Masterclass Brochure

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Masterclasses Directory

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Transcript of Masterclass Brochure

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Masterclasses Directory

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Introduction

The London Speaker Bureau has the most extensive speaker and masterclass network in the world. In an ever moreconnected and changing environment, organisations increasingly require outside experience to gain knowledge andinsight. Our uniquely international structure enables us to offer our clients a distinctive resource of senior figures frombusiness, politics, academia and society.

We are encouraged by the popularity of our masterclasses, which are designed on each occasion to match the specificneeds of the client group and the organisation. The masterclasses are taught by proven leaders in their respectivefields of interest.

If you would like further information about our masterclasses please contact Tom Kenyon-Slaney at: 020 8748 9595or email: [email protected]

Head Office

The London Speaker BureauElsinore House77 Fulham Palace RoadLondon W6 8JAUnited Kingdom

+44 (0)20 8748 9595

www.londonspeakerbureau.co.uk

LONDON • DUBLIN • PARIS • FRANKFURT • STOCKHOLM • ISTANBUL • CAPE TOWN • DELHI • HONG KONG • KUALA LUMPUR • RIO DE JANEIRO

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Range of Services

Business and Motivational Personalities for Advertising and PR Campaigns • Chief Executive and Board-levelMentoring • Conference Facilitators • Senior Executive Search • Government and Civil Service Briefings • Individualand Group Training • Keynote Speakers • Masterclasses • Webinars

Our International Network of Offices

LONDON

PARIS

FRANKFURT

STOCKHOLMDELHI

HONG KONG

KUALA LUMPUR

CAPE TOWN

DUBLIN

RIO DE JANEIRO

ISTANBUL

Dominic Alldis

David Clutterbuck

Greg Clarke

Joe DiVanna

Adrian Furnham

Jonathan Gabay

Anil K. Gupta

Mike Harris

Patrick Harris

Sahar Hashemi

Gareth Jones

Andrew Keen

Charles Leadbeater

Chris Parry

Nenad Pacek

Ruby Wax

Mark Wilcox

Masterclasses

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Masterclasses

The masterclass covers:

What happens when we think of ourselves asartists and our customers as our audience;

How can an artistic perspective improveproductivity and business performance;

How the conductor of an orchestra leads his or her‘team’ towards an inspirational performance;

What can we learn from jazz musicians who thrive ina turbulent environment and continually innovate;

How we can bring a ‘jazz’ mindset to our ownorganisations.

Benefits:

This interactive masterclass will give participants thetools to examine their own leadership, collaborationand creativity skills through both a ‘classical’ and‘jazz’ lens.

The day will consist of a combination of liveperformance, audio and video examples, thought-provoking discussion, as well as interactive exercises.

Each participant will also receive a signed CDof ‘Songs We Heard’ by Dominic Alldis.

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Masterclasses

Dominic Alldis

Dominic is a jazz musician, orchestral conductor and business speaker. For over 15 years hehas been introducing the corporate world to The Music Metaphor. His unique approach hasbeen experienced by an impressive list of worldwide clients including WPP, Deutsche Bank,Credit Suisse, Morgan Stanley, Barclays, Siemens, Accenture, Booz Allen, Oracle, eBay,Rolls Royce, EADS, GE, Diageo, Unilever, Danone, L’Oreal and LVMH.

Overview

Leadership, collaboration and creativity are familiar buzzwords in today’s business climate. Fostering these skillscontinues to be a key priority for any dynamic organisation wishing to attract and retain talent, enhance job satisfactionand improve productivity and economic performance.

The Music Metaphor is an original and effective approach to executive development and provides a new paradigmfor these business concerns by exploring parallels from the world of music: the conductor or “maestro” inspiring anorchestra; jazz musicians improvising together in a band; the composer creating a piece of music to engage his or heraudience. By blending the aesthetic and emotional richness of music and the arts with the strategic and operationalapproach of business, participants can refocus their approach to leadership, collaboration, listening, decision-making,talent-management and the pursuit of excellence.

The Music Metaphor - Leadership, Collaboration and Creativity;Bringing an Artistic Perspective to Business

The masterclass covers:

How and when to use techniques in coachingand mentoring;

Introduction to a selection of techniques mostrelevant to issues participants have encounteredin their roles as coaches and mentors;

Opportunities to practice and reflect upon someof these techniques.

Benefits:

A clearer understanding of how to use coachingand mentoring behaviours to stimulate personaland organisational change.

Increased confidence in using the coachingand mentoring skills they already possess.

Simple but effective tools they can use immediately.

A portfolio of challenging questions that promotecreative, deep thinking.

Practical ways to manage the coaching or mentoringrelationship to gain maximum impact.

David Clutterbuck

David has written or co-written 50 books, of which 14 are on coaching or mentoring. He isVisiting Professor of Coaching and Mentoring at both Oxford Brookes and Sheffield HallamUniversities and Lifetime Ambassador for the European Mentoring and Coaching Council.A serial entrepreneur, he has helped hundreds of companies around the world design andimplement effective mentoring/coaching programmes. He also works widely with top teamsand boards to help them challenge themselves. He is an intensely stimulating, thought-provoking and humorous speaker, with a talent for making complex ideas accessible.

Overview

Recent research shows that the most significant common factor differentiating high performing leadership teams fromless effective teams is the attention and time they devote to coaching and being coached.

Increasingly, top teams realise the need to have more than a grasp of the fundamentals of coaching and mentoring.They need sufficient skill to be role models for good developmental practice in respect of both themselves and otherpeople. It’s not that they have to become professional coaches but instead up their game sufficiently to respond to awider variety of situations and be able to help others achieve a deeper level of reflection about their personalperformance and their careers.

