This document provides an agenda and background information for the Leadership Revolution event hosted by the Australian Industry Group. The event aims to start a conversation around improving leadership capabilities in Australia. It will feature international speakers like Gary Hamel and Dave Gray who will discuss topics such as management innovation, organizational change, and developing leadership skills. The goal is for business, government, and education sectors to work together to address concerns that Australia is falling behind internationally in areas like management practices and the ability to adapt to new situations. Improving leadership is seen as critical to boosting productivity, innovation, and economic sustainability in Australia.
Peter Drucker Global Forums: Lessons LearnedMark Beliczky
Driving business growth through Innovation. employee engagement, and academic/community/NGO strategic cooperation:
1. The need for proactive and intentional innovation, the critical importance of the role of the leader in setting Innovation as a enterprise priority/formal strategy, creating/maintaining an "innovation culture," having an innovation system, and executing both exploitive and exploration innovation
2. Making "employee engagement" a key priority and component of enterprise Human Capital strategy and to be included in the overall company strategy -- knowing the drivers, and having metrics (Global employee engagement is 13%: "engaged employees are involved in, enthusiastic about, and committed to their work and workplace" )
3. Working and partnering with Business Management Academics and private/public partnerships to collaborate on business and community growth objectives, and for business professionals to better leverage "evidence-based" management data (e.g. the Academy of Management in US)
Good Evening
Corporate directors have their hands full. They must help their companies prosper, keep their shareholders happy, establish sensible CEO performance standards, and evaluate strategy and risk in a volatile business climate. How can board members keep all those balls in the air? These dilemmas have no easy answers, but Ram Charan, best-selling business author and leading expert on corporate governance, provides excellent suggestions for this formidable balancing act. Though his text sometimes digresses – interestingly – from its mission, Charan provides board members with many useful, if not entirely new, insights..
Directors face an unsettling new situation. With many businesses struggling and corporate watchdog groups demonstrating increasing bark & bite, CEOs aren’t the only ones taking the heat. Now , public attention turns also to boards and individual directors. In response, they must demonstrate maximum accountability and leadership , ‘ not just over-the-shoulder monitoring and passive approval “. How can boards do this best ? To find the answer, directors should ask 14 tough questions about their primary challenges .
If you are a corporate director or planning to become one or even if you sit on a nonprofit’s board, I believe you can gain a lot from reading this superb, savvy book.
Happy reading …..
Peter Drucker Global Forums: Lessons LearnedMark Beliczky
Driving business growth through Innovation. employee engagement, and academic/community/NGO strategic cooperation:
1. The need for proactive and intentional innovation, the critical importance of the role of the leader in setting Innovation as a enterprise priority/formal strategy, creating/maintaining an "innovation culture," having an innovation system, and executing both exploitive and exploration innovation
2. Making "employee engagement" a key priority and component of enterprise Human Capital strategy and to be included in the overall company strategy -- knowing the drivers, and having metrics (Global employee engagement is 13%: "engaged employees are involved in, enthusiastic about, and committed to their work and workplace" )
3. Working and partnering with Business Management Academics and private/public partnerships to collaborate on business and community growth objectives, and for business professionals to better leverage "evidence-based" management data (e.g. the Academy of Management in US)
Good Evening
Corporate directors have their hands full. They must help their companies prosper, keep their shareholders happy, establish sensible CEO performance standards, and evaluate strategy and risk in a volatile business climate. How can board members keep all those balls in the air? These dilemmas have no easy answers, but Ram Charan, best-selling business author and leading expert on corporate governance, provides excellent suggestions for this formidable balancing act. Though his text sometimes digresses – interestingly – from its mission, Charan provides board members with many useful, if not entirely new, insights..
Directors face an unsettling new situation. With many businesses struggling and corporate watchdog groups demonstrating increasing bark & bite, CEOs aren’t the only ones taking the heat. Now , public attention turns also to boards and individual directors. In response, they must demonstrate maximum accountability and leadership , ‘ not just over-the-shoulder monitoring and passive approval “. How can boards do this best ? To find the answer, directors should ask 14 tough questions about their primary challenges .
