Presentation from the launch of our Harvard and Leaders as Teachers Initiative

1. Harvard ManageMentor – Implementation Demo and Presentation Building and sustaining a successful learning partnership between Aker Solutions and Harvard Business Publishing Andrew Wojecki, Ph.D. Corporate University Manager

3. We execute projects best, when we learn together.

7. Manage Self Core Curriculum

12. Why establish a Leaders as Teachers framework? A targeted approach for Leadership Pipeline Development

13. Just because it’s Harvard, it doesn’t mean we are going to get any smarter. ManageMentor is like any tool: the quality and impact it will have is completely up to how we use it. eLearning can only be effective when we actively engage participants. Passive learning is unproductive and a poor investment. Active learning is rewarding and ensures return on investment. The success of this program squarely rests on your shoulders. We can’t blame IT, we can’t blame HR, we can’t blame the university. Look around the room: it’s up to us. A well coordinated approach requires Leaders as Teachers .

14. Author of : Control Your Destiny or Someone Else Will The Leadership Engine: How Winning Companies Build Leaders at Every Level The Cycle of Leadership: How Great Leaders Teach Their Companies to Win Judgement: How Winning Leaders Make Great Calls

15. Aker Solutions framework for developing people Manage a business Manage a function Business track Manage self Manage a function in a project Manage managers in projects Project track Manage a project Manage others Manage managers Manage others in projects Higher level engineer / functional expert Deepened professional competence Manage self Crossover between project and base organisation Manage a group of businesses Manage a complex major project

16. Competence Requires Continued Learning Competence minimum proficient Course  On-the-job application and continued learning  For learners to become truly proficient, learning must continue on the job. Without reinforcement, performance rapidly returns to pre-course levels. Coaching as business strategy to ensure skills transfer and proficient competence

18. Training as a Process: Investing in our people who lead learning Where resources are traditionally allocated? But, where results are generated? What actions must we take to ensure proper resources are applied for Phase III? Learning occurs in three phases: 20% 75% 5% 20% 20% 60% Phase I (Preparation) Phase II (Learning Event) Phase III (Transfer and Apply) Phase I Phase II Phase III Phase I Phase II Phase III

22. “ Organizations in the engineering and construction industry cannot afford to make repetitive mistakes on major projects. Conversely, great benefits come from repeating positive project experiences. This need for institutional memory is amplified by the reality that in the course of normal turnover and retirement, people with years of experience leave their organizations.” Executive Summary, CII Report IR230-2 “Teaching organizations are better able to achieve success and maintain it because their constant focus is on developing people to become leaders.” Noel Tichy and Eli Cohen, The Leadership Engine “When you want to know how you are doing as a leader, consider how you are doing as a teacher.” Larry Bossidy, former CEO, Honeywell Industries “Teaching is learning twice.” Some wise dude Reflections

24. The strength of the University is in this room – our strength is our people – you’re our leadership engine. What’s your contribution? What’s your 50% to the University?