This workshop draws on the extensive research and experience of one of the foremost authorities in the field. It buildson leaders’ existing skills and experience as coaches and mentors to equip them with a custom selection of tools andtechniques they can apply both inside and outside the organisation. It is stimulating, challenging, fast moving andintensely practical – combining the latest in current theory with processes that can be shown to work.

The Leader as Coach and Mentor

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Greg Clarke

Greg is a trusted advisor to cities and companies around the world. He has visited andreviewed more than 100 cities in a 20 year career where he has held senior level roles in cityagencies in London and has written extensively about 20 other cities. He has also worked withmany companies to help them build effective strategies and relationships for working withcities: including Siemens, Microsoft, EDF, Cap Gemini, Linklaters, Shell, and with InternationalFinancial Institutions such as The European Investment Bank, World Bank, and Inter-AmericanDevelopment Bank. He is author of City Success: what do the City Indexes Tell Us? and 10other books about cities.

The masterclass covers:

The day will consist of presentation, debate anddiscussion sessions, individual exercises and smallgroup work. A collection of slides, articles, casestudies, and notes with template exercises will beprovided for the organiser.

How globalisation is driving city growth and urbandevelopment. Why and how cities are now essentialto national and corporate success

The ingredients of long term success for cities. Howcities organise to face the challenges of globalisation.

How companies and cities can collaborate togetherfor innovation.How to build a strategy for working withcity leaders.

How cities can learn from each other and developnew insights on global imperatives

Benefits:

This dynamic master-class will encourage participantsto go beyond received wisdom about cities andunderstand how long term city success is built. Theprogramme is rich with practical case studies of howcities win and business benefits from city success.

The Masterclass is ideal for corporate leaders whoneed to understand cities better ands for city leadersand officials who want to work more effectively withbusiness to achieve shared goals

Overview

Globalisation has increased the rate of growth and the importance of cities, and fostered the development of worldcities and global cities such as London, New York, Hong Kong, Paris and Tokyo: places which are becoming the hubsand junction boxes of the new global system of corporate locations, trade, innovation, investment, services, knowledgeand governance. The dominance of world cities in the OECD countries and rapid growth of mega cities and new worldcities (such as Singapore, Sao Paolo, Mumbai, Shanghai, Johannesburg, Beijing, Dubai, Seoul, and Istanbul), inemerging and developing countries, offer businesses and investors unique opportunities to build value in densemarkets. But cities have also to solve problems and challenges associated with growth and companies can help themto do so if they organise in ways which address city challenges effectively. This workshop explores the ingredients oflong term success of cities and the role of business in making cities work; building corporate success in the process.

Global Cities and Global Markets

Greg Clarke

Greg has worked in London for 20 years, holding senior management roles at the London Dockland DevelopmentCorporation, Greater London Enterprise, and the Greater London Authority Group. He has played leadership rolesin London Docklands, The London 2012 Olympics, The Thames Gateway, and many other major projects that arereinventing London. He has been lead author of 3 London Development Strategies, over a 10 year period, and haswritten more than 20 major studies and case studies about London and its relevance for other cities around the world.He is the author of ULI’s London and New York in the 21st Century and 20 case studies on London.

The masterclass covers:

The day will consist of presentation, debate anddiscussion sessions, individual exercises and smallgroup work. A collection of slides, articles, casestudies, and notes with template exercises will beprovided for the organiser.

Where does London sit in the global family of cities?

Why does it succeed an endure?

What problems has London solved?And what must it doe next?

What was the success of London Docklands andwhat will the London 2012 Olympics achieve?

How is London governed and led? What is London’sfuture? What can other cities learn from London?

Benefits:

This dynamic master-class will encourage participantsto go beyond received wisdom about London andunderstand the city afresh. The programme is richwith practical case studies of how London hasreinvented itself to become the world’s leading city.

The Masterclass is ideal for corporate leaders whoneed to understand London better, and for cityleaders and officials who want to learn from London’sinnovations and challenges. It will be especially usefulto professionals trying to solve the challenges thatcities face.

Overview

Few cities in the modern era have attained London’s success in being a leading international city in five consecutivecenturies. London’s achievement is based on both great projects and national power, and also on core values of tradeand entrepreneurship, open-ness to the world and its people, and a deep investment in culture and public life.

This Masterclass reveals the secrets of London’s success, and demonstrates how to understand contemporary Londonwith its current innovations including large-scale urban regeneration, new London’s new infrastructure, the 2012Olympics, congestion charging, corporate HQs, 42 Universities, 33 municipal governments, parks and green spaces,and world famous clusters in finance, law, media, medicine, arts, science, culture and sport.

Understanding London: the world’s city

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The masterclass covers:

The State of the Global Islamic-Finance Industry;

Competitive Factors and Market Maturity;

Changing Landscape of Competitionin Domestic Markets;

Understanding the Value Propositionof Islamic Banking;

Engaging Customers: Demographics,Segmentation and Marketing;

Innovation and Invention in Islamic Bankingand Finance.

Benefits:

The masterclass can be one day or a half dayin duration. Joe has developed a highly interactiveprogramme that gives delegates the skills toimplement client-focused change and deliver serviceand value to Islamic banking customers.

He can design the programme for a CEO and aBoard of Directors, or for individual departmentswithin an organisation, for example, CustomerService, Marketing, Human Resources.

Joe DiVanna

Joe is an acknowledged global authority on the Islamic-banking industry. He is the author of:A New Financial Dawn: The Rise of Islamic Banking; Understanding Islamic Banking: TheValue Proposition That Transcends Cultures and How to Run a Bank. He is the co-authorof Top 500 Islamic Financial Institutions, an annual supplement published by The Bankermagazine and the Financial Times.

