London UK, 25 May 2016: New independent research from Towards Maturity, supported by Kallidus, reveals that the retail sector may be wedded to formal learning and has yet to explore the benefits of social and informal learning despite its growing commitment to investing in learning technologies and building its internal learning team.
What can today's learning leaders teach us about using evidence to support performance and capability? Louise Pasterfield from Sponge UK explores Towards Maturity data to uncover practical ideas that could inspire change in your organisation.Induction matters. Mindset, behaviour, values and the ability to reflect, change and grow are all valuable characteristics - but are they being nurtured?
This study presents the development process of a new model of educational innovation, that involves the use of digital technologies. JavaScript is currently disabled, this site works much better if you enable JavaScript in your browser. Establishing a Strategic Identity for HR by Leading Enterprise Engagement Presented by Mike Cook, CEO, Founding Partner and Senior Consultant, Vitalwork, Inc.
In the global HR transformation space, winning organizations follow a multi-pronged strategy focused on maximizing the effectiveness of their HR organization. When the HR specialist and HR generalist roles become more strategic in their focus, the transactional aspects of HR can be consolidated within the HR Operations function.
Pete Sanborn is a global leader in Hewitt's global Talent and Organizational Consulting practice with responsibility for Hewitt's global HR Effectiveness practice.
Webcast presented by Dave Ulrich Tuesday, January 5, 2010 As the business context evolve, talent and organization issues are becoming more important to line managers and expectations for the HR profession are increasing dramatically.
Advancing technologies require individuals and organizations to develop the capacity to change. All these external shifts have moved HR issues toward the top of senior management agendas. HR transformation means that investments in HR can create value not only for employees, but also for customers, investors and communities. Why: The presenter will identify business contexts — including globalization, customers, financial markets, demographics, and social conditions — that demand more of HR professionals.
Webcast participants will get a clear HR transformation roadmap so that HR can deliver value. About the Webcast Leader Dave Ulrich is a professor at the University of Michigan Ross School of Business and a partner at the RBL Group, a consulting firm focused on helping organizations and leaders deliver value. HRPS Webcast -The Death and Reinvention of Management: Implications for HRWhat are HR leaders to make of a rash of recent books suggesting that management as we know it today has failed?
About Steve DenningSteve Denning's latest book is The Leader's Guide to Radical Management: Re-inventing the Workplace for the 21st Century (Jossey-Bass, 2010). Coaching with Compassion: Inspiring Sustained, Desired ChangeRichard Boyatzis, Professor in the Departments of Organizational Behavior, Psychology, and Cognitive Science, Case Western Reserve University and Adjunct Professor at ESADEGreat leaders move us to greatness and inspire us to be at our best and move beyond it. Based on decades of research into emotional intelligence competencies and longitudinal studies in their development, Professor Richard Boyatzis will lead the audience through examples of how coaching with compassion is key to leadership development and more resonant relationships.
Richard Boyatzis is Distinguished University Professor, as well as Professor in the Departments of Organizational Behavior, Psychology, and Cognitive Science at Case Western Reserve University and Adjunct Professor at ESADE. In response challenging times, organizations must develop a sustainable capacity for innovation.
Utilize practical approaches and new tools for developing and practicing innovation leadership. David Magellan Horth is a Senior Designer in Research, Innovation and Product Development at the Center for Creative Leadership (CCL®). The demand for global leaders is going to outstrip the supply for a long time to come, and globalization itself, in fact, is a manifestation of complexity. We will further consider what the three most critical elements are, and how organizations develop leaders in this direction mindfully. The mindset shifts required to be effective in the C-suite Derailing characteristics of senior leaders (the "dark” side of a C-suite leader’s strengths) Transition challenges coming into senior roles The global mindset required of senior executives to lead across borders today Baltzley is an executive director at Duke CE, where he manages large client interventions and designs and delivers interventions that range from small board-level accredited education to large-scale first-line leader virtual education.
Before joining Shell, Baltzley had a wide-ranging career path as a police officer, human factors engineer, psychologist, HR director and managed 10 European offices of a consulting firm specializing in leadership development and talent systems from the firm's Geneva office. Working in tune with people from other parts of the world is not something that most of us have been prepared and developed for. In today’s global business environment, corporations need managers, leaders and employees who can influence those from other cultural and institutional backgrounds. This presentation will cover Global Mindset — what it is, how it has been developed, how it can be measured and in what way it can positively impact your talent pool, and ultimately your organization’s bottom line. Javidan has been designated an Expert Advisor (Global Leadership) by the World Bank and a Senior Research Fellow by the US Army. A proven academic, Javidan took a four-year sabbatical from his university teachings to work with the CEO of TransCanada PipeLines, a multibillion dollar Canadian energy company. The sheer volume of information and speed with which information is applied to gain competitive advantage would boggle the mind of a time traveler from 1978.
Learning and development leaders and professionals will gain insight into the trends and best practices impacting the effectiveness of learning in today's organizations.
Now more than ever you need to ensure that your organization’s investments in training are producing value and business impact. Few organizations report that they have sufficient leadership to support their most pressing business needs. Presenters discuss the latest advances in executive development as well as best practices and lessons learned from the McKesson initiative.
Diane Boyd, a consulting manager for DDI, manages a team of consultants who design, develop and deploy human resource selection and development strategies for clients around the world, and leads project teams responsible for large-scale client engagements that have significant impact on business performance.
Much of what is done under the name of Executive Development is not tied directly to the CEO's strategic agenda or aimed at developing the capabilities needed to address marketplace challenges.
Jim Bolt is founder of Bolt Consulting, where he creates custom-designed development experiences that build the capabilities needed to achieve an organization's strategic objectives.
Getting the right leaders in the right roles is the # 1 item on most companies' talent agendas. Prior to the workshop: HRPS will share pre-readings for your review (case studies that will be referenced during the workshop).
