and disappointments, ifmanaged incorrectly. Potential cases to bediscussed and looked at for lessons learned includeHewlett Packard, Kitty Hawk and Segway.

LEADERSHIP AND DECISION MAKINGMICHAEL USEEM, WILLIAM AND J A C A L YNEGAN PROFESSOR OF MANAGEMENT,DIRECTOR OF THE C E N T E R FORLEADERSHIP AND CHANGE MANAGEMENT,T H E WHARTON SCHOOL, UNIVERSITY OFPENNSYLVANIA

Intensifying competition and demand for highperformance are pressing firms to become moreflexible, more resultsfocused and faster-acting.Companies are finding that this requires strategicleadership and a supportive culture, and that it hasbecome all the more critical in an era of greatuncertainty and change. The challenge is to buildeffective managers and well-led teams throughoutthe organization. Leadership in an unpredictableworld requires a capacity to instill a compellingvision of the firm’s future and to communicate thestrategy for achieving it. Leadership depends onfostering a culture throughout the organization thatplaces a primacy on personal responsibility,professional achievement, and consistent results.And it requires a capacity to think strategically, planeffectively, and act decisively. In this session,participants learn what strategic thinking is and howthey can develop it throughout their organizations.

NETWORK BASED STRATEGIES ANDCHALLENGES TO MENTAL MODELS OFGROWTHDR. YORAM (JERR Y) WIND, LAUDERPROFESSOR AND PROFESSOR OFMARKETING, T H E WHARTON SCHOOL,UNIVERSITY OF PENNSYLVANIA

Drawing on the latest research in neuroscience,Jerry Wind explains how people’s mental modelsstand betweenindividuals and reality - distorting all perceptions -and how they create both limits and opportunities.He will show participants how to keep their ownmodels relevant and fresh. They’ll learn how todevelop new ways of seeing; when to change to anew model; how to swap amongst a portfolio ofmodels; how to zoom in and out to understandcomplex environments; and how to do “mind R&D”- improving one’s models through constantexperimentation. Wind explains why it’s so hard tochange mental models, and offers practicalstrategies for dismantling the “hardened missilesilos” that are one’s old and obsolete models.Simply put, this is a hands-on guide tounderstanding the mental models that surround anyorganization and individual: the key to breakthroughsuccess in business - and in life.

KICK OFF ATLINKS REUNION:The new age of Strategyand innovation – challengingStrategic Board WorkOCTOBER 3, 2008 a t 12.00 to 17.00

LinKS Reunion is the kick-off for ISTUD-LinKS@Wharton W9. The W9 Participant teamassembles for the first time to get to know each other and to frame the W9 Program.

LinKS Reunion is also an important occasion for the LinKS Network. LinKS Alumni meet aroundpolitical and social issues important to their strategic development and the welcome W9 toLinKS.

On the occasion of LinKS reunion on October 3, we will meet in Copenhagen to explore the shiftthat is happening within strategic board work.

In today’s board work, corporate governance is a key issue that takes up lots of energy but does notcreate a strategy of the future. a central shift is taking place: the major challenge in strategic boardwork is how to turn companies into truly global players. In consequence, board members facecomplete new patterns of understanding business.

At LinKS Reunion on October 3 we explore:• Setting the scene for real-time strategic leadership and challenging board work in that

perspective• New expectations for boards in the globalized world• Framing the responsibilities and critical issues of strategic board work

Key Questions to be Explored:• What is expected from the top executive in the new age of strategy and innovation?• Which new patterns and mental models are board members facing in the understanding of

business?• What is the value of a diversified board and which diversity principles are necessary?• How do you challenge your board as a leader?

PROGRAMPREPARATIONCollecting Challenges for W9

Executive coachingWe support you personally, to make your leadership education a relevant, inspireringand rewarding experience. We will work with you to identify what is most important foryou to learn, optimize your time and challenge you to use your new insights rightaway. In order for us to ensure that each participant’s needs are met, our LinKSexecutive coach, ulrik Schiøtz, will spend time with you before, during and after theweek at the Wharton School.

The results and benefits will be threefold:1. The insights gained will directly influence the final design of the Wharton program.2. Participants will gain a unique insight on the strategic challenges of the future as

seen from the leaders’ perspectives.3. Participants will gain a unique insight into the power of storytelling, complexity analysis

and social intelligence.