Competitive Strategies for Islamic Banks

Overview

Islamic banking is enjoying a renaissance. As Muslims around the world gain greater access to Shariah-basedfinancial services, the nature of competition in domestic markets is undergoing changes. Market growth bringsincreased competition, which forces Islamic banks to change how they approach the market, apply technology,brand products, package services and connect with their customers.

Greg Clarke

Greg Clark is an international authority on city development and global events. He has reviewed the lessons form 8 citiesthat have hosted Olympic Games, 7 cities that hosted EXPOs, 12 cities that have been capital of culture, and more than20 other cities and nations that have hosted world cups, summits, and other major events. He is currently leading aninternational review of London 2012. He advises nations and cities on how to chose the right event, define the benefitsand legacy, and manage risks well. He also advises on how to win from bidding even the bid does not succeed.He isauthor of the OECD’s best-selling book: Local Development Benefits from hosting Major Events

The masterclass covers:

The day will consist of presentation, debate anddiscussion sessions, individual exercises and smallgroup work. A collection of slides, articles, casestudies, and notes with template exercises will beprovided for the organiser.

The core requirements of hosting differentinternational events and the bidding processes.

How to define the benefits, impacts, and legacy of theevent: how to plan for them and secure them.

What goes wrong and how it can be put right beforeit is too late.

How to win from bidding. How to organise forsuccess.

How to create lasting momentum frominternational events.

How to create a long term events strategyfor a city or nation.

Benefits:

This dynamic master-class will encourage participantsto really understand the benefits of hostinginternational events, how to decide which events tobid for, and to build a lasting legacy. The programmeis rich with practical case studies of how cities andnations have built success through events, and whenand how they have failed.

The Masterclass is ideal for city, national, andcorporate leaders who are considering bidding forinternational events or want to review their existingevents strategy.

Overview

Bidding to host global events is now major industry with a bewildering array of choices and opportunities. Globalevents such as Olympics and EXPOs are costly undertakings that can yield enormous benefits for the hosting nationor city if they are managed well.

But many cities and nations do not pick the right event to bid for, do not bid as well as they might, and even if they winthey do optimise the benefits that a global event can bring. This Masterclass address to avoid wasting public money bypicking the right event, bidding well, and making the most of the event whether the bid is won or lost.

Winning from Global Events: Olympics, EXPOs, World Cups, Summits,Culture and Festivals.

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The masterclass covers:

How to inspire everyone from businesses tocustomers, to become “brand ambassadors”.

Benefits:

Build or rejuvenate your brand.

Deliver sustainable and credible brand experiences.

Learn insights from today’s brand newsmakers.

Exploit brand channels including PR, advertisingand Web 2.0

How to develop your brand, communicate yourbrand message and inspire everyone associatedwith your business aspirations.

Jonathan Gabay

Jonathan is one of Europe’s leading independent brand marketers. He is on the facultyof the world’s largest marketing training body, The Chartered Institute of Marketing, whichalso endorses most of his books. Jonathan has written 13 books (three to be publishedduring 2010). He has advised many of industries’ biggest “brand players” in IT, finance,manufacturing, retail, public sector, charities, education, the media (including TV and theweb) as well as service companies, on all aspects of creative marketing. Jonathan regularlycomments in the national press as well as on Sky News, ITN, BBC, Channel 4, BloombergTV and CNN on news-breaking, brand-related, corporate, celebrity, sports andpolitical stories.

Overview

Brands are ubiquitous, touching not just businesses but celebrities, politicians and of course, you. But what reallymakes a powerful, enduring brand? How, in these days of unbridled cynicism, can your brand be trusted? Is therestill space for new brand contenders? And what can be learnt from brands hitting today’s headline news? Respectedbranding expert and commentator Jonathan Gabay provides practical insights into leveraging your brand’s value aswell as understanding how current brand-related news stories affect wider brand perceptions.

Branding: Real Insights Behind Today’s Headlines

The masterclass covers:

Should organisations have a known talent group thatpeople can move in and out of or is this toodemoralising for those not in this group?

Most importantly how do you develop talented peopleto make sure they both fulfill their talent and are highlyeffective in your organisation?

Finally what about the dark side of talent and thederailment of people clearly very talented?

Benefits:

Being clear on a good definitions of talent.

Knowing what factors to measure in both theselect-in and select-out of talent.

Realising the shortcomings of the performance/potential model in terms of categorisation.

Choosing the best developmental strategy foreach candidate.

Knowing how to manage the expectations andopinions of those in, and not in, the talent group.

Understanding derailment and how talentedpeople might derail.

Adrian Furnham

Adrian is a business psychologist at University College London (UCL). He has completedextensive consultancy research with both private and public-sector organisations. He isalso an academic who has written over 50 books, is a newspaper columnist and a regularcommentator in the media. He travels abroad frequently and is much sought after as amotivational speaker.

Overview

How do you define talent and how do you recruit, select, develop and manage people who are clearly highly talented?What part does ability and personality and creativity play in real business-talent leaders and how do you assess it?

The Psychology of Talent Management

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The masterclass covers:

The key principles of creating high performanceenvironments with first hand examples drawn fromApple, Virgin, Google, Microsoft, Procter & Gamble,IBM, Innocent Drinks, Pacific Gas and ElectricCalifornia’s largest utility company as well as FirstDirect, Mercury, Egg and Garlik;

An introduction to the tools and processes that canbe put in place to implement the principles in anyorganisation; Real-time coaching of individualparticipants in how to achieve a breakthrough in a realbusiness issue facing them right now;

An exercise designed to achieve an organisationalbreakthrough by applying one of the key principles;

The class is designed to take four hours but shorterand longer versions can be created.