After the workshop: Receive a full roster of registrants for follow-up networking, as well as an online personalized assessment profile and feedback for self-analysis. Bruce Fisher, PhD, is director of the Leadership Academy and Center for Research and Service at Illinois Institute of Technology (IIT). Presenter: Susan Dunn, Senior Partner at MercerSusan has a particular interest in understanding what drives successful cross-boundary collaboration between leaders and has conducted extensive research on best practices in managing virtual and lateral teams. Boundary Spanning Leadership: Catalyze Collaboration, Drive Innovation, Transform OrganizationsChris Ernst, Center for Creative Leadership (CCL)Boundaries exist. Drawing upon his landmark book Boundary Spanning Leadership, written with Donna Chrobot-Mason , Chris will lead the audience in developing new insights and skills to think and act beyond current boundaries to achieve inspiring results. Chris Ernst is a recognized thought leader in developing collaborative, boundary spanning leadership capabilities within individuals, organizations, and broader communities. Chris has served in multi-year expatriate roles in Asia and Europe, leads cross-functional and multicultural teams, and designs and facilitates leadership interventions in diverse international and industry contexts. In today's tough economy and global business environment, it is becoming increasingly difficult to gain a competitive edge — but it’s not impossible. It has never been more important to keep energy levels high in your company and ensure that you bring innovative products and services to your customers. Well-known OD consultant and executive coach Howard Guttman has just had his third book published, Coach Yourself to Win: 7 Steps to Breakthrough Performance on the Job and in Your Life (McGraw-Hill, October 2010). A key aim of the book is to provide self-coaching guidance to those below the C-suite seeking to elevate their performance, especially in a demanding business environment, where HR budgets continue to shrink.
In this Webcast, Howard will discuss how HR can encourage and facilitate self-coaching for high-potential employees who aren't in line for company-sponsored executive coaching. This working state-of-the-art session is an excellent primer for HR leaders who are interested in gaining a better understanding of Web 2.0 tools and learning how to leverage them within their own strategies. Pamela Shockley-Zalabak and Sherywn Morreal, co-authors of the new book Building the High-Trust Organization, discuss their model for building trust in 21st century organizations and businesses.
About Pamela Shockley- ZalabakPamela Shockley-Zalabak is lead author of the new book Building the High-Trust Organization. About Sheryn MorrealeSherwyn Morreale co-authored the new book Building the High-Trust Organization. Radical change is becoming almost a daily expectation for many in the financial services industry these days as we observe the falter and demise of major institutions. About the Webcast Leaders Tom O’Shea is a principal in Agility Consulting & Training LLC, a firm that specializes in helping organizations and leaders become more competitive in our rapidly changing world by creating a dynamic capability to adapt and thrive. Integrating knowledge from strategic management, performance management, and organization design, strategic human resource expert and Harvard Business School Professor Michael Beer outlines what the high-commitment, high-performance organization looks like and provides practitioners with the transformation process to help them get there. Michael Beer is Cahners-Rabb Professor of Business Administration, Emeritus at the Harvard Business School and Chairman of TruePoint (formerly the Center for Organizational Fitness) a research based consultancy he co-founded.
Beer's teaching, research, and consulting activities are in the areas of organizational effectiveness, change, and human resource management. Globalization of business…the movement toward distributed teams…the increasing number of people working from home. These physical changes in the way a workforce is structured apply to both intra- and inter-organizational communication.
About the Webcast Leader: Stewart Levine improves productivity while saving the enormous cost of conflict using "Agreements for Results” and "Resolutionary” conversational models.
He has worked across the organizational spectrum — Fortune 500, small, government and non-profit.
Novelists, playwrights and screenwriters have known for eons that the way to test a character's mettle is to present the protagonist with a crisis. Jay Jamrog is the Senior VP of Research at i4cp, where he has devoted the past 25 years to identifying and analyzing the major issues and trends affecting the management of people in organizations.
For years, leaders have tried to create organizations where complexity and tension are minimized. Amy Kates is also the co-author, with Jay Galbraith, of Designing Your Organization and Designing Dynamic Organizations.
Greg Kesler consults with corporations in organization design, executive talent management, and human resource planning. How to design and manage organizations so that they perform well financially, socially and environmentally. If the stress of being in a leadership role was a challenge before the economic crisis, how much worse is it for our leaders dealing with a prolonged recession, the threat or reality of being laid off, and low employee morale? This interactive session will explain how leaders may effectively relieve the stress caused by being in a leadership role. Vidula Bal is a member of the senior faculty at the Center for Creative Leadership where her role spans multiple functions.
Marshall Goldsmith is a world authority in helping successful leaders get even better by achieving positive, lasting change in behavior: for themselves, their people and their teams. Leaders are asking their HR partners a number of tough organization questions, including: Are our people focused on the real growth opportunities in our business?
Martin Dorchester is the CEO of the David MacBrayne Group and operates as Managing Director of both Argyll Ferries and Caledonian MacBrayne. Martin is a firm believer in CPD and lifelong learning and is currently completing a diploma in Economics with the Open University. Michael Marra is Deputy Director of Design in Action (DiA) – Scotland's Knowledge Exchange Hub for the Creative Economy. Michael was formerly a senior political adviser in the Scottish Parliament and Head of Policy and Public Affairs for Oxfam Scotland. Alessa Witt is an independent, early-career researcher who holds a PhD from the University of Edinburgh.
Simon was set to become a product designer, but he quit Central Saint Martin’s College of Art and Design in London, to become a tech entrepreneur instead. Three adrenaline-filled years later, he decided to quit the motor racing industry, and return to the tech sector.
Liz McAreavey enjoyed an entrepreneurial career spanning 16 years, founding Le Bistro Hospitality, Scotland’s largest independent hospitality company, which she led to a successful exit in 2001. John Curtis, one of Scotland’s leading journalists and a user of social media as a force for business growth. He joined Clydesdale Bank in 2006, focusing mainly on larger TMT transactions and developed the bank’s venture debt offering (Growth Finance) in 2010. Russell joined the UK Home Office in 1998 and has worked for the Scottish Government since 2005. Richard Harrison joined the Business School in 2013 as Chair in Entrepreneurship and Innovation. Richard's research interests straddle the areas of entrepreneurship, innovation, leadership and strategy. He is founding co-editor of "Venture Capital: An International Journal of Entrepreneurial Finance" (Routledge).
Very often it's the creative thinking that takes place across organisations and between sectors that leads to the best results.