COMPANYVISITS

T h e W9 program has company visits in Philadelphia and New York City as part of the learningprocess. T h e company visits are highly interactive, with much knowledge sharing betweenpresenters and participants. Companies are carefully selected and linked into the program. T h ecompany visits are designed to reflect the competencies and needs within the W9 team. Thus, thecompany visits will be determined accordingly. By now, following visits are suggested – subject tochanges.

The Boeing Companywww.boeing.com

Boeing is the world’s leading aerospace company and the largest manufacturer of commercialjetliners and military aircraft combined. Boeing is world known for the innovation power includingintelligent systems, multifunctional structures, advanced materials processes and more. We will bevisiting with the rotorcraft division based in hiladelphia, highlighting the newest chinook helicopterand the strategic thinking behind this division.

Samsung Experiencewww.samsungexperience.comSamsung is one of today’s most successful companies, winning in a global market by focusing oninnovation and design. this visit is about linking strategy and innovation on a global scale throughfocused leadership. at Samsung experience we will understand the key role of design in a globalcontext.

The Penn Clubwww.pennclub.orgOctober 31, we take off for New York for a company visit. We have lunch at the distinguished pennclub to wrap-up the learning experience and next steps…

THE ISTUD ALUMNINETWORK

The ISTUD Alumni AssociationThe Alumni are one of the greatest assets of Business Schools throughout the world. The success of formerscholars helps to build the success of the school. The school's reputation means being able to enjoy thebest resources and talents, offering quality projects and prospects. This contributes to create a more close-knit, widespread and effective network of people who feel that their education helped to strengthen theirpersonal qualities.

The ISTUD Alumni Association is a thriving and challenging network which provides opportunities to buildon the relationships begun at ISTUD and to develop networks across a growing community.

The ISTUD Alumni, through its commitment to deliver opportunities for continuous lifelong learning, offers asupportive and collegiate way for individuals to continue their development.

www.alumnistud.org

THE LINKSALUMNINETWORK

The LinKS Alumni NetworkWhen you attend one of the LinKS executive programs you become a member of the LinKSalumni network – a link into the networks of hundreds of leading executives. at LinKS we are verycareful about the values of this network and how we create collective value together. We meetonly if there is a great opportunity and we move the connections fast if that is what you need tosolve a challenge.

T h e member activity varies from person to person and within periods in your life. this is apersonal membership that follows you across organizations. The network works as a natural partof the executive programs and LinKS projects in general. You will be involved according to yourambitions and wishes.

We welcome you

The Wharton FellowsT h e LinKS Alumni Network is a part of the Wharton Fellows international programs. LinKSAlumni are offered membership in the Wharton Fellows network and have access to its programsaround the world. Wharton Fellows is a lifelong network of thought leaders — senior executives,Wharton faculty and leading experts — that provides critical knowledge and unparalleled decisionsupport to proactively meet the business challenges of nonlinear, disruptive change. Theprogram’s unique format — short, intense onsite sessions and a continuously linked community ofexperts — helps members to constantly challenge their assumptions, develop and test new ideas,and stay ahead of the competition.

www.executiveeducation.wharton.upenn.edu/fellows

LinKS Global ReunionsAt LinKS, we always meet with a purpose. We frequently invite all LinKS Alumni for reunionswhere we approach strategic business from different radical angles.

This is the occasion to meet in the LinKS Alumni Network about global, political and businessrelated shifts that are happening right now in the world. Together with specially invited guests fromacross the world, we work with our collaborative intelligence. t he atmosphere is intimate; thenumber of participants limited; and the clue is that no participant leaves the reunion without beingchallenged on his or her mental model.

At the occasion of LinKS Global reunion on September 24, 2007, Forbes chief editor RobynMeredith, Tricon Group Chairperson Shaikha Al Maskari and Verizon Executive Michael O’Rourkeconnected with LinKS alumni and guests under the title LinKS Global Reunion - 7000 miles and aheartbeat away – Sensemaking. We investigated and reflected on the perspectives for businessopportunities and business models within cultural contexts, societal designs and professional areasof expertise. a main subject was consequences and opportunities brought by the tectonic shifts inthe economic and political power play which are developing across the globe. Digital tv highlightscan be seen on the LinKS blog at www.linkslabs. com.