Benefits:

Shifting the perspective of participants about thepossibility of creating a high performance organisationfrom: it’s not possible or desirable for us and even if itwas we couldn’t do it, to it’s possible, it’s desirable,we can do it.

A breakthrough in a current key business issue facingeach team and/or individual.

A working knowledge of some of the tools of highperformance to apply when they leave the class(exactly what tools are covered in this way will dependon how the class is tailored).

An understanding of what it would take to createa sustainable high performance environment, thepeople who would be able to help.

Mike Harris

Mike is the creator of three £1 billion organisations, each with an iconic brand anda dynamic and innovative culture. He is the Founder of the two organisations that aregenerally recognised to have fundamentally transformed retail financial services in theUK in the last 20 years – First Direct and Egg, which he took from a start-up to a billionpound public company in two years. In between he was CEO of UK Telco MercuryCommunications, where he took on a large-scale transformation of a 10,000 personcompany, creating a high performance environment and building a £2.5 billion consumerbusiness from scratch. Mike is currently Co-Founder and Executive Chairman of one of theUK’s fastest growing and most exciting young technology companies, Garlik, which wonthe prestigious BT Flagship Award for innovation in 2008.

Overview

A lot of effort is put into managing financial performance and understanding and mitigating systemic risk. Theseenvironments produce predictable but often unexciting results. Attempts to do something new (for example:transforming performance in response to strategic threats and opportunities or upping the game on innovation andcustomer engagement) can be daunting. Some issues seem intractable, however much effort is expended trying toresolve them. Leaders, just like their employees, are prone to exhaustion, discouragement and stress. Creating a highperformance environment is not merely a matter of frequent doses of inspiration from leaders, or novel coaching,training and performance management techniques, or clever strategies, although all can have a role to play. Highperformance environments require leaders to engage in the continual creation of three things: differentiation,alignment and outcome-based strategies.

Creating a High Performance Environment

The masterclass covers:

Many of today’s Western giants that don’t havesolid China-and-India strategies will face severethreats to their very existence in as little as 10years’ time, as competitors who are making themost of China and India mark these companieswith a bull’s eye for annihilation or acquisition.

This masterclass will cover all aspects of globalstrategy relevant to the current global businessenvironment.

Benefits:

The factors fueling the rise of China and India.

The multi-faceted opportunities and challengesoffered by these two economies.

The similarities and differences betweenChina and India.

How to design smart strategies to pursue Chinaand India as markets and also to leverage themfor cost efficiency and innovation.

Anil K. Gupta

Anil is widely recognised as one of the world’s leading experts on strategy and globalisation.He is the author of Getting China and India Right and The Quest for Global Dominance.The recipient of numerous awards for excellence in research and teaching, Anil has beenrecognised by BusinessWeek as an outstanding faculty in its “Guide to the Best BusinessSchools”. He is ranked by Management International Review as one of the “Top 20 NorthAmerican Superstars” for research in strategy and organisation. A regular speaker at majorconferences, Anil also serves as an adviser and director for corporations in the United States,Europe and Asia. He is the Ralph J. Tyser Professor of Strategy and Organisation at the SmithSchool of Business, University of Maryland.

Overview

The coming decade will witness the fastest and most profound change in the structure of the global economy. By 2025China may have caught up with the US to become the largest economy in the world. India is likely to overtake Japanby about 2025 and the US by about 2040.

The rise of China and India is a game-changing phenomenon. Given the size and rapid growth of these two economies,a suboptimal strategy for China and India is no longer a matter of merely leaving some money on the table. Some ofthe most common mistakes by multinational companies include: viewing China and India solely from the lens of off-shoring and cost reduction, building marketing strategies that are centred around just the rich cities and the top fiveto ten per cent of the population, naivete regarding the choice of local partners and treating these two countries asperipheral rather than core to the company’s global strategy.

Global Strategy in the Age of China and India: Leveraging the World’s TwoFastest Growing Economies

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The masterclass covers:

This interactive session will show you how to changeyour mental landscape and ignite the dormantentrepreneur/innovator that lies within everyone.

Benefits:

Create the belief that you can develop yourentrepreneurial creative qualities.

Break the habits and thinking patterns that arepreventing you from thinking innovatively.

Adopt the mindset you can use to think likean entrepreneur.

Create an innovative, entrepreneurial culturewithin an organisation.

Align your personality and your work so you don’t feellike you are only working for the monthly paycheque.

Sahar Hashemi

Sahar, together with her brother Bobby, founded Coffee Republic in 1995 and builtit into one of the UK’s most recognised high street brands with a turnover of £30m. Sahar leftthe day-to-day management of Coffee Republic in 2001 and wrote a best-selling book AnyoneCan Do It - Building Coffee Republic from Our Kitchen Table which sets out their journey ofentrepreneurship. ‘Anyone Can Do It’ immediately reached number one on the Amazonbusiness chart and was the second highest selling book in the UK on entrepreneurship afterRichard Branson.

Overview

Creating an “entrepreneurial culture” is the latest business buzzword. Corporations can no longer rely on being big.Far more is needed to keep up with the changes: a shift to an agile, creative entrepreneurial culture. This need tobe more innovative is becoming even more urgent during the latest recession. Sahar’s belief is that everyone hasentrepreneurial tools within them. For start-up entrepreneurs these behaviours are activated naturally through thestart- up process but for corporate employees they don’t come naturally; however, they can be learned andencouraged throughout the organisation.

