GLOBAL LEADERSHIP PROGRAMME Unleashing · Startup bootcamp. Paul teaches entrepreneurship...

GLOBAL LEADERSHIP PROGRAMME

Unleashing Global Leaders

The Global Leadership Programme powered by PERSOLKELLY Consulting and INSEAD. The programme is a real-time, role-play “reality show” simulation of the acquisition and running of an established company. The programme challenges participants by forcing them to confront crisis after crisis in the form of practical lessons and learning methods that are relevant to their development as an effective Chief Executive Officer (CEO). The programme is run under a non-disclosure arrangement, to preserve an element of surprise during the sessions. Participants can expect a series of crises to occur without any prior warning.

Participants will benefit from a programme that is immersive, highly interactive and hands-on. PERSOLKELLY Consulting-INSEAD would deploy role-plays which uses internal and external role players such as former CEOs and successful entrepreneurs. Professors would also deploy Socratic methods of meetings in group sessions to foster critical thinking and use cloud-based dashboards for scheduling and transacting events. The other important lessons that will be taught include CEO leadership, strategy, accounting & finance, marketing, decision sciences, economics, entrepreneurship, technology and operations management.

The programme is the result of a strong partnership between PERSOLKELLY Consulting and INSEAD – both world leaders in their respective fields. PERSOLKELLY Consulting is a major global consulting firm that specialises in leader ship development. INSEAD – the business school for the world has produced some of the world’s top global CEOs. It is one of the best schools in producing the most FT500 CEOs and has been developing leaders in Asia since the 1970s.

02 | Global Leadership Programme

Future CEO Programme The BTI-INSEAD Future CEO Programme: Leadership Development Course is a pioneering professional development programme for next generation leaders of companies and industries. The programme is a real-time role-play "reality show" simulation of the acquisition and running of an established company. The programme challenges participants by forcing them to confront crisis after crisis in the form of practical lessons and learning methods that are relevant to their development as an effective Chief Executive Officer {CEO). The programme is run under a non-disclosure arrangement, to preserve elements of surprises during the sessions. Participants can expect a series of crisis to occur without any prior warnings.

Participants will benefit from a programme that is immersive, highly interactive and hands-on. BTI-INSEAD would deploy role-plays which uses internal and external role players such as past CEOs and successful entrepreneurs. Professors would also deploy socratic methods of meetings in group sessions to foster critical thinking and use cloud-based dashboards for scheduling and transacting events. The other important lessons that will be taught include CEO leadership, strategy, accounting & finance, marketing, decision sciences, economics, entrepreneurship, technology and operations management.

The programme is the result of a strong partnership between BTI and INSEAD - both world leaders in their respective fields. BTI is a major global consulting firm that specialises in board and executive search, talent management, and leadership development. INSEAD - the business school for the world has produced some of the world's top global CEOs. It is the second best school in producing the most FTS00 CEOs and has been developing leaders in Asia since the 1970s.

Keybenefits

p Improving your ability to think on your feet and better manage crisis situations

P Enhancing the quality of your decision making

p Improving your ability to innovate solutions

p Positioning yourself better to execute business strategies

Faculty

Paul Kewene-Hite Professor of Entrepreneurship Entrepreneurship and Family Enterprise

Paul is a multiple winner of the INSEAD Dean's Award for Excellence in Teaching. He is also the creator of INSEAD's Startup bootcamp. Paul teaches entrepreneurship programmes and is the lead professor of INSEAD's popular elective "Your First Hundred Days" which teaches participants how to turn around a failing company. He teaches at all INSEAD's campuses for the MBA, GEMBA {Global Executive MBA), TIEMBA {Tsinghua INSEAD Executive MBA), and Executive Education programmes. Paul is a graduate of Harvard University. In INSEAD, his areas of research includes entrepreneurship and entrepreneurial leadership.

Pre-programme preparation

Prior to attending the programme, participants will receive background reading, assignments and case studies that will form the basis for class discussions.

Participant profile

This programme is designed for 35 potential successors to CEO positions within the client's business or new markets. The ideal age group for participants would be those in their 30s to their S0s.

Programme content

The programme comprises of 20 different topics spread over five days.

Dayl

• Due Diligence tour of the Company

• Negotiations to acquire the company

• Team diagnostic and role redefinition

• Union and Employee Management

Due Diligence tour of the Company

Negotiations to acquire the company

Team diagnostic and role redefinition

Union and Employee Management

. •

.

