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INNOVATION IN LEADERSHIP
Many organisations are taking a fresh look at what their leaders do, and what makes them effective and what kind of leadership development will deliver tomorrow’s leaders. We need leaders that can build resilience but couple that with agility; who can prepare for an uncertain future whilst dealing with immediate challenges of disruption and competition that can emerge from surprising places, and largely unknown sources.
Learn more about the context of this new Special Interest Group (SIG) in our sponsor’s paper (pdf).
By joining this SIG, you will get a chance to experiment with new techniques, philosophies and technologies and share as well as debate the results of that experimentation. The SIG will, therefore, be both intensely practical, as well as looking at emerging research and pre-implementation experimentation.
Join a group of EFMD member companies, alongside our sponsor and subject matter expert: HULT International Business School (including Ashridge) as well as learning disruptors in order to explore cross-functional strategies, capitalising on open sharing, and drawing on leading thinkers and practitioners to challenge us on specific questions of interest to the group.
The goal is to advance thinking about the critical area of leadership, in concrete and in context, whilst cultivating the practices that will encourage innovation and development into the future. The SIG will acknowledge latest research and best practices.
The essential aim is to build a powerful, strategic partnership within the SIG so that members will be confident to share both the challenges they face, as well as initiatives they have planned. The output will be examples of actual practice, set in a contextual frame that will examine three areas: leadership practice, the digital mindset and global trends. Our focus will be at the intersection of these three areas.
The group will minimise large group meetings, by using regular webinar sessions and smaller group interactions held in partner organisations. Learn more about the systematic working process here (pdf).
The specific, desired outcomes will be defined after the initial group meeting. However, at this point, some of the outcomes of the SIG could be the following:
- A shared perspective on the challenges members face in building exemplary leadership and, an account of what they have already done in order to mitigate the challenges they face in identifying and preparing leaders for the current climate.
- An agreement about what the transformation of leadership inside their organisations means in practice.
- Shared intelligence about innovative companies, geographies, and approaches.
- An agreement on the changing role of leaders and what interventions and development appear to best support them.
- Defining and exemplifying what innovation in leadership development actually looks like.
- Deep-dives into critical sub-topics, depending on our members’ interests, e.g.:
- An exploration of the use of new technologies for learning.
- A look at how concepts such as social learning and knowledge sharing can transform leadership development.
- Models that emerged from the experiments that appear to indicate the way forward.
There will be four crucial outcomes from this Special Interest Group:
- Final report that summarising the findings of the SIG, and illustrating the group’s conclusions around the changing role of leaders and the scope of innovation in leadership development.
- Detailed analysis of why, what, where and how innovation is occurring in leadership development within the SIG member companies.
- Summary of current research evidencing the changing leadership environment and how that research can encourage and sustain innovative practice.
- Unique and strong community of organisations that have learnt to work together and share experiences and challenges.
Two delegates, one at the strategic decision-making level and one person who is responsible for the implementation of new models and new approaches directly.
Join companies already on board:
Nigel Paine, He has a background in learning leadership and technology, and is author of two, relevant, recent books: The Learning Challenge: Dealing with Technology Innovation and Change in Learning and Development and Building Leadership Development Programmes: Zero-Cost to High-Investment that Work. He is a fellow of the RSA, CIPD and LPI.
Roger Delves, is the Dean of Qualifications and Professor of Leadership Practice at Hult Ashridge, and teaches on HULT EMBA programmes. His areas of interest are; the roles of authenticity, emotional intelligence, ethics and integrity in leadership and decision making.
- For EFMD members € 3,000.
- For non-EFMD members € 4,000.
This includes full participation of two delegates in the SIG also an additional two seats at the EFMD Corporate Advisory Service (CAS) seminar.