Quantum Media is a consulting firm with deep expertise in the media, information, and entertainment industries. Gruen was recently appointed to the adjunct faculty at the Steinhardt School of Education at NYU teaching “Entrepreneurship in the Music Industry.” and also a visiting scholar and advisor to the school’s MusEd Lab. Gruen, who was the president of Food Network earlier in her career, was recently asked to chair the strategic planning committee for the Board of Trustees of the James Beard Foundation - where she has been a trustee for 9 years. However, they provide a great opportunity for constructive reflection.Everyone loves winning awards. Kirsty GreanyWhile it's easy to slip on the rose-tinted glasses when looking at the challenges of business 20 years ago, it's fair to say that the landscape has significantly shifted in the last couple of decades. The model is based on a broad theoretical framework together with research involving this long-term case study. Redefining the HR operating model, leveraging technology, innovative sourcing and reorganizing HR processes and HR roles are keys to success.
But every organization's journey is different as they try to enhance the role of the HR business partners. Pete consults with multinationals in HR strategy, HR assessment and service delivery design, corporate restructuring, and HR transformation.
When CEOs are surveyed, in their top five concerns include issues such as talent, leadership, strategy execution and managing change. How to build an HR department with centers of expertise, shared services and embedded HR; 2. He studies how organizations build capabilities of leadership, speed, learning, accountability and talent through leveraging human resources.
Steve is also the author of the award-winning books, The Secret Language of Leadership (Jossey-Bass, October 2007) and The Leader's Guide to Storytelling (Jossey-Bass, 2005).
Although they talk of strategy and competition, the great leaders establish a deep emotional connection with others called resonance. He will describe recent fMRI studies on resonant versus dissonant leadership and coaching to the Positive Emotional Attractor (PEA) versus the Negative Emotional Attractor (NEA), as well as recent doctor-patient studies showing that arousal of the PEA increased treatment adherence for Type II Diabetics. A process for developing sustainable improvement on EI, resonant leadership, and effective leadership, and the central role of compassion in it. Understanding the psycho-physiological role of the Positive Emotional Attractor and the Negative Emotional Attractor in motivating change or encouraging the status quo regression.
Perceiving how coaching with compassion is effective in helping people change in sustainable ways, but coaching for compliance is not. This requires a systemic approach that deals with the cultural, environmental and systematic issues needed to stimulate new ideas and channel those ideas into valuable products, services and processes. Global mindset is not a quiver full of competencies but a very complex process – the process of influencing extremely diverse people to adopt and help you reach your goals. Javidan was instrumental in helping the CEO develop new directions and strategies, and facilitate cultural change within the company and its pipeline business. But these changes are only a glimmer of things to come as generations and cultures collide, more work is done virtually, and complexities in the global economy ripple through our organizations and home towns.
With over 20 years of experience in the workplace learning industry as a consultant, designer, and facilitator. Your organization depends on you to assure that every learning initiative is aligned with company goals, truly improves performance, and helps execute the business strategy. So they must develop their own executives at lightening speed to tackle complex roles as the marketplace — and business strategies — continually change.
To support its growth strategy, McKesson created a new vice president-general manager (VPGM) position in 2007, a role designed to build customer intimacy in its U.S. McKesson’s Linda Kricher worked with DDI to create an accelerated development program for newly appointed VPGMs to help them onboard quickly, reach productivity in a short period of time and achieve target results. Kricher’s role is to manage a group of 60 human resources directors, managers and coordinators who provide HR services to 5,000 employees across North America. Discuss with an expert what executive development really is and learn how to use it in a strategic way.
Ensuring that your company selects and develops top talent that is right for a particular job, team and culture is never an easy task. Examples of a report format that answers the specific questions often asked about the individuals you hope to hire, promote, or develop will be highlighted.
In his role, John coaches and advises CEO's and senior business leaders on the talent needs of their organization.
He provides consulting services in the area of human resources measurement, working with clients to assess critical elements of the human capital equation. Jay GalbraithToday companies are doing business using at least a three dimensional matrix consisting of functions, business units and countries. She is also conducting research to understand how analysts assess and assign a value to leadership as they develop their stock price recommendations.
What really matters is how leaders collaborate to bridge these divides and transform wide-ranging talents and knowledge to deliver value. He has honed his research and practice through fourteen years of service with the Center for Creative Leadership (CCL).
Learn how to combine the right organization, the right management practices and the right talent to gain or sustain a critical performance edge.
Guttman is quoted frequently in the business press and in broad-interest magazines and newspapers such as TIME magazine, The Washington Post, U.S. Success requires thinking about the organizational decisions you make from a different perspective and your company’s ability to be nimble in a global context. This session is a must for CEOs, leaders and managers at all levels, and business communicators who want to understand how trust and communication interface in today's organizations. She is Chancellor at University of Colorado at Colorado Springs, has authored eight books, and consulted with major organizations nationally and internationally. She is Director of Graduate Studies in Communication at University of Colorado at Colorado Springs and served for eight years as Associate Director of the National Communication Association.
The speakers explain how Mechanics & Farmers Bank, based in Durham, North Carolina — one of the few institutions in America that can claim 100 years of consistently profitable performance — built a focused, fast and flexible employee base that has laid the foundation for continued success.
O’Shea has a master’s degree in organizational psychology and a rich industry career as vice president of human resources and strategic planning, and general manager of a consumer products business unit working across all classes of trade.


Starting with leaders who have the right values, Beer shows how to weave together a complete system that includes top-to-bottom communication, organization design, HR policies, and leadership transformation process, and outlines what practitioners must do in HR, structure, systems, goals, culture, and strategy to create high-performance organizations. The firm works with senior executives who aspire to transform their organization into a high commitment and performance system through honest conversations about the organization's alignment with strategy and values. Before joining the faculty of the Harvard Business School, Mike founded and served as Director of the Organizational Research and Development Department at Corning Inc.
They require a greater level of consciousness about all communication acts because, historically, most of the messages we deliver have been communicated non-verbally. Truth presents us with a business world today that is rife with crises on a daily basis, and corporate yarns are being spun every working day with their leaders as the focal characters. Currently, he and his experienced staff of analysts are following approximately 150 demographic, social, economic, technological, political, legal and management trends. He is the author of numerous articles and book chapters, most recently, New Thinking from Drucker's Legacy: Design Your Governance Model to Make the Matrix Work and Using a Reorganization to Test and Grow High-Potential Leaders. Lawler III is Distinguished Professor of Business and Director of the Center for Effective Organizations in the Marshall School of Business at the University of Southern California.