The venue for LinKS Reunion on May 19, 2008, was TrygVesta BusinessLab – the ‘heart office’of TrygVesta and the icon for innovation and future safekeeping of TrygVestas customers.BusinessLab is designed by LinKS. CRO of TrygVesta Stine Bosse lead the day together withthe LinKS Team. T h e challenge we have set ourselves and the participants was to explore howto drive value through open alliances, business wise and as a top executive. We co-created thestrategic solution while driving through exploration routes with our specially invited guests, MortenKjærum, Human Rights; Christian Bason, Mind Lab, Per Felthaus and Torben Klitgaard, Arkitema.

THE FACULTY

PROFESSOR RUSSELL ACKOFF

REDESIGNING SYSTEMSDr. Russell Ackoff is chairman of IN T E R A C T : t he institute for interactivemanagement. Some of I N T E R A C T ’s recent consulting projects includecorporate and national development planning, organizational design andredesign, development of marketing strategies and management supportsystems, and urban development and transportation planning. Ackoff iscurrently Professor Emeritus of the Wharton School at the University ofPennsylvania and has also had teaching appointments at Wayne StateUniversity, the Case Institute of Technology and the University of Pennsylvania.He has written or co-authored 20 books and more than 200 articles foracademic journals. Russ has a B.S. in architecture and Ph.D. in the philosophyof science, both from the University of Pennsylvania.

PROFESSOR RITA GUNTHER MCGRATH

I N T R A PR E N E U R S H I P AND NEW BUSINESS MODELSRita McGrath is associate Professor – Management Faculty, ColumbiaExecutive Education. She works extensively with leadership teams in Global 500companies who wish to develop their capability to drive growth. in addition to herpopular speaking engagements, she works in partnership with organizations totake their strategic thinking to the next level. Prof. McGrath is often cited in thepress and has appeared in television and radio programs on numerousoccasions. She is currently working on a new book, tentatively entitled “DiscoveryDriven Strategy”. Her Ph.D. is from the Wharton School, University ofPennsylvania.

DR. LARRY LIGHT

BRAND POSITIONINGLarry Light is President and CEO of Arcature, a management consultingcompany that advises companies on how to create, build and manage brands.His experience in the strategic management of brands has earned him aninternational reputation in business and academia. His branding principles andmethods have been used by marketers in packaged goods, high technology,services, automotive, corporate and business-to business marketing. Larrybegan his career in 1965 as a market researcher at BBDO Worldwide where hewas Executive Vice-President responsible for Marketing and Media Services anda member of both the Board and Executive Committee. In 1982, Larry joinedTed Bates Advertising where he became Chairman, Chief Executive Officer ofthe international division of Bates Worldwide as well as a member of theworldwide Board. A graduate of McGill University, he earned his Ph.D. fromOhio State University.

PROFESSOR PAUL SCHOEMAKER

S T R A T E GY, SCENARIOS AND PERIPH E R A L VISIONDr. Schoemaker serves as research Director of the Mack Center forTechnological Innovation at the Wharton School of the University ofPennsylvania, where he teaches decision making and strategy. For overtwelve years he was a professor in the Graduate School of Business at theUniversity of Chicago specializing in strategy and decision sciences. He hasalso been a Visiting Professor with Cedep at INSEAD (France) and theLondon Business School. He took an extended sabbatical with the scenarioplanning group of Royal/Dutch Shell in london, and has since worked withover 100 organizations around the world.

PROFESSOR MICHAEL USEEM

LEADERSHIPMichael Useem is William and Jacalyn Egan Professor of Management andDirector of the Center for Leadership and Change Management at the WhartonSchool, University of Pennsylvania. Professor Useem has completed severalstudies of corporate organization, ownership, governance, restructuring,outsourcing, and leadership. He also edits the monthly electronic bulletin,Wharton Leadership Digest. He holds a B.S. from the University of Michigan andan M.A. and Ph.D. from Harvard University.