Switched On - Creating an Entrepreneurial Culture:How to Change from an Employee Mindset to an Entrepreneurial Mindset

The masterclass covers:

Creative approaches to thinking differently aboutissues facing your business. Patrick’s backgroundensures that experienced-based concepts are thebasis of the masterclass;

Participants apply these concepts to specific issuesthey face, in a real time, hands-on environment;

Topics include Strategic Purpose and Principlesas well as Creative Tools, Process, Culture andEnvironment. The masterclass can be tailored foruse in teams, projects, departments, or wholeorganisations.

Benefits:

An understanding of the need and key waysto release talent in organisations.

Greater awareness of individual creative potential.

Better developed creative characteristics.

A creative toolkit for use in the workplace.

Appreciation of traits of creative teams.

An improved ability to make and use creative space.

Patrick Harris

Patrick Harris is the former Director of Creativity for the Orange Group. He was co-designerand manager of the corporate strategic think-tank that underpinned the company’sgroup-wide strategy during the octane-fuelled period of 1998-2002. In 2003 he foundedthoughtengine, a consultancy focusing on creativity, strategy, brand and futures. Patrickis a former non-executive Director of France Telecom UK R&D and is a current Director ofMedinge, a brand think-tank focusing on furthering the humanitarian efforts of brands andtheir organisations. In 2009 he wrote The Truth About Creativity.

Overview

Thinking creatively is not a special skill possessed by a lucky few, it is a talent in each of us to be nurtured andcelebrated. Yet many of the processes and activities around us stifle rather than encourage creative thinking. Realisingand releasing talent effectively has become a bastion of competitive advantage for organisations. In fact, it always hasbeen critical but organisations do not always know quite how to tackle the subject. Welcome to the Talent Age! In theTalent Age, organisations still say that people are their greatest asset; only now they really mean it. It is individuals,after all, who stay abreast of lightning-quick market shifts and who invent new ways of remaining competitive.

The Truth about Creativity

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Charles Leadbeater

Charles is world renowned and sought after by companies and governments for his expertiseon innovation. He first began to write about innovation in the 1980s as the youngest everIndustrial Editor of the Financial Times and then as its Tokyo Bureau Chief. Over the pastdecade he has published a string of best-selling books, from Living on Thin Air in 1999 to WeThink in 2008, which explores the way the web is transforming how we collaborate and createideas. In 1998 he wrote the British government’s pathbreaking white paper “Building theKnowledge-Driven Economy”. Charles has advised most government departments in theUK and governments around the world on public-service innovation. His work hascovered personalisation and increasingly the role of service users in generating solutionsto social challenges. He is a visiting fellow at the National Endowment for Science Technologyand the Arts, a long-standing associate of the influential London think-tank Demos and aCo-Founder of Participle, the design agency that is innovating new generation public services.

Overview

Innovation will be increasingly critical to improve public services in the face of rising demand for better quality, morepersonalised services and tighter budgets. Meanwhile new challenges are emerging – ageing, climate change - forwhich traditional public services are ill-suited. Yet few governments have effective strategies for promoting innovationwithin public services. In this highly interactive masterclass Charles will use bespoke tools to lead you through what ittakes to create an innovation-rich culture in public service. He will show how the public sectors can learn from thecutting edge of innovation in the private sector to close the innovation gap, exploring in the process the idea of PublicServices 2.0 in which service users play a much larger role in delivering outcomes. He will show how innovation canapply to labour-intensive services as much as in new technology, in the public sector as much as the profit-drivenprivate sector. The outcome will be managers and staff better able and more willing to innovate and generate bettervalue for money for taxpayers.

1. The New Imperative: Public-Service Innovation

The masterclass covers:

Understand their followers needs;

Identifying their own leadership attributesand their allowable weaknesses;

Improve their ability to communicatewith passion;

Learn how to read and shape context;

Practice how to get close and how to be distant;

Discover their own authentic leadership story.

Benefits:

Executives will come away with an understandingof the role of management and leadershipdevelopment, as well as the know-how and toolsfor successful leadership in the 21st Century.

Gareth Jones

Gareth’s research interests are in organisational design, culture, leadership and change. Hehas published several books, including The Character of a Corporation: How Your Culture CanMake or Break Your Business co-authored with Rob Goffee and Why Should Anyone Be Ledby You? also with Rob Goffee. This latest leadership title was based on an article of the samename which won the prestigious McKinsey Award for the best article in Harvard BusinessReview in 2001. The theme of authenticity was developed in another HBR article, “ManagingAuthenticity” which appeared in the December 2005 issue. A recent HBR article, “LeadingClever People” deals with the special challenges of leading in the knowledge economy.This was runner-up for the 2008 McKinsey Award. Gareth’s latest book Clever: Leading YourSmartest, Most Creative People also co-authored with Rob Goffee and published by HBSP,deals with the peculiar challenges of leading individuals and teams with the capacity to createdisproportionate amounts of value.

Overview

The global economic recession has raised fundamental issues about leadership. Organisations that are best placed aswe move out of recession will be ones that take leadership and leadership development very seriously. As employeesbecome more sceptical and questioning of formal authority, executives everywhere must ask themselves that mostdifficult question “Why Should Anyone Be Led By You?”

Leadership in a New World: Why Should Anyone Be Led By You?

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The masterclass covers:

Charles will guide you through how companies cancreate a culture in which collaborative creativity ismore likely to emerge based on his Seven Cs toinnovation:

Crisis – often innovation starts from a response toa crisis, which focuses people on a problem andmobilises resources.