.

.

Day2 Day 4 Days

Town Hall Meetings . Crisis • Investing in • Trade Fair

Communications Information Technology . Engaging the • Ethical

Meetings with the Bank- Renewing Credit Facilities Press . Process Challenges

Improvements Engaging Key Customers . Hiring/Firing • In-house vs . • Meeting with the

Employees Outsource Chairman of the Sales Force Production Board for a Management . Environmental strategy review

Impacts . Change Project Management presentation

Management

Due Diligence Tour

This session includes a tour of the company used in the simulation. The professor will guide participants through a virtual tour of the factory and introduce key employees in the simulation. During the due diligence tour the professor will give a series of tips about management styles prevailing in the company that are both productive and counter-productive. The professor will also give a number of scenarios that will help contextualize the company and its settings.

Negotiations to Acquire the Company

This role-play could be with external role-players who simulate engagements with lawyers, sellers, and bankers to acquire the company, or where participants can role-play for each other. There are advantages to both approaches. There is a greater sense of reality with purely external role-players, plus their feedback after the negotiations can be very helpful to participants' learning. When participants role-play for each other they experience both sides of the negotiation.

The metaphor of acquiring the company is convenient for several reasons. Firstly, it gives an entry point for the simulation. Secondly, presuming that the participants are members of the management team would be complicated as the details of the simulation will be new to them. Additionally, being a new management team poses unique challenges.

Team Diagnostic and Definition Before the start of the simulation, team members self-determine their roles (or if the client prefers, the roles can be assigned to participants). After the negotiations, all participants will complete a worksheet that helps them determine if the roles to which they are currently assigned are optimal for them and the team. Team members can then decide whether to change any of the roles or keep them as currently allocated.


Throughout the simulation, participants will engage with the unions and employees through email correspondences, as well as meetings with the professor. The team will need to decide on how to engage with unions, employees, and the professor as well as email responses.

Global Leadership Programme

Global Leadership Programme | 03

Future CEO Programme The BTI-INSEAD Future CEO Programme: Leadership Development Course is a pioneering professional development programme for next generation leaders of companies and industries. The programme is a real-time role-play "reality show" simulation of the acquisition and running of an established company. The programme challenges participants by forcing them to confront crisis after crisis in the form of practical lessons and learning methods that are relevant to their development as an effective Chief Executive Officer {CEO). The programme is run under a non-disclosure arrangement, to preserve elements of surprises during the sessions. Participants can expect a series of crisis to occur without any prior warnings.

Participants will benefit from a programme that is immersive, highly interactive and hands-on. BTI-INSEAD would deploy role-plays which uses internal and external role players such as past CEOs and successful entrepreneurs. Professors would also deploy socratic methods of meetings in group sessions to foster critical thinking and use cloud-based dashboards for scheduling and transacting events. The other important lessons that will be taught include CEO leadership, strategy, accounting & finance, marketing, decision sciences, economics, entrepreneurship, technology and operations management.

The programme is the result of a strong partnership between BTI and INSEAD - both world leaders in their respective fields. BTI is a major global consulting firm that specialises in board and executive search, talent management, and leadership development. INSEAD - the business school for the world has produced some of the world's top global CEOs. It is the second best school in producing the most FTS00 CEOs and has been developing leaders in Asia since the 1970s.

Keybenefits

p Improving your ability to think on your feet and better manage crisis situations

P Enhancing the quality of your decision making

p Improving your ability to innovate solutions

p Positioning yourself better to execute business strategies

Faculty

Paul Kewene-Hite Professor of Entrepreneurship Entrepreneurship and Family Enterprise

Paul is a multiple winner of the INSEAD Dean's Award for Excellence in Teaching. He is also the creator of INSEAD's Startup bootcamp. Paul teaches entrepreneurship programmes and is the lead professor of INSEAD's popular elective "Your First Hundred Days" which teaches participants how to turn around a failing company. He teaches at all INSEAD's campuses for the MBA, GEMBA {Global Executive MBA), TIEMBA {Tsinghua INSEAD Executive MBA), and Executive Education programmes. Paul is a graduate of Harvard University. In INSEAD, his areas of research includes entrepreneurship and entrepreneurial leadership.

Pre-programme preparation

Prior to attending the programme, participants will receive background reading, assignments and case studies that will form the basis for class discussions.