He is also an Associate Professor of Management and former Director of the MSOD program at Pepperdine University.
The need to ensure our leaders are effectively managing the stress of leadership has only grown more critical. Presenters will focus on how you can manage the stress of leadership in your life, and will present ideas for how to apply these methods in your organization.
His work focuses on understanding the behaviors and challenges of senior executive leaders including such topics as selection, sustaining tenure, and talent management. Her work focuses on helping senior leaders enhance their effectiveness by taking care of themselves physically.
She has one foot in the open enrollment arena, training in programs such as the Leadership Development Program®, The Looking Glass Experience and Developing the Strategic Leader.
In November 2009, he was ranked as one of the fifteen most influential business thinkers in the work in a study (involving 3,5000 respondents) published by The (London) Times and Forbes. In a career spanning 30 years Martin has operated nationally and internationally with organisations covering logistics, technology and finance. Martin is a supporter of Social and Community Business and chairs Firstport Ltd, a start-up funding organisation for social enterprises. He is particuarlly interested in questions about entrepreneurial ecosystems and the role in which localized social and economic structures affect the entreprenership process and firm strategy. He is a graduate of the University of Glasgow and the London School of Economics and Political Science with academic specialisms in economic theory, development practice and global political economy.
She has lived and has gained extensive academic and business experience in both Germany and Great Britain. During the next few years, while studying for a part-time MBA, Simon co-founded several more companies, one of which led him to Edinburgh and then San Francisco. He is an ex marketing manager for the Post Office and a small business owner who has seen his own business harness social media to reach more than four million customers a week. That took Graeme to a new role as CFO for VC funded fintech business called KAL and then to GM of a larger software business, Graham Technology plc. He has held a range of posts, covering a wide variety of issues, including youth justice in England & Wales to council elections in Scotland, via a two-year secondment in the Foreign and Commonwealth Office. He was previously Director of the Management School at Queen's University Belfast (2006-2012), where he was academic lead on the development of new Management and Postgraduate and Executive Education Centre facilities and initial Director of the Leadership Institute at Queen's (2012-13), the University's executive education delivery channel.
Since Quantum Media's founding in 1998, our consulting work has spanned every aspect of the media business, from developing an Internet business strategy for a Fortune 500 company to advising a young entrepreneur on launching a niche digital product. We all have held positions as CEOs, presidents and general managers of major media companies. Understanding the ecosystem is essential for all constituents from marketers to agencies, publishers, tech intermediaries and investors,” writes the strategy consultancy about its latest map. Organisations with effective induction are more likely to retain their new recruits for longer. Organisations are becoming more team-based, with flatter and less hierarchical structures that see five generations working together - often dotted across different locations, using technology to connect and work. The process also enables learning professionals to reflect on five key issues that impact on designing and delivering a modernised learning strategy.
We hope that our contribution will help shape an environment where real-world research informs organisational improvement. Although your ideas may be compelling, it's not easy to execute a plan without support, co-operation and collaboration from peers, stakeholders and business leaders.
The backbone of the model consists of a fundamental revision of a multi-level Organizational Learning Framework incorporating the influence of the external school context (outside of the school context) and various aspects of leadership. The relation between school leadership from a distributed perspective and teachers’ organizational commitment: Examining the source of the leadership function. Transformational school leadership for large-scale reform: Effects on students, teachers, and their classroom practices. Teachers’ learning journeys: The quality learning cycle as a model of professional development.
Revised models and conceptualisation of successful school principalship for improved student outcomes. Tacit knowledge and knowledge conversion: Controversy and advancement in organizational knowledge creation theory. Modeling the influence of school leaders on student achievement: How can school leaders make a difference?
On teacher’s identity, emotions, and commitment to change: A case study into the cognitive-affective processes of a secondary school teacher in the context of reforms. How does a senior HR leader demonstrate this kind of strategic value when so much of what they deliver to the organization is tactical in nature? Leaders who help build individual competence and organization capabilities are more likely to succeed than those who do not. How to align, integrate and innovate HR practices related to people, performance, information and work; 3. He has helped generate award-winning databases that assess alignment between strategies, human resource practices and HR competencies. He will explain why it is central to neuro-endocrine renewal in the human body (which is the only antidote to the ravages of chronic stress). The Center for Creative Leadership, in partnership with Continuum, a leading design and innovation company, continues to explore overlaps between design, innovation, leadership and leadership culture – with a focus on helping leaders develop the thinking skills and practices of designers and apply these to the leadership of organizational innovation. Horth is a Subject Matter Expert on the confluence between leadership, creativity, and innovation.
What knowledge a global leader integrates, and how, are a quantum leap from the old models for domestic or expat leaders, for whom "cultural awareness” was an adequate starting point. Baltzley is a psychologist by training and has spent a great deal of time inside large organizations helping senior leaders both with using learning as a lever and integrating mechanism for strategy, and with their personal effectiveness. Baltzley was the Global Head of Leadership Development for Royal Dutch Shell and managed the Shell learning staff and Learning Centre in the Hague. The book was the recent winner of the Society for Industrial and Organizational Psychology’s (SIOP) award competition for "The M.
He has designed and taught a variety of executive development courses, offered and facilitated workshops, conducted consulting projects and made presentations in 22 countries around the world. He was directly involved in the acquisition of a $15 billion corporation, at the time the largest such merger in Canada.
As a pioneer of Networked Learning, Elizabeth is focused on the evolution of learning in organizations today. Through their work, the presenters have discovered some iconoclastic HRD professionals who achieved breakthrough results by having the courage to break away from the usual approaches to development and to identify what really works.
He has provided consultation to dozens of major companies and organizations in the United States, Europe, South Africa, Australia, South Africa, New Zealand and Singapore.