Curiosity – the best companies such as 3M andGoogle have ways to enable a curiosity culture whichallows people to look at old problems in a new lightand to seek new opportunities.

Combination – the most effective businessinnovations often come from combining existing ideasand technologies in new ways.

Collaboration – these combinations come fromfinding ways to collaborate with peers, customers,suppliers, partners. Innovation cultures allow lots oflateral communication.

Co-evolution – the smartest companies evolve withand learn from their most innovative customers.

Challenge – ideas have to be challenged to be madestrong. Innovation often succeeds only by challengingentrenched ideas.

Commitment – ideas do not get turned into actionwithout commitment of resources, people andpassion. Innovators are not just good at ideas. Theyare tenacious, persistent, passionate and committed.

Benefits:

Charles’s innovation masterclasses have a trackrecord for both inspiring new thinking and providingpractical help for companies seeking to generate amore innovative culture. It will inspire and inform youraudience to take action.

These tools are increasingly being used in global,knowledge-based businesses and in engineering andarchitecture to allow virtual teams to work together.

Overview

Innovation is increasingly critical to all aspects of business, to generate new ideas, new value from existing assetsand to create entirely new markets. Yet the way that innovation comes about, how ideas are generated, tested, refined,rejected and developed is still poorly understood. In this highly interactive masterclass Charles will take you throughwhat it takes to create an innovation-rich culture in your organisation. He will explore the cutting edge of innovationstrategies – how firms are adopting open-innovation models to draw on ideas outside them and particularly to engageconsumers as participants in the innovation process – as well as providing down-to-earth advice on how to getinnovation going.

2. The Seven Cs of Innovation: Making Innovation ManageableThe masterclass covers:

Innovation invariably involves creativity and invention.Yet innovation is also a structured process tounderstand problems, generate ideas prototypes andtest them, develop, refine and deploy them. Charleswill explore the conditions that make this possible inthe public sector using simple models that arepractical and easy to apply.

Sustaining this process involves five main steps:

Authority – any significant public innovation requiresan “authorising environment” that creates legitimacyfor the innovation. A crucial part of this is the clearand sustained commitment of senior political andmanagerial leaders.

Framing – part of the “authorising environment”will be to frame the challenge in the right way: thequestion we set will determine much of the answerwe get. If the challenge becomes diverted toimproving current services, we shall end up withincremental innovation to existing services. We needto frame the challenge – defining the outcomes weseek - in a way that directs effort to systemic change.

Capacity – to achieve this we need to develop acadre of lead users, providers and supports who willshape and spread the innovation, to make it real andto provide much of the early inspiration.

Value – the process needs to be underpinned bygood information flow and a clear assessment of thevalue for money being created. Part of that will be anaudit of the costs of current provision. Innovation isless risky once the shortcomings of current provisionare clearer.

Diffusion – with these elements in place it should beeasier to diffuse an innovation which requires intensecollaboration between people with different skills.After an initial phase of creation an innovation needsto be passed on to a team of developers to turn aprototype into a product; scaling however, invariablyrequires further simplifying a service so it can beeasily adapted to circumstances.

Finally, resources need to be devoted to exit presentservices to make room for the new innovation. Thesefour stages – create, develop, scale and exit – allrequire different skills and teams of people.

Benefits:

Charles’s masterclasses have a track record for bothinspiring new thinking and providing practical help forpublic authorities seeking innovative routes to serviceimprovement.

This masterclass will inspire and inform your audienceto take action, showing how innovation can becomea manageable part of public-service leadership.

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Masterclasses

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The masterclass covers:

How and why today’s digital revolution is aseconomically and politically transformative asthe mid-19th century industrial revolution;

Why top-down traditional media is no longer viablein the digital age and how innovative organisationsshould adapt to the challenge of the Web 2.0revolution;

How the Internet’s Cult of the Amateur author isnot only changing media but is also rewriting thetraditional laws of marketing, public relations andbrand building.

Benefits:

Delegates will have a full understanding ofthe digital revolution and will understandthe challenges and opportunities for theirorganisations or governments.

Andrew Keen

Andrew’s masterclass offers an unvarnished interpretation of today’s seismic mediaupheaval. As a pioneer of the Internet revolution, Andrew has over 15 years experience as adigital entrepreneur, impresario, writer and broadcaster. In 1995 he founded Audiocafe.comand as CEO and President grew it into a well known, first generation Internet musicbusiness. In 2007 he published Cult of the Amateur, the internationally acclaimed critiqueof the Web 2.0 revolution which has been translated into 15 foreign languages andwas short-listed for the 2008 Higham Business Book of the Year award. He writes aninternationally syndicated weekly column about technology and innovation for the LondonDaily Telegraph, is a frequent commentator about new media on television and the radio,and has keynoted many conferences around the world. His latest book about the businessof real-time media is Digital Vertigo.

Overview

Today’s online revolution of real-time communications is transforming both traditional media and the wayorganisations communicate with their clients and workers. As traditional top-down media is replaced by the real-timestream of online networks like Facebook and Twitter, all organisations and businesses – from newspapers, advertisingagencies and publishing houses to libraries, schools, corporations and governments – are faced with the samechallenge of trying to manage their message in the midst the cacophonous digital revolution.

As Marshall McLuhan famously predicted 50 years ago, the medium has indeed become the message. But what,exactly, is this revolutionary new medium of the early 21st-century digital age and how does it change the basic rulesabout how innovative organisations can and should interact with their customers, partners, citizens and employees?