Participant profile

This programme is designed for 35 potential successors to CEO positions within the client's business or new markets. The ideal age group for participants would be those in their 30s to their S0s.

Programme content

The programme comprises of 20 different topics spread over five days.

Dayl

• Due Diligence tour of the Company

• Negotiations to acquire the company

• Team diagnostic and role redefinition

• Union and Employee Management

Due Diligence tour of the Company

Negotiations to acquire the company

Team diagnostic and role redefinition


. •

.

.

.

Day2 Day 4 Days

Town Hall Meetings . Crisis • Investing in • Trade Fair

Communications Information Technology . Engaging the • Ethical

Meetings with the Bank- Renewing Credit Facilities Press . Process Challenges

Improvements Engaging Key Customers . Hiring/Firing • In-house vs . • Meeting with the

Employees Outsource Chairman of the Sales Force Production Board for a Management . Environmental strategy review

Impacts . Change Project Management presentation

Management

Due Diligence Tour

This session includes a tour of the company used in the simulation. The professor will guide participants through a virtual tour of the factory and introduce key employees in the simulation. During the due diligence tour the professor will give a series of tips about management styles prevailing in the company that are both productive and counter-productive. The professor will also give a number of scenarios that will help contextualize the company and its settings.

Negotiations to Acquire the Company

This role-play could be with external role-players who simulate engagements with lawyers, sellers, and bankers to acquire the company, or where participants can role-play for each other. There are advantages to both approaches. There is a greater sense of reality with purely external role-players, plus their feedback after the negotiations can be very helpful to participants' learning. When participants role-play for each other they experience both sides of the negotiation.

The metaphor of acquiring the company is convenient for several reasons. Firstly, it gives an entry point for the simulation. Secondly, presuming that the participants are members of the management team would be complicated as the details of the simulation will be new to them. Additionally, being a new management team poses unique challenges.

Team Diagnostic and Definition Before the start of the simulation, team members self-determine their roles (or if the client prefers, the roles can be assigned to participants). After the negotiations, all participants will complete a worksheet that helps them determine if the roles to which they are currently assigned are optimal for them and the team. Team members can then decide whether to change any of the roles or keep them as currently allocated.


Throughout the simulation, participants will engage with the unions and employees through email correspondences, as well as meetings with the professor. The team will need to decide on how to engage with unions, employees, and the professor as well as email responses.

Global Leadership Programme Structure

Global Leadership Programme – Day 1

Town Hall Meetings

Meetings with the BankRenewing Credit Facilities

Engaging Key Customers

Sales Force Management

Project Management

Crisis Communications

Engaging the Press

Hiring/Firing Employees

Environmental Impacts

Town Ball Meetings

The professor will engage with the teams on how to make their first presentations to all employees of the simulated company. Participants will be exposed to town hall presentations

Meetings with the Bank - Renewing Credit Facilities

Each team will need to prepare financial information for a meeting with the company's commercial banker. They will have incomplete and flawed information and a limited amount of time to prepare. They will then meet with an external role-player who is an actual banker. The team will need to make a professional presentation to the banker and persuade the banker to believe in the leadership of the company.


Each team will meet with an external role-player who act as a key customer. The customer is up for contract renewal and will have a number of serious concerns. The teams will need to present and engage professionally to retain the customer. The teams will also need to engage customers through a series of email and meetings with the professor.


Through email exchanges and meetings with the professor, the participants will engage with their sales team and deal with problems in the sales organisation and make the necessary changes.

Project Management

Throughout the simulation there are a number of projects that need regular attention (through email and meetings with the professor) ranging from investments in buildings and machinery to information technology and human resources initiatives.


The participants will be exposed to a number of surprises, caused by rules violations as well as inherited problems. Participants need to manage these situations as professionally as possible when under pressure.

Engaging the Press

All team members will be interviewed on camera by a mock BBC TV journalist. The initial purpose of the interview is to feature the new leadership in the company. However, the interview will prove to be more challenging than expected. This will be a thrilling experience and will prove to be an excellent training ground for being media sawy.


Team members need to go through the process of reviewing CVs, performing interviews, and making hiring decisions. There will also be at least one clear opportunity to dismiss one or more employees. Participants will need to make these decisions and feedback will be given on how they managed the situations.

Environmental Impact

The participants will be exposed to a factory which has environmental risks. They will need to take careful action to safeguard the company, shareholders, management, employees, the community, local government, et al, from the implications of the dangers posed by the situation.