PROFESSOR YORAM (JERRY) WIND

T H E POWER OF IMPOSSIBLE THINKIN GDr. Yoram (Jerry) Wind is the Lauder professor and professor of marketing atthe Wharton School of the University of Pennsylvania. He is the foundingdirector of the Wharton “think tank,” t h e SEI Center for Advanced Studies inManagement. Dr. Wind joined the Wharton staff in january 1967, upon receiptof his doctorate from Stanford University. He is the founding editor of WhartonSchool Publishing (Wharton’s joint venture with Pearson) and the founder andacademic director of the Wharton Fellows Program. Prof. Wind and LinKSdesigned and delivered a Wharton fellows program together in 2005 acrossCopenhagen and Milano on strategy, innovation and design.

ABOUT FONDAZIONE ISTUD

ISTUD, founded in 1970 through the initiative of Assolombarda and a group of large Italian andmultinational companies has followed the evolution of contemporary Italian management, significantlycontributing to the diffusion of a modern “management culture”: more than forty thousand managers andmanagerial staff have attended its programs, and many professionals working the world over in trainingand management research have been trained at ISTUD.

Today, due to changes in the world of business and institutions and the competitive position of the school,it was deemed necessary to review the institutional set-up: in October 2005, Fondazione ISTUD wasfounded. With this new structure, Fondazione ISTUD is an autonomous organization that involves multiplebusiness and public and private, cultural and economic organizations.

Fondazione ISTUD’s mission is to boost the Italian managerial culture by comparing the different optionsand creating and spreading a management culture that is knowledgeable about the value of theprofessional work ethic, producing value, multiculturalism, and social responsibility among public andprivate managers.It is a reference point in training management (middle, senior and top) using a different cultural andmethodological approach, which can also help the role and distinction of the manager grow within thecompany and society.

Company members of Fondazione ISTUD are: Altea, AMIAT - Azienda Multiservizi Igiene AmbientaleTorino, Angelini, Assolombarda, Barilla G. e R. Fratelli, Chiesi Farmaceutici, CO-VER Group, Det NorskeVeritas Italia, ELEA, Experientia, Fondazione Adriano Olivetti, FontanaArte, Gruppo Generali, GruppoZucchi, Intesa Sanpaolo, Rino Snaidero Scientific Foundation, Techint - Compagnia TecnicaInternazionale, UBI Banca.

www.fondazioneistud.it

ABOUT LINKS

LinKS – leadership in the knowledge Society –is a company, a top executive program and alearning community, consisting of more than500 top executive members primarily fromScandinavia. T h e community meets regularly atlinKS events.

T h e foundation of LinKS in 1999 was as aresult of a need among top executives in thepublic and private sector to understand thechanges brought by the arrival of the knowledgesociety. LinKS’ first global knowledge partnerwas Europe’s leading business school, INSEADin France. in 2002, LinKS formed a knowledgepartnership with t he Wharton School, Universityof Pennsylvania, U.S., the world’s leadingbusiness school.

LinKS works across borders with Scandinaviaas our hub. Our core competence is to identifycoming leadership challenges and match theseissues with global thought leaders andvisionaries. Matching and sensing are keyingredients in the successful recipe of LinKS.The executive programs are followed bystrategic advice on business development usinginnovative methods and top advisors, frominside LinKS and the LinKS Alumni Group.

Magnificent ProjectsSignificant, sense making projects are realizedthrough LinKS partnerships. We design andrealize magnificent projects within strategicbusiness development for and with our networkof prominent professors, thought leaders andLinKS Alumni. Magnificent projects arise in theLinKS network or we are called in to designsolutions to great challenges within leadership,innovation and strategy.

LinKS Italia

Selection criteria:• Great Social and significant business

potential• Raises the bar of innovation• Global Scalability• Radical influence on business strategy• An including learning experience

Advisory BoardLinKS advisory Board was established in2000 and consists of members from both theprivate and public sector. The members areinvolved with LinKS in setting direction forstrategic leadership, discussing new programsand initiatives and select personal invitees:

Chairman Lars Kolind

Members:Stine Bosse, TrygVesta; Anders Eldrup, DONGEnergy; Jørgen Rosted, FORA; Tim FrankAndersen, Where2go; Arne Bundgaard,Alectia; Karsten Koed, Gorm Larsen &Partners; Peder Ø. Andreasen, Energinet.Dk;Inge Fottland, N TN U ; Mads Kjær, Kjaer GroupAnd MyC4; Søren B. Henriksen. The Minister ofEconomic and Business Affairs, BendtBendtsen, Is LinKS Alumni, member of theAdvisory Board and sparring partner.

www.linkslabs.com

One of the main focuses at LinKS is the attention to the development of a network of competencies andpeople at a high level all over the world. In order to strenghten the LinKS’ community in Europe and designlearning teams with a mix of participants with different backgrounds, LinKS Italia has been founded and thefirst group of italian and scandinavian executives has already attended the ISTUD-LinKS@WhartonProgramme W8.