If you are a corporate director or planning to become one or even if you sit on a nonprofit’s board, I believe you can gain a lot from reading this superb, savvy book.
Happy reading …..
Building a Growth Engine: How to Drive Sustainable Innovation and Grow.Rob Munro
Driving sustainable growth comes from embracing a systems perspective to our innovation activities.
Because studies show that how you organize can make the difference between average performance from stand out performance.
I’ve found that innovation is not an event and that businesses who create an innovation habit get better results.
You will discover that How you innovate is as important as What you innovate.
What are accelerators? What impact do they have? (UNSW & DIIS)Martin Bliemel
This is the public presentation (1 & 2 June, 2016) about the report on accelerators (and incubators, co-working spaces, mentoring organizations, and angel groups) by our team at UNSW, commissioned by the Department of Industry, Innovation & Science.
Full report: http://www.industry.gov.au/industry/OtherReportsandStudies/Pages/default.aspx
Video coming soon.
2012.08.23 Scandinavian Insights on International Entrepreneurship and Innova...NUI Galway
Professor Svante Andersson, Halmstad University, Sweden presented this seminar as part of a session on Scandinavian Insights on International Entrepreneurship and Innovation at the Whitaker Institute on the 23rd August 2012.
A New Lens For Leading Organizations
In a challenging, complex and competitive environment, business leaders everywhere are united by a common desire: to anticipate the future and act on it now.
At Steelcase a team of 43 WorkSpace Futures researchers, strategists and advanced applications experts spend a lot of time thinking about the future. Specifically, how to think about the future through a set of themes and by co-creating applications with leading organizations. It’s a rigorous approach of studying evolving issues and weak signals — what they call “embedded pockets in the future horizon that are likely to become more persistent over the next 10+ years.”
360 Magazine asked this team to share their perspective about the various patterns they see forming around work, space and information — the patterns and behaviors that leading organizations should be thinking about to better prepare their companies for tomorrow. They identified four macro themes shaping how we work:
Creative Collaboration
Living on Video
Culture Matters
Economics of Wellbeing
Economist Pankaj Ghemawat stirred up controversy when he wrote “just a fraction of what we consider globalization actually exists… [and] globalization’s future is more fragile than you know.” But how can that be? We live in a wired (and wireless) economy where a designer in Amsterdam collaborates with an engineer in Silicon Valley under the supervision of a Parisian manager, to manufacture goods in Shenzhen for the Brazilian market. Isn’t this world supposed to be “flat,” as Thomas Friedman famously declared?
In reality, much of our work is distributed across distant places, and leading organizations identify globalization as one of their key strategic goals. But the potential power of our globalized economy has yet to be fully realized. “In 2004 less than 1 percent of all U.S. companies had foreign operations, and of these the largest fraction operated in just one foreign country… None of these statistics has changed much in the past 10 years,” states Ghemawat in his book “World 3.0.” The incongruous state of globalization is nowhere as apparent as in the physical workplace. Workers’ behaviors, preferences, expectations and social rituals at work around the world can vary vastly, yet many multinational firms that expand to far-flung corners of the world simply replicate their workplace blueprints from home. Should today’s work environments become globalized into a cohesive form? Or should they remain locally rooted? The global business world has shed a bright light on cultural differences and generated an extensive examination of values and behaviors around the world. Yet despite obvious differences in the design and utilization of work environments, little attention has been given to the implications of culture on space design. As a result, leaders of multinational organizations often don’t realize that, when used as a strategic tool, workplaces that balance local and corporate culture can expedite and facilitate the process of global integration.
Can it handle the global, mobile, nonstop reality of business today? Because that’s the new reality for globally integrated enterprises. Business is increasingly a team sport that leverages technology to cross borders and time zones. Work is more interconnected and more complex than ever. Our work environment is the pivotal place for helping us navigate this new business world.