Investing in Information Technology

Process Improvements

In-house vs. Outsource Production

Change Management

Trade Fair

Ethical Challenges

Meeting with the Chairman of the Board for a strategy review presentation


The company has serious challenges with IT and the team members need to make swift decisions on how to budget and invest in IT hardware and software.


Team members will quickly learn on how to make effective process improvements that benefits the company.


Team members need to weigh-in on decisions to continue production in house or outsource it by taking into consideration of calculating costs, impacts on employees and customers.

Change Management

Team members will be exposed to the change management process. Every decision has a cascading effect throughout the company. It is during meetings with the professor that teams explore what changes can be made and how it can have a positive impact or otherwise.

► TradeFair

We will run a trade fair, with all teams hosting a booth. We also have role-players that visit the booths and actively engage as customers, potential customers, suppliers, trade press, and more. Participants will need to represent their company with professionalism over a series of engagements.

Ethical Challenges

Participants will be exposed to one surprise ethical challenge. They will need to take careful action in accordance with the law that will protect the shareholders, company, and all concerned parties.

Meeting with the Chairman of the Board

Each team must prepare a strategy presentation and present it to the Chairman who happens to be the professor. The meeting is led by the team appointed CEO but must include active preparation and engagement by all team participants. The presentation is made toward the end of the course after the participants have had time to learn the company and formulate strategies.




Town Hall Meetings

Meetings with the BankRenewing Credit Facilities



Project Management


Engaging the Press


Environmental Impacts

Town Ball Meetings

The professor will engage with the teams on how to make their first presentations to all employees of the simulated company. Participants will be exposed to town hall presentations

Meetings with the Bank - Renewing Credit Facilities

Each team will need to prepare financial information for a meeting with the company's commercial banker. They will have incomplete and flawed information and a limited amount of time to prepare. They will then meet with an external role-player who is an actual banker. The team will need to make a professional presentation to the banker and persuade the banker to believe in the leadership of the company.


Each team will meet with an external role-player who act as a key customer. The customer is up for contract renewal and will have a number of serious concerns. The teams will need to present and engage professionally to retain the customer. The teams will also need to engage customers through a series of email and meetings with the professor.


Through email exchanges and meetings with the professor, the participants will engage with their sales team and deal with problems in the sales organisation and make the necessary changes.

Project Management

Throughout the simulation there are a number of projects that need regular attention (through email and meetings with the professor) ranging from investments in buildings and machinery to information technology and human resources initiatives.


The participants will be exposed to a number of surprises, caused by rules violations as well as inherited problems. Participants need to manage these situations as professionally as possible when under pressure.

Engaging the Press

All team members will be interviewed on camera by a mock BBC TV journalist. The initial purpose of the interview is to feature the new leadership in the company. However, the interview will prove to be more challenging than expected. This will be a thrilling experience and will prove to be an excellent training ground for being media sawy.


Team members need to go through the process of reviewing CVs, performing interviews, and making hiring decisions. There will also be at least one clear opportunity to dismiss one or more employees. Participants will need to make these decisions and feedback will be given on how they managed the situations.

Environmental Impact

The participants will be exposed to a factory which has environmental risks. They will need to take careful action to safeguard the company, shareholders, management, employees, the community, local government, et al, from the implications of the dangers posed by the situation.




Change Management

Trade Fair

Ethical Challenges

Meeting with the Chairman of the Board for a strategy review presentation


The company has serious challenges with IT and the team members need to make swift decisions on how to budget and invest in IT hardware and software.


Team members will quickly learn on how to make effective process improvements that benefits the company.


Team members need to weigh-in on decisions to continue production in house or outsource it by taking into consideration of calculating costs, impacts on employees and customers.

Change Management

Team members will be exposed to the change management process. Every decision has a cascading effect throughout the company. It is during meetings with the professor that teams explore what changes can be made and how it can have a positive impact or otherwise.

► TradeFair

We will run a trade fair, with all teams hosting a booth. We also have role-players that visit the booths and actively engage as customers, potential customers, suppliers, trade press, and more. Participants will need to represent their company with professionalism over a series of engagements.

Ethical Challenges

Participants will be exposed to one surprise ethical challenge. They will need to take careful action in accordance with the law that will protect the shareholders, company, and all concerned parties.