Pharmaceutical Distribution organization, and ensure that day-to-day decisions were aligned with corporate strategy. Learn how this program supported the business model shift and has already led to significant quantifiable results in the areas of finance, operations, workforce and customer service. Since joining DDI more than 10 years ago, Boyd has helped numerous companies address organizational needs such as competency modeling, reengineering, culture change, work teams, employee involvement, leadership assessment, selection and development. Focus on the keys to creating successful strategic executive development programs and learn about leading practices from the organizations who rate themselves exceptionally high in this critical area. Jim's Harvard Business Review article, "Tailor Executive Development to Strategy”, introduced the concept of using executive development to execute business strategy.
Conaty GE Professor of Strategic Human Resources in the School of ILR at Cornell University. To accomplish this, many more organizations are turning back to a familiar tool – leadership assessment – for leadership selection and development.
He has developed and delivered cutting-edge executive development programs at organizations including HCSC - Blue Cross Blue Shield, Great Plains Energy, PricewaterhouseCoopers, Sears, Guardian Life, and Whirlpool. Prior to assuming his roles at IIT, Bruce was a partner in a Chicago-based consulting firm. While most companies have mastered the two dimensional matrix of functions and business units, the three and four dimensional ( customers) structures are a real challenge.
Eighty-six percent of 128 executives and leaders in a recent CCL study stated that it is "extremely important" for them to collaborate effectively across boundaries. He is also the author of When Goliaths Clash: Managing Executive Conflict to Build a More Dynamic Organization. Attendees will learn all there is to know about trust in both profit and not-for-profit organizations. Shockley-Zalabak was the lead researcher who developed the model of trust presented in this Webcast.
He brings a unique perspective grounded in the knowledge that organizations — and leaders — must clearly understand and drive their value proposition throughout the organization to create and sustain success.
The department was an internal consulting and research group that successfully helped Corning's managers make a number of significant innovations in organizing and managing at the corporate and business unit level. The frequency and availability of face-to-face communication has been dramatically curtailed, which has led to massive changes in the ways people interact, produce, collaborate and resolve conflicts. Taking away the visual, the tone and the energy of interactions demands a new communications consciousness. Levine teaches communication, relationship management and conflict management skills for The American Management Association and The International Partnering Institute. In addition to his role as Associate Editor for HRPS' People & Strategy Journal, he has been published in major business magazines and is frequently quoted in business publications and newspapers. She serves as an editor of the journal, People & Strategy, and has consulted and taught on the topic of organization design with companies around the world for over 15 years. It takes a long term approach to organizational effectiveness and focuses on how organizations can perform well in three areas: economic, social and environment.
He has consulted withmore thanone hundred organizations and has been honored as a top contributor to the fields of organizational development, organizational behavior, corporate governance, and human resource management.
We know that you cannot always lighten the load placed upon your leaders, but there are ways you can strengthen leaders to help them effectively carry that load.
He currently manages CCL’s assessment database which contains leadership data on over eighty thousand individual leaders. She came to CCL via the Olympic Training Center where she worked as an exercise physiologist. She has another foot in the custom world where she designs and delivers innovative leadership development programs for clients around the world. Mojo can be defined as the positive spirit toward what you are doing now that starts on the inside and radiates to the outside.
Can we leverage our infrastructure to gain more capability, value, and efficiency from support functions?
As CEO of Dixon's B2B operation Martin built up the largest Apple reseller business in the UK as well as developing a £100m public sector business. He takes an evolutionary and institutional perspective towards the geography of entreprenerurship by studying how different entrepreneurial enviornments develop and evolove within places and how this influences firm startup strategy. Through designed collaborative innovation DiA has developed a pipeline of funded SMEs creating value and employment in the Scottish economy.
John is also motoring correspondent for the Daily Record, an expert on low carbon vehicles and is a broadcaster and business advisor. Prior to that he held the Dixons Chair in Entrepreneurship and Innovation at University of Edinburgh, and has held senior academic positions at Aberdeen, Ulster and Queen's.
Quantum Media is very pleased to be included in their latest illustration of significant consulting firms.
An Online Innovation School With 12 Online Courses.Darin's Innovation Learning BackstoryInterested in discussing program ideas? Entering awards can be a daunting and time-consuming process - an additional task on top of everyday work.
They get new employees up to speed quicker and help them reach their performance goals earlier.In its 2014 report about on onboarding, Aberdeen Group found that 68% of companies had no formal process in place.
The conceptual model not only clarifies the learning capacity of the teachers and administration, in accordance with the organizational learning approach, but can also be used as a tool for the investigation of planned interventions in line with the ‘learning school’ conception.
Beyond decoupling: Rethinking the relationship between the institutional environment and the classroom.
A path analysis of basic need support, self-efficacy, achievement goals, life satisfaction and academic achievement level among secondary school students. Patronen van interventies in een model van organisatieleren en leiderschapspraktijken [Implementation of a digital teaching practice—Part A.
The work of HR touches every facet of the organization and an HR department has a unique perspective not shared by any other function. He has 20 years of experience with Hewitt in business leadership roles in North America and Europe in HR consulting, client relationship management, and outsourcing. Societal and political trends compel companies to lobby for and respond to legislative and social realities. Award-winning author Steve Denning will explain the underlying reasons why traditional management has become unproductive, and why business leaders and writers are increasingly exploring a fundamental rethinking of the basic tenets of management.
In effect, the thinking skills of a designer and those of a successful innovation leader are two sides of the same coin. He is co-author of a CCL product used to support group sense-making called Visual Explorer™: Picturing Approaches to Complex Challenges and Leadership Metaphor Explorer™. While at Shell, he helped the organization create an enterprise-wide learning architecture and build leaders across all levels who are highly effective in moving Shell's businesses forward. He established a process for new business development that involved more than 200 employees throughout the company and produced new business ideas estimated to produce $50 million in net after-tax earnings.
By taking a strategic and process approach to development, they have been able to consistently double and triple the business results they achieve from training. His clients include The World Bank, Motorola, Cisco, American Express, Ingersoll Rand and Anglo-American. Focusing on a case study with McKesson Corp., this Webcast offers a new approach to executive development and accelerating senior leadership transitions to ensure your executives are executing business priorities successfully. These executives were also expected to support revenue growth, build leadership capability, and drive operational excellence. Previously, Kricher served as vice president, learning and organizational development, for the McKesson Technology Division and as director of training and development at Suntory Water Group in Atlanta, Ga.