Contact LinKS Italia: Antonio Roversi e-mail: info@linkslabs.com

T h e Wharton School of the University of Pennsylvania — founded in 1881 as the first collegiatebusiness school — is recognized globally for intellectual leadership and ongoing innovation acrossevery major discipline of business education. T h e most comprehensive source of businessknowledge in the world, Wharton bridges research and practice through its broad engagement withthe global business community. T h e school has more than 4,600 undergraduate, MBA, executiveMBA, and doctoral students; and an Alumni Network of more than 81,000 graduates.

Each year, Wharton executive education works with more than 8,000 business leaders on itscampus in Philadelphia, at Wharton West in San Francisco, and at sites around the world. T h eWharton Learning continuum is Wharton Executive Education’s model for delivering impact througheducationTM - supporting companies and individuals in a 9 to 12- months learning process that isdesigned collaboratively with clients, delivered by Wharton faculty, and monitored to producespecific outcomes.

www.wharton.upenn.edu

ABOUT THEWHARTONSCHOOL

DELIVERABLES& PRICES

ISTUD-LinKS@Wharton W9

The program starts in Milan and Copenhagen, setting the scene for great leadership in strategydevelopment.Then, there are four intense days at t h e Wharton School, including sessions with Whartonprofessors and significant company visits which will be determined according to competencies andneeds of the participants. This is followed by a day in NYC with a company visit and a culminatinglunch at the Penn club.

T h e learning process is enhanced by 2 individual coaching sessions to determine each participant’schallenges and questions, as well as personal learning strategies and goals. T h e cases that areused are derived from participant involvement and a new strategic tool. The W9 participant team is aselect group of personally invited top executives and board members from across the private andpublic sectors.

F e e – € 8.600,-Prices do not inc lude v a t

See travel information for details on additional expenses.

TRAVELINFORMATIONFlights:

Route Date Flight Departure ArrivalMalpensa - New York Newark October 26 CO045 09.10 13.35

New York Newark - Malpensa October 31 CO044 17.55 06.55 (Nov 1)

Fiumicino - New York Newark October 26 CO041 08.55 13.55New York Newark - Fiumicino October 31 CO040 17.30 06.50 (Nov 1)

Ground transportationBus transport between newark and Wharton inPhiladelphia has been arranged - as well as intoNYC on October 31 and return to newark. Pricefor bus is included in the LinKS Program fee.

Hotel and meals:Upon receipt of your “return form” weautomatically book a hotel room for you. price pr.day is approx. $305. all lunches and dinners areincluded in program fee, except for “dinner onyour own” night.

New York CityWe end this program by inviting you to lunchat the distinguished Penn Club, downtownNYC on October 31.

Extra day in New YorkIf you want to stay an extra day in New York,this can be arranged with SaS at the sameticket price.

Information pack:A detailed information pack containing a ticketorder form, location for the introduction meetingand pre-reading material will follow after yourregistration. If you have any questions pleasedon’t hesitate to call on DK (+45) 7026 7575.

The new age of strategy & InnovationTo join the ISTUD LinKS@Wharton programme, please fill in the enrolment form in this invitation letter. Ifyou want more information please contact Fondazione ISTUD:

Mail us at: Fondazione ISTUD Corso Umberto I, 71 28838 Stresa (VB) Italy

URL: www.fondazioneistud.itEmail formazione_ISTUD@istud.it

Call us at: +39.0323.933801Fax us at: +39.0323.933805

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I would like to sign up for The new age of strategy & innovation ISTUD-LinKS@Wharton:8.600 Euro + VAT (20%)

Payments methods:

postal account n. 77794253 to Fondazione ISTUD

bank account: Intesa Sanpaolo, Agenzia di Stresa: CIN: L – ABI 03069 – CAB 45680 – account number 10441/83 to Fondazione ISTUD / Europee IBAN: IT 06 L030 6945 6800 0000 1044 183

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