May 19, 2014 - May 21, 2014
London, United Kingdom
The ICEDR Global Innovations Summit is co-hosted by Barclays
and the MIT Sloan School of Management
. Sponsor companies may send 3 participants.
Partner business schools may send 1 participant
The Summit will feature presentations from HR leaders, senior line executives and researchers on various factors that spur culture change. The presenters have deep experience leading effective culture change and will share lessons learned and the challenges they are still wrestling with. Sessions will be highly interactive, leaving ample time for dialogue so participants will be able to discuss the strategic and cultural change initiatives their organizations are facing.
- The Summit will feature presentations from HR leaders, senior line executives and researchers that have deep expertise and experience leading effective culture change. Sessions will be highly interactive, leaving ample time for dialogue so participants will be able to discuss the strategic and cultural change initiatives their organizations are facing.
- Program topics will include:
- Disruptive Innovation: Changes in the external environment – new technologies, competitors, products, customer preferences – mean that business must move to a new chapter. These shifting landscapes require culture change, new leadership styles and leadership profiles. Leaders will share how they are rethinking HR's value-add and contributions.
- From Founder to Leader: Companies with long histories of family or founder ownership that make the transition to a new CEO face a myriad of challenges. Executives will discuss why these CEO changes took place, how the leadership culture evolved and lessons learned from the journey.
- How Development Initiatives Drive Culture Change: HR executives will discuss how they, in partnership with line leaders, are leading culture change and integrating this into their leadership learning curricula.
- Rediscovering Our Core: When disaster strikes—recessions, oil spills, scandals—many businesses suffer serious damage. Yet, some come out stronger than ever. Some companies not other weather the storm, but find a renewed sense of purpose. Leaders whose organizations have faced challenges will explain how they are leading the charge to rediscover their core and craft their company’s path forward.
- A Changing Competitive Landscape: Changes in the competitive environment often lead companies to undergo major organizational transformations. This marks a new phase, requiring a new culture. Executives whose organizations have undergone such transformations will explain in detail how they have revamped their leadership development initiatives to align with and support the organizational change.
Who Should Attend
The ICEDR Global Innovations Summit is ICEDR’s most senior-level program. The Summit is intended for individuals who are, for example:
- Global head of HR, talent or leadership development
- A regional HRD head
- Head of the HRD function for a business unit
- Executive Director of Executive Education, or one move away from that role, at a business school
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.
Global Head Leadership Development Solutions, HSBC
Vanessa Bateson is Global Head Leadership Development Solutions at HSBC Bank Plc. She has a specific interest and experience in Human Resource issues in Latin America (Brazil, Mexico, Panama, Argentina). Vanessa specialises in designing and developing experiential learning programmes. She is a creative learning designer and facilitator with expertise in designing and hosting co-creation initiatives that promote experiential learning, cross cultural awareness, innovation, leadership development, employee engagement, change management and diversity.
Vanessa also has expertise in Organisational Development with a focus on developing programmes that inspire diversity and inclusion, values and ethics and employee engagement.
Vanessa is passionate about creating opportunities for individuals, teams, organisations and communities to identify and realise their full potential through experiential learning, participatory and coaching techniques.
Vanessa has experience of using Barrett's Cultural Tools, World Café, Open Space, Appreciative Inquiry, Systems Thinking and team coaching.
Manager, Learning Assessment Solutions, Shell
Richard leads a global team within Shell which provides a centre of excellence for all aspects of assessment, including design, development, implementation and validation. The four key ‘pillars’ of Assessment Solutions provide support for the achievement of Shell’s business purpose and strategy through Leadership Development, Recruitment, Competence/Technical Assurance and Leadership Potential in addition to bespoke projects. These provide an amazing opportunity to be part of the journey of most of Shell’s leaders, including those who haven’t joined yet.
A classic ‘poacher turned gamekeeper’, prior to joining Shell in 2011 Richard was Head of Projects and the Strategic Relationship Manager for Shell at Personnel Decisions International (PDI), a global HR consulting organization with a strong reputation for high-touch assessment and development projects. Earlier in his career, Richard spent a number of years running his own niche consulting business after learning his trade with a small UK-based consultancy.