Innovation in the Digital Age: How to Survive and Profit in theTransformative Age of Blogs, YouTube, Facebook and Twitter

The masterclass covers:

The web’s likely trajectory towards different versionsof cloud computing in which computing powerbecomes a commodity, drawn down to differentdevices. The web will become ever more pervasive;

The growth of a more personalised, real-time andcollaborative web, allowing for more interaction andcreativity;

The disruption of established, hierarchical businessmodels – boulders – by the growth of a sea of pebbles– much small, often user-driven businesses. All newmedia businesses will be “pebble” businesses, findingways to link, support or combine pebbles;

The new cultures of consumption generated by theweb, which focus on search and discovery, sociabilityand creativity;

The emergence of new mutual business models inwhich companies have to share with their consumersand partners to generate value. In the future morebusinesses will be built on communities. This has bigimplications for marketing, brand building, corporategovernance and privacy.

Benefits:

Your organisation will get a deep insight into thedynamics driving the web, the implications for ourculture, consumers and so for business as well. In thewelter of projections and predictions about the web,Charles will provide clear guidance – to focus onpeople and what they are trying to achieve ratherthan the technology – for corporate strategy.

Overview

The web revolution has only just begun. Already it has wrought huge change on our media, information and culturalindustries, upending traditional models in music, publishing and news and in the process creating new media giants –like Google and huge uncertainty. We are only perhaps a decade into a revolution that could take another 50 years ofturmoil, upheaval and creativity to unfold; that will change how we learn, hold politicians to account and how we work.In this highly interactive masterclass Charles, renowned as one of the world’s leading authorities on the impact of theweb on culture and organisation innovation, will explore where the web is headed and what it meansfor organisations and our culture.

Charles will draw on ideas first developed in his international best-seller We Think and further elaborated in his “MutualMedia Manfiesto”, published by the National Endowment for Science Technology and the Arts and his British Councilreport “Cloud Culture”.

3. You Are What You Share: How the Web’s Cloud Culture Is ChangingHow We Create and Share Ideas

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Masterclasses

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The masterclass covers:

Understanding economics of the post-crisis era;

How global-economic developments impactemerging markets;

Overview of regions and key economies – pickingwinners for strategic planning and growth.

Benefits:

Best business practice in emerging marketsand the very latest trends.

Key success factors for the future.

Understanding the future of international business.

What to do during the crisis to be able to emergestronger when the crisis is over.

Nenad Pacek

Nenad is the best-selling author of Emerging Markets: Lessons for Business Success andOutlook for Different Markets (now in second edition) and former Vice President of EconomistGroup’s economic intelligence and corporate-advisory division. He has been a renownedinternational-business strategist, international economist, manager, public speaker andeducator for two decades, with extensive experience working with over 300 multinationalcompanies advising them on best business practices, global-economic and business issuesas well as external environments around the world.

Overview

Many companies would like to be successful in emerging markets but often end up holding relatively mediocremarket positions. Based on two decades of research into key success factors in emerging markets, it is possible to putcorporate emerging-market strategies fully on track and in line with best practice. Also, our new proprietary research isshowing how key success factors are changing and which strategies and operational approaches will bring success inthe future.

In addition to understanding and implementing best practices, companies must understand which markets will bewinners and which losers in the short, medium and long term, and why. This is essential for proper allocation ofresources. Also, for any company to be successful in emerging markets it must be able to anticipate changes, risksand opportunities in economic environments.

How to Dominate in Emerging Markets

The masterclass covers:

Chris provides a tailored, interactive and entertainingpackage, in which he formulates and presentsprobable future scenarios based on those geographic,commercial and cultural areas within which clientsand companies are likely to operate. In interactive,collaborative sessions and dynamic discussion,clients are invited and encouraged to deduce from theanalysis and from their own specialist knowledgeprecisely what opportunities and risks the future mighthold for their companies and themselves. The aim isto inspire creative thinking by directors and managersin preparing for a range of plausible futures, inreducing the speed of response to unforeseencircumstances and in exploring beyond conventionallinear thinking.

Benefits:An understanding of the need for intelligentinterpretation and assessment of all factors likelyto impact on the future.

The ability to anticipate and understand risk in itsbroadest sense and how to mitigate shocks.

The identification of opportunities and options thatmight not be apparent during conventional analysis(both at the global and project levels).

Dealing with uncertainty and the unknown.

Indicators and warnings about how certain scenariosmight be developing and playing out.

Chris Parry

Chris served 35 years in the Royal Navy and is a leading international expert in the fieldsof future forecasting, scenario development and in the strategic planning and assessmentof complex, multi-national campaigns and enterprises. He was, until recently, the UKgovernment’s blue-skies thinker and forecaster and has an enviable reputation for hispenetrating insight and the accuracy of his analysis of events and the impact of long-termtrends on the future. He has also been responsible for the identification and analysis ofstrategic military campaigns from both the present and the past.

Overview

In developing strategy and assessing risk and opportunity, too many companies and senior decision-makers believethat the future is like the present, only more so – they simply do not “do” strategy. When competing in a world ofdynamic change, complexity and frequent shocks, the interpretation and analysis of masses of statistical data is ofteninsufficient to divine those aspects of the future that should inform strategy and confer a competitive advantage.Short-term pressures such as share price and the next quarterly return always prevent senior decision-makers fromthinking strategically; however, in order to acquire agility and build resilience, it is vital that strategy is underpinned bycomprehensive futures analysis and assessment, based on a sophisticated understanding of critical long-term trends,imaginative interpretation and an intelligent exploration of future scenarios.

Strategic Thinking: Future Perfect or Future Tense?

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Masterclasses

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The masterclass covers:

Presentation, question-and-answer sessions;individual exercises and small group work.

A collection of slides and notes withtemplate exercises will be provided;

Re-energizing instead of Reduction,Resizing, Re-engineering, Redundancy!