This new workplace must address the diverse ways people are working today. It must support enhanced collaboration, the essence of knowledge work. It needs to inspire and attract people to work at the office instead of the coffee shop. It should nurture personal wellbeing, and leverage organizational culture and the company’s brand. Overall, this workplace must make the most of every square inch of an organization’s real estate.
“There’s no company that isn’t struggling with this new business environment. Everywhere, resources are stretched thin from downsizing and a struggling economy. Business issues are more complex than just a few years ago, more organizations are working on a global platform, and every company needs its employees, along with every other corporate asset, to do more than ever,” says John Hughes, principal of Applied Research & Consulting, the global Steelcase consultancy on work and workplace.
The fact is, as companies wrestle with these issues, the workplace can be a key strategic tool: interconnected, collaborative, inspirational. A work environment designed to support people, and the flow of information and enhanced collaboration, can actually help a company solve tough business problems, build market share, and stay competitive. In other words, an interconnected workplace for an interconnected world.
An Interconnected Workplace will:
- Optimize every square foot of real estate
- Enhance collaboration as a natural way of working
- Attract, develop, and engage great talent; people really want to work there
- Build the company brand and culture
- Help improve a person’s wellbeing
Innovate or die. In 1997 American business writer Tom Peters coined this famous phrase. It was true then and rings even more true now. For CEOs worldwide it’s obvious: Innovation is critically important to an organization’s success, and it is imperative that it remains a key corporate strategy.
To move beyond survival and actually thrive, leading organizations know that innovation is the way to supercharge an organization and shift it to growth. In fact, 33% of global business leaders rank “the innovation of new products and services” as their companies’ top focus in the next three years, according to a recent study by McKinsey. But the reality these organizations confront, notes McKinsey, is that innovation faces ongoing challenges, such as increasing global competition, short-term priorities, and the need to integrate it into key organizational objectives. As a result it remains elusive, and leading organizations are looking to uncover every possible way to boost their I.Q.—i.e., their innovation quotient.
IBM’s recent Global CEO Study found that 69% of leaders believe they need to look outside their own organizations to prime the innovation pump. “Companies in all sorts of industries and markets are struggling to understand innovation, and looking for ways to drive more disruptive thinking,” says Sara Armbruster, vice president, Steelcase WorkSpace Futures and corporate strategy. “External partners can be a catalyst for new ideas, but organizations also need to build an internal culture of innovation.”
Building a Growth Engine: How to Drive Sustainable Innovation and Grow.Rob Munro
Driving sustainable growth comes from embracing a systems perspective to our innovation activities.
Because studies show that how you organize can make the difference between average performance from stand out performance.
I’ve found that innovation is not an event and that businesses who create an innovation habit get better results.
You will discover that How you innovate is as important as What you innovate.
What are accelerators? What impact do they have? (UNSW & DIIS)Martin Bliemel
This is the public presentation (1 & 2 June, 2016) about the report on accelerators (and incubators, co-working spaces, mentoring organizations, and angel groups) by our team at UNSW, commissioned by the Department of Industry, Innovation & Science.
Full report: http://www.industry.gov.au/industry/OtherReportsandStudies/Pages/default.aspx
Video coming soon.
2012.08.23 Scandinavian Insights on International Entrepreneurship and Innova...NUI Galway
Professor Svante Andersson, Halmstad University, Sweden presented this seminar as part of a session on Scandinavian Insights on International Entrepreneurship and Innovation at the Whitaker Institute on the 23rd August 2012.
A New Lens For Leading Organizations
In a challenging, complex and competitive environment, business leaders everywhere are united by a common desire: to anticipate the future and act on it now.
At Steelcase a team of 43 WorkSpace Futures researchers, strategists and advanced applications experts spend a lot of time thinking about the future. Specifically, how to think about the future through a set of themes and by co-creating applications with leading organizations. It’s a rigorous approach of studying evolving issues and weak signals — what they call “embedded pockets in the future horizon that are likely to become more persistent over the next 10+ years.”