Richard holds an undergraduate and postgraduate degree in Occupational Psychology from the University of Wales, Cardiff. He is married with two children, a keen runner and squash player, and coach to his son’s rugby team.
Manager Learning, Senior Leadership Development, Shell
Inger heads up the global Senior Leadership Development team which is responsible for building senior leadership capability across the Shell Group. The team supports Shell leaders in personally developing their people, amongst others by facilitating in-role development and offering leadership development programmes.
Prior to joining Shell, Inger was on the management team of Mannaz, a specialist executive development consultancy serving Global500 clients. In her last role, she was Executive Vice President with P&L responsibility for the leadership development practice in Europe, having grown this practice from an entrepreneurial start-up to an international consultancy. Inger started her career in Operations Management at Rank Xerox, UK.
She holds an MA in French from Copenhagen Business School (1992) and an MBA from Cranfield School of Management (1997). She is a Danish national who lives in the UK with her family.
Senior Director, Organization Culture and Change Management, Pfizer
Robyn Davis-Mahoney is a Senior Director in Pfizer, Inc’s Worldwide Talent and Organization Capability group, specializing in culture transformation. The work she leads incorporates a multidimensional intervention strategy targeting key employee populations: senior leaders, middle managers and individual contributors. Using storytelling, team alignment discussions, and leader-led training, the strategy focuses on enhancing organizational capability and building a few critical behaviors year over year with a goal of driving high business performance. These collective efforts culminate on OWNIT! Day, an annual event intended to encourage all employees to focus on the company’s business imperative – Creating an Ownership Culture. In 2013, Robyn received the prestigious UpJohn Award in recognition of her innovative thinking and orchestration of the company’s first global event.
Robyn has a strong record of aligning a company’s people and talent strategy with its business outcomes. Over the past 14 years, she has spearheaded the design and implementation of integrated performance management and employee development programs to more than 100,000 employees globally. These programs – which incorporate onboarding, mentoring, and validation of management competencies – drive employee engagement and development and support the company’s strategy to leverage the middle-tier of the organization as a critical talent pool.
Prior to her current position, Robyn held various line HR roles with increasing responsibility at Pfizer, Texaco and Xerox. She holds an M.S. in Human Resource Management from The New School and a B.S. in Management from St. John’s University. She resides in Nassau County, NY, with her husband and two sons.
Ellen Dubois du Bellay
Senior Vice President, Learning & Talent Management, Four Seasons
Ellen Dubois du Bellay is Senior Vice President, Learning and Talent Management at Four Seasons. She has led Four Seasons Hotels’ global learning and development efforts for the past decade and, in 2009, was been assigned to lead the company’s change initiatives, reporting to the Chief Executive Officer. In early 2012 Ellen was promoted to Senior Vice President, Executive Office Operations, where she worked directly with the CEO to drive the company's various strategic agendas forward. In 2013 Ellen took on responsibility for the company's global talent management as well as her learning role.
A twenty-five year employee of Four Seasons, Ellen has lived and worked in three countries with the Company, held a number of operational and HR roles, and been instrumental in several key strategic initiatives from global goal alignment to guest experience improvements. Ellen’s learning role encompasses talent development and succession planning for all roles, from entry level to Senior Leadership, in the organization’s 85 properties and Corporate Offices around the world.
Facilitator/Coach/Mentor to leaders and teams
I am at the stage of my life where I feel wise, not because I have the answers but because I have the questions and can enable the best conversations in the moment to explore and create choices.
My experiences with CEOs, senior leaders of many nationalities and global leadership teams have enabled me to evolve my own style of facilitation that incorporates many different approaches but is underpinned with strong principles and beliefs that centre around: self-awareness and playing to strengths as the route to outstanding performance; building a strong foundation of trust to enable a group to become a high performing team quickly; taking care of yourself first before you can take care of others and build followership.