Meeting with the Chairman of the Board

Each team must prepare a strategy presentation and present it to the Chairman who happens to be the professor. The meeting is led by the team appointed CEO but must include active preparation and engagement by all team participants. The presentation is made toward the end of the course after the participants have had time to learn the company and formulate strategies.




HeadquartersTelephone: +603 2119 6988

IndiaTelephone: +91 124 430 0323-36

IndonesiaTelephone: +62 21 521 3630

MalaysiaTelephone: +603 2119 6988

SingaporeTelephone: +65 6603 3368

For enquiries for other regions, please contact us at: [email protected] or call us at: +60 3 2119 6988 or +65 6603 3368


Public and private sectors across industries and will typically have 5 to 10 years of management experience or more.

They should already have demonstrated leadership and innovation qualities.

Their organisations should also consider them capable of holding positions of increased responsibility in the future.

They must have strong command of the English language, which is the language of instruction for all pedagogical materials.

Last but not least, participants must commit to contributing constructively during modules and sharing updates with other participants in the spirit of knowledge exchange.

About PERSOLKELLY Consulting

PERSOLKELLY Consulting aspires to be a leading global human resource consulting and professional services organisation committed to shape the future workforce by empowering individuals, organisations and societies.

To further align the corporate brand strategy, PERSOLKELLY Consulting is a rebrand of BTI Consultants in Asia and Intelligence SMC in Hong Kong. These brands combine their vast experiences and knowledge in innovative talent development, HR & Management advisory, organisational effectiveness and insights-driven HR solutions to achieve optimal results for their clients in the regions.

Today, PERSOLKELLY Consulting is represented in 6 countries, including Hong Kong, India, Indonesia, Malaysia, Singapore and China (operating under Intelligence Anchor Consulting). It is also in active collaboration with PERSOL Research and Consulting in Japan.

PERSOLKELLY Consulting is an entity within the PERSOLKELLY company, a joint venture between PERSOL Group, and Kelly Services, Inc, forming one of the largest recruitment companies in Asia Pacific.

Visit persolkellyconsulting.com for more information.

About INSEAD

As one of the largest of the world’s leading business schools and certainly the most international, INSEAD is well placed to make an impact on your business. INSEAD is unique in having a three-campus structure – Europe, Asia and Abu Dhabi. The campuses are equally diverse and all have world-class faculty in residence. Executive programmes run at one, two or even across all three of our main locations. Our Customised Programmes can also be held anywhere in the world.

Visit insead.edu for more information.


PERSOLKELLY Consulting Global Network

For enquiries for other regions, please contact us at: [email protected] or call us at: +60 3 2119 6988 or +65 6603 3368

ASIA PACIFIC

HeadquartersLevel 32.1 Menara Standard Chartered 30 Jalan Sultan Ismail50250 Kuala Lumpur, Malaysia Tel: +603 2119 6988Fax: +603 2141 0639

INDIA

Gurugram902, 9th Floor, Tower BGlobal Business Park, MG Road Gurugram – 122001 (Haryana), India Tel: +91 12 4430 0323-26Fax: +91 12 4406 8689

MumbaiINZIO 6th Floor, Unit No 601/602Cardinal Gracious RoadOpposite P&G Plaza, Chakala, Andheri (East) Mumbai – 400 099 Tel: +91 226 681 6953Fax: +91 22 6696 0277

BengaluruSriram Sumanthu Chambers,#3287, 12th Main, HAL 2nd Stage Indiranagar, Bengaluru 560038, India Tel: +91 80 6708 1836Fax: +91 80 6708 6699

PuneONYX, 10th Floor, Unit No.1002 37/3, North Main Road, Koregaon Park Annex,Pune – 411001Tel: +91 20 6680 5200

INDONESIA

Mayapada Tower, 6th Floor, Suite 06-01 Jl. Jend. Sudirman Kav 28 Jakarta 12920, Indonesia Tel: +62 21 521 3630 Fax: +62 21 521 3629

MALAYSIA

Level 32.1 Menara Standard Chartered 30 Jalan Sultan Ismail50250 Kuala Lumpur, MalaysiaTel: +603 2119 6988Fax: +603 2143 3989

SINGAPORE

6 Battery Road#38-01, Singapore 049909 Tel: +65 6603 3368Fax: +65 6532 0107


GLOBAL LEADERSHIP PROGRAMME Unleashing · Startup bootcamp. Paul teaches entrepreneurship...

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