Getting to the concrete challenge -the art of Envisioning;

Committed people who know why they arethe process of real Engagement;

Making it all happen together on time andto plan the game of Execution;

Pulling it all together projects, people,and progress.

Benefits:

This interactive and challenging masterclasswill enable participants to examine their ownleadership and how they currently think aboutthe processes of change in their own organisation.A range of individual exercises and thought-provokingactivities will reinforce their learning and stimulatethem to think differently about how they can makechange happen.

Mark Wilcox

Mark has over 25 years experience in leadership development and talent managementin international roles for companies such as Nestlé and Sony. At Sony he ran an internalconsultancy supporting organisational change across 23 countries in Europe. Mark nowteaches change management at the Defence Academy of the United Kingdom for Cranfield’sMSc programme. He is now a consultant, adviser, facilitator and conference speaker onleadership, change and talent management. He is co-author of Re-energizing theCorporation: How Leaders Make Change Happen.

Overview

Change is everywhere; you can only try to reduce or produce it. In reality there is only one choice: being a master ofleading change is the core competence for all executives and department managers serious about their futures andthat of their business.

The core of Re-energising is an inclusive leadership approach, enabling people to change using their strengths whilstcontributing to a clearly articulated challenge and committing to making things happen. Why work against your staffwhen you can work with them to make your organisation efficient and better?

Making Change Happen: Energising the Corporation

The masterclass covers:

Clips of Ruby’s interviews, illustrating when shecreated a trusting relationship with a guest and whenshe created a “communication car crash”. During thesuccessful interview the interchange is more likewatching two people playing great jazz rather thanplaying each other’s pre-recorded tapes at each other.Ruby deconstructs both clips to demonstrate momentby moment what she was thinking and whattechniques and tools she was using to make theinterview work. The masterclass will also includepractical exercises such as listening techniques andintuition sharpening to teach the participants howto read other people and understand the intentionsunder their words. Sharpening intuition helps todevelop a sense of what “feels right” not by merelyreading data but by using gut instincts tointerpret that data.

Benefits:

The participants learn how to sculpt and finessea conversation for a greater outcome: knowingwhen to go in hard, when to back off, when to usehumour and when to take command. If the connectionfails, Ruby presents various tools to be utilised to getthe relationship back on track. The participants willlearn to use the trust they create to inspire, motivateand win confidence from others. The development ofthese skills should be considered The Developmentof a new muscle. The participants will learn to bemore aware of how the public perceive them andtherefore how to present a more human face, utilisinghumour, curiosity, empathy, intuition and honesty.

Ruby Wax

Ruby has 25 years of television interview experience both on the BBC and Channel4. Someof the shows had up to 13million viewers. Over the years she watched her interview tapesmany times during the edit and started to deconstruct the interaction to discover why someinterviews worked and others failed: it was all down to creating a bond based on trust. Asthe interviewer Ruby was the leader: in change of the editing, the filming, the content andthe guest, whose trust was important to gain in a very short and pressurised space of time.

Overview

Develop a human touch when interacting with others and create an intuitive sense of what it feels like to make arelational connection where both parties are open in an atmosphere of trust. Genuinely interact with employees,clients, the public and stakeholders talking “with them” not “at them” this is communication at its most effective. Theparticipants will learn the importance of self awareness, self management, social awareness and social managementin order to create successful bond and win peoples’ trust. These factors are necessary to make not only a one-to-oneconversation successful but also address a group successfully.

Creating Trust in Relationships

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Masterclasses

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We are delighted to have published a book entitled The Future of Money. James Wolfensohn, the former President ofThe World Bank, said of The Future of Money. “This series of contributions by distinguished commentators clarifies thecauses of the recent economic crisis, analyses the current situation and sets guidelines for future action to overcomethe challenges facing the global economy.”

If you would like to purchase copies of the book please email: [email protected]

The London Speaker Bureau

Webinars offer:Customised event invitations and reminders.

Live and clear video and audio.

Integrated Visual Aids where the audience can seethe speaker’s powerpoint presentation.

Interaction between the speaker and the audiencewhere audience members enter questions and thespeaker responds.

Key benefits:

Increased productivity through more efficientconference and collaboration capabilities.

Reduces venue and travel costs.

Increased conversions through advancedinteraction with clients and potential clients.

Allows organisations to tap in to a greater poolof partners and consultants, regardless of wherethey are located.

Improved return on investments in marketing,training and internal/external communications.

Topics covered:

Take Control.

Team Work Makes the Dream Work.

Creative Thinking.

The Business of the Game.

Achieving Your Goals.

Secrets of Self-Made Millionaire Entrepreneurs.

Be the Best You Can Be.

The Credit Crunch.

Team Building.

Money Habits.

How to Sell an Idea.

Web conferencing is used to conduct live meetings, training and presentations via the Internet. Each participant sitsat their own computer and is connected to other participants via the internet. A webinar is an efficient way to helpachieve desired results. Each webinar The London Speaker Bureau offers is live and delivered by an expert and theyconnect speakers (webcasters) with their audience through an innovative, easy-to-use programme.

Webinars

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The Future of Money

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Webinars

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IndexDominic Alldis 4David Clutterbuck 5Greg Clarke 6-8Joe DiVanna 9Adrian Furnham 10Jonathan Gabay 11Anil K. Gupta 12Mike Harris 13Patrick Harris 14

Sahar Hashemi 15Gareth Jones 16Charles Leadbeater 17-20Andrew Keen 21Chris Parry 22Nenad Pacek 23Ruby Wax 24Mark Wilcox 25

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