He teaches and conducts research in the area of Strategic Human Resource Management, with a particular focus on how HR practices, the HR function, and HR leaders can impact firm performance. He provides one-on-one executive coaching to CEOs and senior executives at Fortune 500 companies as well as at smaller private companies. He has served on the faculty of Loyola University of Chicago and Illinois Institute of Technology.
GDS has been ranked as a top Leadership Development consulting firm by Leadership Excellence magazine, which also named Mr. His third book, Coach Yourself to Win: 7 Steps to Breakthrough Performance on the Job and in Your Life, is based on the proven process that he and his consultants have used to coach thousands of executives, in major organizations around the world, to higher levels of performance. Real-world examples of trust building will be provided based on the speakers' extensive consulting work with major national and international organizations.
Mike has authored nine books, written numerous book chapters and articles in academic and business journals.
He often collaborates with, and speaks before, organizations including HRPS, SHRM, The Mayflower Group, ASTD, ABA, AGA and NEDA, on major research topics related to the future of people management.
Companies with a range of product lines selling into differentiated markets across multiple geographies are going to have complex strategies and complicated organizations. The author ofmore than350 articles and 43 books, his articles have appeared in leading academic journals as well as Fortune, Harvard Business Review and leading newspapers including USA Today and the Financial Times.
Worley is coauthor of Built to Change, Integrated Strategic Change and Organization Development and Change, the leading textbook on organization development.
Her research background includes immune function and exercise, stress and coping strategies of elite athletes, physiological factors associated with improved endurance performance and executive fitness.
Participants will learn how to experience more happiness and meaning in their lives – both at work and outside of work.
Goldsmith’s books have sold over one million copies and been translated into over 25 languages. Martin was part of the team that brought the 5 radio authorities together to create Ofcom and worked with the London Borough of Hackney on developing its infrastructure for the 2012 Olympics.
He is also currently carrying out research on entrepreneurship in resource economies such as Aberdeen and Newfoundland. Although these successful businesses are primarily found as part of the German Mittelstand, Alessa was one of the first to formally identify equivalents in Britain.
The incorporation of the concept of leadership practice strengthens the original Organizational Learning Framework on all levels in the school organization. Patterns of interventions in a framework of organizational learning and leadership practices]. Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. An analysis of teachers professional development based on the OECD’s Teaching and Learning International Survey (TALIS). The recognition that this unique perspective offers a strategic role for HR is long overdue; acting on this recognition is an even more pressing issue. She is the Global lead and Americas Program Manager for the Experienced Talent Program, a global, cross-divisional talent program for UBS's Executive Director Key Talent.
He edited Human Resource Management for 10 years, served on editorial board of four journals, the board of directors for Herman Miller, and the board of trustees at Southern Virginia University.
In November 2000, Steve Denning was selected as one of the world's ten Most Admired Knowledge Leaders (Teleos).
This Webcast presents an overview of the practices they used to guarantee their training initiatives really made a difference in the business.
Brinkerhoff is a professor emeritus at Western Michigan University and has written numerous articles and books about evaluation and training effectiveness including High Impact Learning, The Success Case Method, Telling Training’s Story, and Courageous Training.
He has over 60 refereed publications and has co-authored or co-edited over 15 books and volumes.


He has co-authored chapters in two books, including The Human Resources Program Evaluation Handbook and The Future of Leadership Development. He is also a frequent contributor to professional journals such as Harvard Management Update, Human Resource Executive, Chief Executive, and Leader to Leader. Webcast participants will learn about and engage in actually analyzing the state of trust in their own organizations and workplaces. Join Jay Jamrog as he reveals trends in agile leadership today and the results of relevant research studies paving the path for organizations to become more agile and achieve high performance. The new competency for business leaders – and the human resource professionals who support them in designing, developing, and staffing their organizations – is to understand and harness the inherent tensions in complex strategies. It calls for creating organizations that differ in almost every feature from traditional command and control organizations. Her most recent publication, a book on leadership stress, was based on survey research indicating that leaders today are facing ever-increasing levels of stress.
His New York Times bestseller, What Got You Here Won’t Get You There, is a Wall Street Journal #1 best seller and Harold Longman Award Winner for Business Book of the Year. Martin is also a keen lecturer and academic and has written a number of papers covering areas as diverse as CSR and Emotional Intelligence in management development. It provides L&D teams with the perfect chance to step back and think about what has led to current organisational successes, before sharing those stories and successes.There is nothing more satisfying at work than thinking over your recent activities and realising that there is a lot to be proud of! We'll be digging into Towards Maturity's data to see what it tell us about changes in onboarding practice, as well as picking out some practical ideas that could inspire change in your own organisation.
They not only need to meet fundamental business targets, but must be dynamic problem solvers who know how to roll with (constant) change.Leadership and management skills really matter - and this includes mindsets, behaviours, values and the ability to reflect, change and grow. Top performing L&D teams are 3-5 times more likely to be delivering improved productivity and agility today and have much to teach us. I have had the pleasure of working with them and their customers for a number of years and have seen first hand their commitment to identifying and sharing great practices that really work. The conceptual model integrates and improves theoretical frameworks for context-conscious leadership, organizational learning and distributed leadership.
To succeed, you need to learn to recognize and monitor trends that impact your industry and your company's competitive advantage. She has been at UBS for 9 years with a primary focus on developing and managing various talent development programs from graduate level up through Managing Director. Increased investor awareness of intangibles shifts attention to the processes of creating profit and financial returns. In the Fall of 2009, Steve was a Visiting Fellow at All Souls Colleges, Oxford University, UK.
He now is director of research and evaluation for Advantage Performance Group, a wholly owned subsidiary of BTS Group AB. He has been an online columnist for Fast Company, and is editor of the 2007 Pfeiffer Leadership Development Annual.
He has served on the Board of Directors for Human Resource Planning Society, World at Work, and the Society for Human Resource Foundation.
She has spearheaded organizational realignment and strategic transformation, and implemented numerous employee-focused initiatives to enhance operational efficiency and productivity at M&F Bank. His previous book, The Critical Path to Corporate Renewal, won the Johnson, Smith & Kinsley Award for the best book on executive leadership that year, and was a finalist for the Academy of Management's Terry Book Award.