360 Magazine asked this team to share their perspective about the various patterns they see forming around work, space and information — the patterns and behaviors that leading organizations should be thinking about to better prepare their companies for tomorrow. They identified four macro themes shaping how we work:
Creative Collaboration
Living on Video
Culture Matters
Economics of Wellbeing
Economist Pankaj Ghemawat stirred up controversy when he wrote “just a fraction of what we consider globalization actually exists… [and] globalization’s future is more fragile than you know.” But how can that be? We live in a wired (and wireless) economy where a designer in Amsterdam collaborates with an engineer in Silicon Valley under the supervision of a Parisian manager, to manufacture goods in Shenzhen for the Brazilian market. Isn’t this world supposed to be “flat,” as Thomas Friedman famously declared?
In reality, much of our work is distributed across distant places, and leading organizations identify globalization as one of their key strategic goals. But the potential power of our globalized economy has yet to be fully realized. “In 2004 less than 1 percent of all U.S. companies had foreign operations, and of these the largest fraction operated in just one foreign country… None of these statistics has changed much in the past 10 years,” states Ghemawat in his book “World 3.0.” The incongruous state of globalization is nowhere as apparent as in the physical workplace. Workers’ behaviors, preferences, expectations and social rituals at work around the world can vary vastly, yet many multinational firms that expand to far-flung corners of the world simply replicate their workplace blueprints from home. Should today’s work environments become globalized into a cohesive form? Or should they remain locally rooted? The global business world has shed a bright light on cultural differences and generated an extensive examination of values and behaviors around the world. Yet despite obvious differences in the design and utilization of work environments, little attention has been given to the implications of culture on space design. As a result, leaders of multinational organizations often don’t realize that, when used as a strategic tool, workplaces that balance local and corporate culture can expedite and facilitate the process of global integration.
Can it handle the global, mobile, nonstop reality of business today? Because that’s the new reality for globally integrated enterprises. Business is increasingly a team sport that leverages technology to cross borders and time zones. Work is more interconnected and more complex than ever. Our work environment is the pivotal place for helping us navigate this new business world.
This new workplace must address the diverse ways people are working today. It must support enhanced collaboration, the essence of knowledge work. It needs to inspire and attract people to work at the office instead of the coffee shop. It should nurture personal wellbeing, and leverage organizational culture and the company’s brand. Overall, this workplace must make the most of every square inch of an organization’s real estate.
“There’s no company that isn’t struggling with this new business environment. Everywhere, resources are stretched thin from downsizing and a struggling economy. Business issues are more complex than just a few years ago, more organizations are working on a global platform, and every company needs its employees, along with every other corporate asset, to do more than ever,” says John Hughes, principal of Applied Research & Consulting, the global Steelcase consultancy on work and workplace.
The fact is, as companies wrestle with these issues, the workplace can be a key strategic tool: interconnected, collaborative, inspirational. A work environment designed to support people, and the flow of information and enhanced collaboration, can actually help a company solve tough business problems, build market share, and stay competitive. In other words, an interconnected workplace for an interconnected world.
An Interconnected Workplace will:
- Optimize every square foot of real estate
- Enhance collaboration as a natural way of working
- Attract, develop, and engage great talent; people really want to work there
- Build the company brand and culture
- Help improve a person’s wellbeing
Innovate or die. In 1997 American business writer Tom Peters coined this famous phrase. It was true then and rings even more true now. For CEOs worldwide it’s obvious: Innovation is critically important to an organization’s success, and it is imperative that it remains a key corporate strategy.
To move beyond survival and actually thrive, leading organizations know that innovation is the way to supercharge an organization and shift it to growth. In fact, 33% of global business leaders rank “the innovation of new products and services” as their companies’ top focus in the next three years, according to a recent study by McKinsey. But the reality these organizations confront, notes McKinsey, is that innovation faces ongoing challenges, such as increasing global competition, short-term priorities, and the need to integrate it into key organizational objectives. As a result it remains elusive, and leading organizations are looking to uncover every possible way to boost their I.Q.—i.e., their innovation quotient.
