May 08, 2014 - May 09, 2014
New York, USA
The ICEDR Emerging Talent Leaders Program - Americas is hosted by IESE Business School
. Sponsor companies may send 3 participants.
Partner business schools may send 1 participant
Companies have come to believe that the best way to achieve competitive advantage is through leveraging human resources strategically. The key question is: do your organization’s high potential HR professionals have the strategic thinking skills, action orientation and business acumen required to help your company achieve its objectives now and into the future? The ICEDR Emerging Talent Leaders Program—Americas has been created to help your organization develop these critical capabilities in your next generation HR professionals.
- The Five Phase Change Model: Facilitating strategic change to create next-generation organizations
- Leading Cultural Change: Building the cultural and organizational capabilities for making change “stick”
- Quick and Nimble: Lessons from leading CEOs on how to create a culture of innovation
- The Role of the Change Leader
- Creating Game-Changing Talent Strategies: Understanding cutting edge practices in talent management
- Renowned faculty present their most recent thinking and research and lead participant discussions
- Senior corporate HR executives from leading companies present case examples of HR effectiveness
- Facilitated peer discussions and back-home action planning
- Understand how to align HR strategies with the business planning processes
- Learn about cutting edge practices in global talent management
- Transfer your insights into tangible action plans for application within your company
- Cultivate a peer learning network by engaging with other high potential HR leaders from leading global companies
- Learn about the Five Phase Change Model and how to facilitate strategic change in your company
- Discover lessons from leading CEOs about how to create a culture of innovation
Who Should Attend
The ICEDR Emerging Talent Leaders Program—Americas is intended for individuals who are, for example:
- A Regional HR head or one or two moves away from the top HR job in their region
- Head of the HR function for a business unit
- Global HR Directors, responsible for a component of the corporate HR operation worldwide
- At a career midpoint, with about 10 years of experience in HR
Corner Office Columnist, The New York Times
Adam Bryant conducts interviews with chief executives for Corner Office, a feature about leadership and management in The New York Times and on NYTimes.com that he started in March 2009. It now appears twice weekly, on Friday and Sunday.
He is the author of “Quick and Nimble; Lessons from Leading CEOs on How to Create a Culture of Innovation,” which was published in January 2014. His first book, “The Corner Office; Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed,” which draws out broader insights from his interviews, was a New York Times best-seller.
Adam has had many roles at The Times, including business reporter, deputy business editor, deputy national editor and senior editor for features. He is also a former senior writer and business editor at Newsweek magazine. Adam was the lead editor of a series on the dangers of distracted driving that won a Pulitzer Prize for National Reporting.
Chair in Leadership Studies
Claremont McKenna College & Visiting Professor, London Business School
Jay A. Conger is the Henry R. Kravis Research Chair in Leadership Studies at Claremont McKenna College, in California, and a visiting professor at London Business School. He researches leadership, organizational change, boards of directors, and the training and development of leaders and managers.
Conger has authored or coauthored 14 books and more than 100 articles and book chapters. His most recent books include Boardroom Realities (Jossey-Bass, 2009); The Practice of Leadership (Jossey-Bass, 2007), coedited with Ronald E. Riggio; and Growing Your Company’s Leaders (AMACOM, 2004), coauthored with Robert M. Fulmer.
The Center for Creative Leadership has awarded Conger its H. Smith Richardson, Jr., Visiting Fellowship for his research on leadership. In addition, BusinessWeek has named Conger the best business school professor to teach leadership to executives and one of the top five management education teachers worldwide. The Financial Times described him as one of the world’s top educators. As a management educator and consultant, he has worked with more than 300 companies in his 25-year career.
Conger has taught at Harvard Business School, INSEAD, London Business School, McGill University, and the University of Southern California. He received a BA from Dartmouth College, an MBA from the University of Virginia, and a DBA from Harvard Business School.
Hugh L. McColl Distinguished Professor and Area Chair of Organizational Behavior, UNC Kenan-Flagler Business School
An award-winning researcher and teacher in organizational behavior and leadership, Dave Hofmann is academic director of the Leadership Initiative and chair of the organizational behavior area at UNC Kenan-Flagler. He is the former associate dean of the MBA Program. His research played a key role in the organizational changes instituted at NASA after the Columbia accident through an organizational and safety culture assessment instrument he developed in partnership with Behavioral Science Technologies, Inc. Dave has consulted, conducted applied research and led executive workshops with a variety of organizations, including A.E. Staley Manufacturing Corporation, Aker Gulf Marine, Behavioral Science Technologies, Bell Atlantic, Brookhaven National Laboratory, Carrier Corporation/United Technologies, Citibank, Eli Lilly Corporation, ExxonMobil, Maplehurst Bakeries, Sony-Ericsson, U.S. Air Force, U.S. Army, U.S. Navy and U.S. Postal Service.
Founder & President, ICEDR
Senior Lecturer in Organizational Effectiveness, MIT Sloan School
Douglas A. Ready is a Senior Lecturer at the MIT Sloan School of Management. He is Founder and President of the International Consortium for Executive Development Research (ICEDR), which develops senior level and next generation HR executives at leading global companies. Doug also served as Visiting Professor of Organizational Behavior at London Business School. Doug is an active consultant, helping CEOs, top teams, and senior executives develop organizational and leadership resources, and HR development practices, to sustain global competitiveness. He has recently worked with the top teams at Hess, HSBC, RBC, and PwC, helping them build the leadership and organizational capabilities for their newly reconfigured firms.
Doug is considered one of the world’s leading authorities on strategic talent management and executive development. He has authored a number of highly popular Harvard Business Review and MIT Sloan Management Review articles, including: “Developing The Next Generation of Enterprise Leaders,” “Building a Game-Changing Talent Strategy,” “The Power of Collective Ambition,” “Are You a High Potential?” “Winning the Race for Talent in Emerging Markets,” “Enabling Bold Visions,” “Make Your Company a Talent Factory,” “How to Grow Great Leaders,” and “Leading at the Enterprise Level.” In 2013 and 2015, he was named to the Thinkers50 list, the premier global ranking of management thinkers.
Creating a Culture of Innovation
Adam Bryant from The New York Times shares his lessons on creating a culture of innovation based on his interviews with CEOs.
HR’s Role in Developing Enterprise Leaders
Doug Ready leads a capstone discussion on HR's role in developing enterprise leaders
Leading Culture Change
Dave Hofmann, Professor at UNC Kenan-Flagler Business School, discusses his research on leading culture change. He explains how to develop the capability to “enact” culture everyday.
The Enterprise Leader’s Job in Building Game Changing Organizations
Doug Ready discusses the enterprise leader's job in building game changing organizations.
This is the final participant list from ICEDR's Emerging Talent Leaders Program - Americas, May 2014
Persuasion: The Leader's Ally in Influence
Jay Conger discusses how effective persuasion can help leaders to exert influence