His recent consulting clients include Microsoft, American Healthways, The Hartford, and BP. Marshall is one of a select few advisors who have been asked to work with over 120 CEOs and their management teams. In 2011 she was seconded to Essential Edinburgh as interim Chief Executive.Awards Outstanding Scottish Businesswoman of the Year 1999. Only 13% of retailers are investing in blended learning while the average across all sectors is double that figure (26%), with top learning companies nearly three times more likely to be using blends than retail companies (35%).
Seek, support and develop leaders right and you'll have more engaged, productive, and profitable businesses. It provides contemporary measures that focus on performance improvement and great tactics that help L&D teams become more responsive to the changing needs of business. This research highlights the fact that L&D teams must develop new mind-sets and skills, quickly. An important outcome of this study is an increased understanding of the relation between distributed leadership and collective sense-making as an important prerequisite for the incorporation of digital learning materials in teaching practice. Factors which impact the distribution of leadership for an ICT reform: Expertise vis-a-vis formal role? Patronen van interventies in een model van organisatieleren en leiderschapspraktijken [Implementation of a digital teaching practice—Part B. This know-how will help you identify and leverage your company strengths and speak the language top executives value. She has also had experience in the area of Merger Integration, Performance Management, and Large Scale Change Enablement. Dan Buchner is Vice President of Organizational Innovation at Continuum and is an award winning designer, entrepreneur and innovation consultant. Tim Mooney is a partner with the Advantage Performance Group, a wholly owned subsidiary of BTS Group AB.
He has served as a Distinguished Academic Visitor for the Ministry of Manpower in Singapore, as a Senior Research Fellow in Taiwan, and currently holds a secondary position at Tilburg University in the Netherlands as a Senior Research Fellow. The session will emphasize the planning process leading to shared goals and objectives and the importance of rotational assignments. With more than 25 years of experience in banking — including servicing as CEO of Consolidated Bank in Richmond, Virginia, as well as executive vice president for City First Bank of D.C. Professor Beer has taught in many executive education programs at HBS, including the Advanced Management Program, the International Senior Management Program, and founded and led Managing Organizational Effectiveness and Change and Strategic Human Resource Management. Leadership is shared and strategies are developed that focus on long term sustainable effectiveness instead of short term profitability.
This may be due to a lack of required skills and knowledge, as the research indicates over half lack the confidence in incorporating new media in learning design and only 4% believe their L&D teams have the skills for facilitating collaboration. Benchmarking can help you get started on your way to winning and help you clarify what's been successful - here are 6 perfectly valid reasons to use it.How benchmarking can helpWe are not promising that benchmarking will definitely lead to trophies in the cabinet. So it's no wonder that companies spent nearly $31 billion on leadership programs last year. It leverages the data of its in-depth Benchmark Study, the largest learning technology benchmark in Europe. Conceptual and methodological issues in studying school leadership effects as a reciprocal process. He is a seasoned performance consulting expert who specializes in assessment and organizational change. I will give examples of what are the best practices that are emerging.An internationally recognized expert on complex organization design, Dr.
Organizations structures are created that facilitate lateral communication and coordination by putting employees in contact with their organizations' external environment. What is more 71% do not believe that their own staff lack skills to manage their own learning. Secondly, the scale of the work ahead, as 95% of respondents want to improve induction with only 39% meeting that goal. Also, just 23% agree that their L&D teams have the skills to use technology for business advantage. These are tried and tested approaches that we've used in partnership with our clients to produce effective and award-winning learning interventions that deliver impactful change.1. Een literatuuronderzoek naar organisatiefactoren die implementatie van nieuwe onderwijsconcepten bevorderen [The school as a development site for teachers.
How to improve teaching practices: The role of teacher motivation, organizational factors, and leadership practices. For nearly 30 years, Buchner has been developing innovative new products, creating compelling new services and helping organizations establish design and innovation capabilities to drive their success.
He works directly with clients on consulting projects and is the practice leader for The Advantage WaySM. Finally, the challenges involved in creating sustainable effective organizations will be considered and approaches to it considered. With such a big gap between aspiration and performance, the induction challenge seems daunting but there is evidence that learning innovation is turning the tide.
A literature study of organizational factors that facilitate implementation of new educational concepts].
Hallinger (Eds.), Second international handbook of educational leadership and administration.
He has won 11 design awards including a bronze and gold BusinessWeek IDEA award and has been published in Innovations and Product Development Best Practices. Mooney is a frequent speaker and writer on the topic of achieving measurable business impact from training. Galbraith has developed many frameworks, such as the Star Model™ and the Front-Back organization structure, that are used by multinational companies across a broad spectrum of industries.
Here are six compelling reasons why benchmarking can help turn the possibility of being an award winner into a reality:1. Pressures to improve student performance: A context that both urges and impedes school-based research.
Critically reflective work behaviour within autonomous professionals’ learning communities. Patronen in het verandervermogen van Nederlandse organisaties [Complexity and unruliness in change processes. He holds more than 25 US and Canadian design and mechanical patents and a degree in industrial design from the Fanshawe School of Design. The Towards Maturity benchmarking process gets organisations, and L&D in particular, thinking on the right track. Incredibly, ‘Top Deckers' are 50 times more likely than the lowest performers to improve talent strategies to keep their best people. These aren't the only source of future leaders, of course, as many other potentials are already in-house, out there to be recruited or returning to work after having children. However, the world of work is changing and organisations are increasingly looking for more modern approaches to learning that support the fast-moving world of work and the needs of an increasingly digital workforce. Overzichtsstudie van wetenschappelijk onderzoek naar duurzaam vernieuwen in het voortgezet onderwijs [Learning about innovation. It’s a great place to start, if you want to establish a strong foundation for change.
Work with the subject matter expert or the business customer to identify the main objective of the programme. Our research with employees in this sector shows that staff are more able to learn for themselves than L&D give them credit for. Using real life ideas can help inspire new approaches that will make a difference in your own situation. The vast majority we talked with were frustrated by the lack of transfer back to the job after managers had participated in training.
This will not only help you design the programme, but will also help you measure its effectiveness. His roles included vice president of sales and marketing for assessment and regional vice president. It's very easy in today's busy world to not make time for reflection, yet reflection is critical to success. Inspiration by example We've identified four techniques used by organisations in their induction programmes that relate to the tactics of the top performing organisations highlight in the Towards Maturity Industry Benchmark Report.