My technical learnings stem from my degree as an Occupational Psychologist and training as a coach and Masters NLP practitioner. My work experiences have accumulated from the public sector into a formative HR career with BAT Industries and the last 25 years with Standard Chartered Bank, living in the UK and Asia. I have both generalist HR and specialist HR experience including Global Head of HR for Corporate and Institutional Banking and Global Head of Talent Management, Learning, Executive Development, Senior Resourcing and Succession Planning. br>
I enjoy learning from others every day and am known as someone who can challenge with grace and charm but also values honest conversations. br>
I am now emerging from corporate life and establishing a portfolio of interests that will focus on: facilitating current or future HRDs and senior leaders in transition to new roles; my association with The Forward Institute as one of five facilitators enabling delegates through a one year programme enabling responsible leadership; plus pro bono team facilitation with Save the Children. I am also embarking on my first business book that will focus on the challenges organisations face to build a culture of truth telling. br>
I am married with two adult sons and have a sports orientated family. I regularly practice Pilates, alongside walking and gym sessions. I enjoy taking care of myself and being my best self as often as possible. br>
Executive Director of Executive Education, MIT Sloan School of Management
Peter Hirst leads the team of professionals who partner with clients and faculty at the MIT Sloan School of Management to develop, design, and deliver innovative executive education programs for individuals and companies.
Formerly CEO of the commercialization, consulting, and executive education business of the London School of Economics, he has over fifteen years of experience in international strategy, technology consulting and organizational development. He has also served as a director and board adviser to businesses and non-profit organizations on three continents. He is a past president of the British American Business Council of New England, for which he currently serves as a board director and a founding member of its Energy and Environment Committee, and is a trustee of the American Foundation of the University of St. Andrews in Scotland.
Peter earned a PhD from the University of St Andrews, Scotland for research in plasma physics and microwave engineering. After a period of academic entrepreneurship in a variety of related fields, including optoelectronics, neural network computing, and the interfaces between technology and terrorism, he was appointed Westminster Fellow in the UK Parliamentary Office of Science and Technology, where he advised MPs and Peers of all parties on policy issues in the physical sciences, defense and IT.
In 2012, Peter was named a Member of the Most Excellent Order of the British Empire (MBE) by Queen Elizabeth II in recognition of his service to British and American business and academia interests.
Global Organizational Effectiveness Consultant, Roche
Fred is leading global strategic change projects across Roche for the past two years. The focus of his work is on building leadership capability across the company while accelerating achievement of strategic objectives of key projects. With experience in both the Pharmaceutical and Diagnostics areas of the company, a particular focus of his work is using cultural change levers to support the change process.
Prior to Roche, Fred worked at Autodesk and Juniper Networks in the technology sector, as well as working as an external consultant early in his career across a broad array of industries. He has worked in a variety of roles, including functional leadership in Compensation, Training, and Organizational Development as well as HR Business Partnering roles supporting a variety of business functions. Fred has held global positions based in the U.S., Europe, and AsiaPacific.
Fred has a Bachelor of Arts in Economics and English from Bucknell University and an M.B.A. from the University of California, Berkeley. He is also a certified Co-Active Life Coach. He is currently living in Basel, Switzerland with his family and enjoying the active outdoor lifestyle there as a tri-athlete and skier.
Head of Executive and Leadership Development and Talent, Lloyds
Francis leads Executive and Leadership Development and Talent for Lloyds Banking Group. His role is focused on ensuring that the Group has a sustainable supply of high quality leaders to support ongoing business success. This is achieved through shaping and owning the talent strategy for the group, managing succession pipeline to senior leadership roles, and ensuring Lloyds has the right practices to identify, validate, develop and deploy talent around the Group. Closely related to this is driving the Group’s leadership development strategy, leading the development of a world-class curriculum to help leaders develop the skills and behaviors needed for long-term succession.
Having joined the Halifax, Francis saw the creation and demise of HBOS on the way to becoming part of Lloyds Banking Group. He has worked across Retail, Insurance, Operations and Group Functions areas as well as central roles. He has a background in organization development, regulatory change, people change, reward, and management development.