IBM’s recent Global CEO Study found that 69% of leaders believe they need to look outside their own organizations to prime the innovation pump. “Companies in all sorts of industries and markets are struggling to understand innovation, and looking for ways to drive more disruptive thinking,” says Sara Armbruster, vice president, Steelcase WorkSpace Futures and corporate strategy. “External partners can be a catalyst for new ideas, but organizations also need to build an internal culture of innovation.”
"Studying Video Games as Ideological Texts" by Sherry Jones (October 24, 2014)Sherry Jones
My presentation for Metro State University of Denver's Teaching and Learning with Technology Conference 2014, held on October 24, 2014.
Educators! Register now for the #Metagame Book Club! The book club will run from November 1-21, 2014. I will be your Track 1: Game Studies facilitator. We will be reading interesting and enlightening academic papers on current theories and controversies in gaming and game studies.
#Metagame Book Club Registration Page
http://bit.ly/metagamebooksignup
#Metagame Book Club Home Page
https://sites.google.com/site/metagamebookclub/
The inclusion of women leaders in businesses is a long-waited change, but now it has become necessary. Women leaders are compassionate, creative, humble, and straightforward, and these qualities of women often cultivate a work culture where the opinions of their team matter.
From Strategy to Execution: Management Learning Exchange ProgramOlayiwola Oladapo
There is a methodology to the madness of Strategy Execution. Get your team to learn the invaluable lessons on how some other best in class organizations cracked the Execution code by using the book Execution: The Discipline of getting Done as a learning management theme.
Ukif Workshop: Working with Non-Executive Directors 17 October 2013 Speaker P...David Doughty
UKIF Workshop: Working with Non-Executive Directors What to look for and how to manage your Non-Executive Directors 17 October 2013| University of Nottingham Innovation Park, NG7 2TU | 9:30am-1:00pm http://lnkd.in/4Kd27r
More and more people are realising that Collective Impact is not just a fancy name for collaboration. It represents a fundamentally different, more disciplined and higher performing approach to achieving large-scale social impact. Many organisations attempt to collaborate, with varying degrees of effectiveness. It is not often that they begin their relationship with a shared definition and understanding of the key problem that they are collaborating to solve. Collective Impact initiatives have a structured methodology and process to ensure proper execution, which is where many collaborations fail.
A vital part of making Collective Impact work is investing in the economic engines of the partner organisations. This is the key lever to get everyone on board and buying into the goals and shared measurements, and also helps with ensuring that the initiative partners are financially sustainable.
Ukif Workshop: Working with Non-Executive Directors Nottingham 17 October 2013David Doughty
UKIF Workshop: Working with Non-Executive Directors What to look for and how to manage your Non-Executive Directors 17 October 2013| University of Nottingham Innovation Park, NG7 2TU | 9:30am-1:00pm http://lnkd.in/4Kd27r
It is always good to know a little bit of information about those who offer their opinions, experience and especially their wisdom. Hopefully this description will help put some 'meat on the bones' so to speak
Balancing Work Life Emerging Gender IssuesElijah Ezendu
Issues in managing women career development in a firm while attempting to strike a balance between family, domestic and other personal commitments on one hand and demands of workplace objectives
Similar to 14864_program_melb_bris_printsample-v2 (20)
2. “
Don’t judge each day by
the harvest you reap but by
the seeds that you plant.
Robert Louis Stevenson
“
3. Welcome to the Leadership Revolution
I am delighted to extend a very warm welcome to the Leadership Revolution.
The evidence, from both academic research and business surveys, shows that workplaces with more effective
leadership and management capabilities are more productive, profitable and innovative.
It follows that lifting Australia’s leadership capability in order to enhance productivity, innovation and
sustainability is critical to our future.
It sounds like a no-brainer – but the leadership challenge is a complex one for policymakers and businesses.
While of course there are exceptions, there is a growing concern about the comparatively low standing of
leadership and management of Australia’s enterprises.
Using the measures of the International Institute of Management Development (IMD) World Competitiveness
Yearbook, the perception of the standard of management practices among Australian employees relative to other
countries has been dropping, with our ranking falling from 8th in 2009 to 18th in 2014.