The purpose of the Show is to inform and inspire L&D professionals to improve not just their personal performance but that of their organisation.
Digitale didactiek als onderdeel van onderwijsvernieuwingen [Digital pedagogy as part of educational reforms]. They are three times more likely to use benchmarking as a performance improvement tool - benchmarking against the tactics that improve performance. By benchmarking you enable yourself to reflect, take stock and focus on the activities that really make a difference.2. While every organisation is different, examples of good practice and innovation in other companies can offer inspiration for change. First, it seems there's a lack of measures put in place for management and leadership training.
Government, school autonomy, and legitimacy: Why the Dutch government is adopting an unprecedented level of interference with independent schools. By reflecting on and analysing organisational performance, activities and practices, L&D can identify organisational strengths and areas of high performance.
Secondly, it seems that the learning strategy many apply to management and leadership training is often out of sync with the audience's needs.
The leading sports retailer has been providing online onboarding since 2013 with more than 25,000 employees, across the 19 countries going through the programme. Occupying the principal position: Examining relationships between transformational leadership, social network position, and schools’ innovative climate. Data from Towards Maturity reveals that 83% of new starters like to learn at their own pace, with 44% using their own mobile to learn.With this in mind, Sports Direct used the Adapt multi-device responsive elearning framework for its online content. Receive your Personalised Benchmark report analysing current performance and tailored action plans valued at £300 - free until 15 July. Just as importantly, benchmarking identifies weaknesses and those areas of low performance. It means employees can access the elearning on a smartphone or tablet, giving them maximum flexibility.
ICT-integrated education and national innovation systems in the Gulf Cooperation Council (GCC) countries. You can read more about Sports Direct's approach to induction in Inside Learning Technologies & Skills magazine. Only 39% offer mobile content, and 30% have no plans to implement social media for leadership development. Towards Maturity data reveals that 87% of Top Deck organisations agree that top managers are involved in promoting learning, compared with an average of 37%.UK infrastructure company, Story Contracting features a video message from the company owner and Chief Executive, Fred Story in its new online induction. It's no wonder then, that there is a lack of transfer from learning to doing, if the learning doesn't fit in with everyday lives and habits in the first place and isn't focused on supporting performance there and then.
The not for profit organisation champions better work and working lives and has been setting the benchmark for excellence in people and organisation development for more than 100 years. Pinpointing strengths and weaknesses enables L&D and business leaders to really hone in on performance. This isn't to say there aren't some great examples of modern, blended, performance-focused leadership development - there are some cited in Towards Maturity's paper. What can we learn from these?How leadership solutions can #makeithappenIt's time to close the gaps and deliver the type of learning solutions that will engage and really help leaders.
Benchmarking does what it says: it provides organisations with a benchmark to measure themselves against others.
New staff and partners joining Specsavers are able to earn a virtual coin by completing the company's new induction course. To really help them, we need to offer easy to find performance support that is genuinely useful and relevant to leaders and managers' points of need.
You can use it to see how you are performing on various aspects of organisational practice compared to others. The business then makes a real cash donation to the charity chosen by employees in proportion to the number of virtual coins earned.You can read more about the Specsavers' approach here. Since 2003, over 4,500 organisations and 23,000 learners have contributed to Towards Maturity's leading benchmarks.
For example, have you properly embraced mobile learning and are reaping the kinds of benefits that some organisations are enjoying?
But we also need to help develop those deeper skills and behaviours in ways that fit with leader's (crazy) lifestyles.
What are the top performing companies in the Towards Maturity benchmark doing in terms of mobile learning?
An average of 48% of Benchmark respondents reported that elearning not being tailored sufficiently was a barrier to success. As a baseline, that means moving away from solely ‘event' based learning - three-day workshops or long online courses - and embracing more resource or micro-learning approaches that provide short challenges and tasks as nuggets that help build skills and insights over time. It can be really useful to know what characteristics top performing companies have in common and what is driving their success.5. United Biscuits (UB), the company behind household names such as McVitie's, Jaffa Cakes and Penguin, wanted to make sure its induction programme was relevant to both new starters and any existing employees who might access the training. We would say that providing simulations, interactive videos and meaningful games can make smart use of a leaders' precious time, and build the competence and confidence leadership roles require - so ROI for L&D too. UB used video of real employees talking about their jobs to add relevance and authenticity to the content.You can read more about the experience at United Biscuits in HR Grapevine magazine.
This report gives clear, insightful indicators about your strategy's current strengths and how that compares to your peers. Supporting or providing social spaces for informal learning and sharing is key too - the how will depend on who your audience is and how they currently work together.Measurement comes into play here as you have managers, teams, and peers providing tailored feedback about performance and application.
The aim is to help L&D professionals focus on one area of action that will help them deliver impact. But leadership and management development is often holistic, and ongoing - like a journey rather than a series of interventions. And, if improving induction is your focus, there are more ideas in Sponge UK's Rough Guide to Induction. To track what tools, learning, and performance support is used by an individual is a bit of a red-herring - especially if you're genuinely offering it up to help them in anyway that works for them.
Louise PasterfieldManaging Director, Sponge UK Louise has more than 20 years' experience in learning and design and is passionate about making elearning absorbing so staff can apply what they have learned immediately into the workplace.Her interest is in how best to harness technology so people can learn, grow and make a difference to their organisations.
There has to be some bigger, business goals to be measured, alongside the individuals' performance or growth targets, and it might take a little while for the data to come in for these.
In terms of those millennials as future leaders - don't leave it too late before you start developing them.
In Deloitte's report on this generation, Not only is this generation notoriously flighty and ready to up and leave within two years, but 70% of those ready to jump ship cite lack of leadership training as the reason why. Just think about how that Personalised Benchmark Report will help you deliver better results.Unsure if you are ready?Benchmarking will help you make up your mind if you should enter an award this year or wait until next year when you have had a chance to build further on current successes. So to attract and retain talent, and build leaders of tomorrow, open up those digital, multi-device resources -  simulations, diagnostics, videos, podcasts, tools and more to anyone who's interested.



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