Prior to moving into Financial Services, Francis taught history for two years in Sri Lanka. He has an MA and MPhil from Cambridge, is an Associate of the CIB, and completed a Post-Graduate Diploma in Business and Management. He sits on the advisory board for CSY Scotland and volunteers with the Cranfield Trust, currently mentoring the chief executive of a Scottish children’s charity.
Francis is married with two children. He coaches children to be better hockey players than he ever was. He enjoys running and cycling, having completed three marathons and cycled from Land’s End to John O’Groats. In November 2013, he led 35 Lloyds colleagues in cycling across Costa Rica, raising over £270,000 for Alzheimer’s care.
Managing Director, Fung Academy & Group Director, Leadership Development Fung 1937
Dr. Lane is the Managing Director Fung Academy and Group Director Leadership Development Fung 1937 responsible for overall direction and implementation of the Fung Group Leadership Academy and the Group’s Senior Leadership Development and strategy linked Accelerated Learning Programs. He has organized the Academy to deliver a unique value proposition linking organizational and people development processes with a platform of innovation and experimentation focused on convening, trying and incubating action learning across the Fung Group. He also serves as an advisor to the Asian Global Institute.
Leonard is a seasoned line manager and international management consultant with over forty six year of management, leadership and consulting experience with a strong background in supply chain and integrated logistics. Prior to joining the Fung Group in 2008, Dr. Lane ran his own consulting firms; LL Strategic Development Group in Seattle, Washington where he served airlines, global energy and resource development clients and LLA Pacific, Ltd. In Hong Kong where he worked with Li & Fung, DHL, Hong Kong Bank, V-Tech, Caltex, the Airport Authority, Peninsula Hotel Group, China Light and Power and helped with the formation of the Hong Kong Logistics Council.
He has taught Competitive Strategy, Competitive Intelligence, Topics in Strategic Innovation and Global Strategy at the University of California, Irvine and lectured on Global Competitive Strategy in numerous University MBA programs globally.
Dr. Lane received his Bachelor’s Degree in Political Science in 1963 and MBA in 1968 from the University of Southern California, his Doctorate in Management from Case Western University in 2003 and is a three-time ironman finisher.
Director Leadership Development, A.P. Moller-Maersk
Nandani joined Maersk in Copenhagen in 2012 in a newly created position to drive the leadership culture across the conglomerate. This adds a major in-house experience to her consulting with multinational organizations across 45 countries on 6 continents.
Her consulting focused on developing the leadership capabilities needed in global organizations and building cultural agility for competitive advantage. Especially in China she also worked on organizational design, restructuring and integration with multinational and joint venture companies across industries including automotive, manufacturing, finance and energy.
Nandani holds a Ph.D. from Cornell University. She has been on the faculty at CEIBS, Thunderbird and Duke CE, after building and selling the organizational consulting firm Lynton John & Associates Ltd. in China. Nandani is on the board of Uplift, a social development NGO in Kyrgyzstan. She has numerous publications on managing the global organization, on Chinese leadership, and on Gen Y in South Africa and China, most recently in the MIT Sloan Management Review and the McKinsey Quarterly.
Senior Fellow, ICEDR
Ellen is a researcher, writer, and editor with 25 years of experience helping authors develop, refine, and communicate persuasive ideas. Before joining ICEDR she spent 12 years as a senior editor at Harvard Business Review, where she acquired, developed, and edited more than 150 articles on a wide variety of management topics, particularly in the areas of leadership, leadership development, talent management, and teams. She has worked with numerous thought leaders including Harvard Business School Dean Nitin Nohria; Michael Porter, Rosabeth Moss Kanter, and other professors at HBS and other leading business schools; management gurus including Peter Drucker and Warren Bennis; leading business executives such as former Procter & Gamble CEO A.G. Lafley, ex- Allied Signal CEO Larry Bossidy, and former Campbell CEO Doug Conant; as well as partners at major consulting firms. Prior to that she worked at several consulting firms, and in book publishing. Ellen has an AB in history from Princeton University.
Vice President Organization and Leadership Development, Lafarge
Helene Poussin is the Vice President of Organization and Leadership Development at Lafarge.
CEO, The Unlimited Mind
Tara Swart is the only key note speaker in the world, who is a Leadership coach, with a PhD in neuroscience, and a stellar career as medical doctor behind her. This unique combination of experience comes together to create an uncompromising and holistic impact on performance optimisation at Hedge funds, Investment banks, and Professional services firms. Tara is passionate about disseminating simple, pragmatic neuroscience-based messages, that change the way people work, and sustainably translate to tangible financial improvement in the business.
Tara is at the forefront of the application of neuroscience to business. She is a published author of a book, and 18 articles in journals of neuroscience, and coaching. She speaks globally on the brain in business, at international conferences, blue chip corporations, and top business schools including Stanford, Columbia, Oxford & MIT.
Head of Early Careers, Barclays
Mike has been working in Barclays for over 24 years in a variety of Frontline and Support leadership roles across the business.
His past 5 years have been in HR where he has built up extensive experience in implementing management and leadership development programs, employee engagement programs and more recently managing the development of Barclays’ Learning and Development Curriculum.
His recent projects include the roll out of the Leadership Excellence Program across Retail and Business Banking (RBB) and the delivery of the “Be the Change” Employee Engagement Program also across the global retail bank.
Mike currently manages a number of award winning early Careers programs including the Barclays Apprenticeship Program and the Barclays Degree Program that won the CIPD Best Talent Program 2012.
He is passionate about developing young talent and tackling diversity and equality issues as well as providing meaningful solutions that address youth unemployment.
Change Leadership, Digital Transformation, and Organisational Development
Alison Young works with CEOs and other board members to plan and implement strategic change. She identifies the leadership attributes and other organizational factors required to deliver change for that particular organization, and works with senior leaders to develop their skills, which are often rolled out to all tiers of management.
She has 25 years’ experience working with FTSE 100 companies delivering significant change programmes across the world. For the past 18 years she has been working with CEOs to prepare over 40,000 employees for the cultural and operational changes resulting from Digital Transformation.
With a deep understanding of organisational development and 25 years’ experience of working in and around HR, Alison likes to delve into the complexity of change programmes to recommend simple, effective, scaleable solutions.
Alison started her career in Marketing and Internal Communications. After gaining an MBA from Cranfield, she worked as a consultant and then held various roles in HR including: HR Director, Director for Management Development and latterly SVP of Organisational Effectiveness at Pearson plc. She has worked in most industry sectors and across many countries for FTSE 100 companies. She is a qualified Executive Coach.
She is regularly asked to speak and write on leadership and change.
Making Change Stick: The Impact of Neuroscience
Tara Swart discusses the impact of neuroscience while implementing change initiatives.
Enterprise Leadership 2.0
Doug Ready discusses the next stage in enterprise leadership research.
Culture and Values at Barclays
Cindy Mahoney and Mike Thompson present on Barclays culture and values.
The Standard Chartered Bank Story on Making Change Stick and Breaking Conventional Wisdom
Geraldine Haley presents Standard Chartered Bank's story on making change stick and breaking conventional wisdom.
Roche: Tales of (E)merging Cultures
Fred Kohler presents on Roche's acquisition of Genentech and the merging of the two different corporate cultures.
Lloyds Banking Group: Leading with Purpose: Rediscovering our Core
Francis Lake presents on Lloyds Banking Group's journey to lead with purpose and rediscover their core.
Pearson: Leading Effective Culture Change
Alison Young discusses how disruptive innovation led Pearson to undergo a culture change.
Female Leadership 2.0
Lauren Ready discusses next generation research options.
Maersk Group: From Founder to Leader - A New CEO
Nandani Lynton presents on A.P. Moller-Maersk's cultural change journey as they moved from a founder to a new CEO.
Barclays Culture & Values
Mike Thompson discusses Barclays culture & values
Lafarge: How Development Initiatives Drive Culture Change
Helene Poussin discusses how leadership development initiatives drive culture change at Lafarge.
Final Participation List
This is the final participant list for the 2014 ICEDR Annual Summit in London.
A Changing Competitive Landscape
Inger Buus and Richard Bish from Shell discuss A Changing Competitive Landscape during ICEDR's Annual Summit 2014.