The Towers Watson 2014 Global Workforce Study found that only 51% of employees report that their senior
leaders are very flexible in their approach to new situations. The ability to adapt to changing internal and external
conditions and new situations, as well as respond to growth opportunities, is of course central to the capacity
to innovate.
The action we take now can create a turning point for Australia – and the changes needed must be shared by
all – businesses, government, the education sector, and organisations such as Ai Group.
We believe we should practise what we preach, and in 2015 Ai Group has a range of activities underway to
address this issue. The Leadership Revolution, Ai Group’s major event for the year, is a key launching pad for
these initiatives. And in gathering together a program of speakers that represents the international cream of the
crop when it comes to business strategy and leadership capability, we also intend to start a conversation that gets
our leaders talking about leadership.
What is clear is that a step change is needed to develop our leadership capability and evolve our organisational
structures and systems for Australia to improve its productivity and capacity to innovate.
We’ve started to have our say – in June, Ai Group launched a key policy paper, Addressing Enterprise Leadership
in Australia, in which we identified some key barriers to the improvement of leadership practices and proposed a
range of solutions. You’ll find a copy inside your packs today.
It’s a report that offers a basis for the discussion that Gary Hamel, Dave Gray and their fellow speakers today will
no doubt take to another level.
Australia’s future, its innovative capacity, competitiveness and economic sustainability depends greatly on the
capability of our leadership and the changes we make now. I’m sure you will leave today’s event ready to be a part
of that change.
Innes Willox
Chief Executive
Australian Industry Group
5. GARY HAMEL
Business Strategy Expert, Professor, Author
Over the past twenty years, Gary Hamel has authored 17 articles for the
Harvard Business Review and is the most reprinted author in the Review’s
history. He has also written for the Wall Street Journal, Fortune, The
Financial Times and many other leading publica¬tions around the world.
He writes an occasional blog for the Wall Street Journal. Since 1983,
Hamel has been on the faculty of the London Business School, where he is
currently Visiting Professor of Strategic and International Management.
As a consultant and management educator, Hamel has worked for
companies as diverse as General Electric, Time Warner, Nestle, Shell, Best
Buy, Procter & Gamble, 3M, IBM, and Microsoft. His pioneering concepts
such as “strategic intent”, “core competence”, “industry revolution”, and
“management innovation” have changed the practice of management in
companies around the world.
DAVE GRAY
Author of Gamestorming and The Connected Company
Dave Gray has spent his life answering the question, “How do people
understand?”
This simple question has led to deep explorations into human behaviour,
leadership, organisational dynamics, creativity and innovation.
In 1993 he founded XPLANE, a business design consultancy focused
on people-driven organisational capability building, change and
transformation.
He has written two books on change and innovation: ‘Gamestorming:
A Playbook for Innovators, Rulebreakers and Changemakers’ and ‘The
Connected Company’, a blueprint for 21st-century organisation design.
Dave is also a co-founder of Boardthing, a collaboration platform for
distributed teams.
GORAN ROOS
Managing Director, Innovation Performance Pty Ltd & Adjunct Professor
Göran Roos is Adjunct Professor at ECIC, University of Adelaide, South
Australia; Adjunct Professor at University of Technology Sydney Business
School; and Adjunct Associate Professor in the College of Business,
Nanyang Business School, Nanyang Technological University, Singapore.
He is a member of the Council for Flinders University and also a Stretton
Fellow appointed by the City of Playford at University of Adelaide and
is chairing the Value Add and Industry Growth Sub-Committee of the
Economic Development Board of South Australia. Göran is a fellow of the
Australian Academy of Technological Sciences and Engineering (ATSE).
SPEAKERS MELBOURNE & BRISBANE
6. SPEAKERS MELBOURNE & BRISBANE
ANDREW STEVENS
Chair of the Advanced Manufacturing Growth Centre
Andrew Stevens is a Non-executive Director and was formerly the
Managing Director of IBM Australia and New Zealand.
Andrew is the Chair of the Australian Advanced Manufacturing Growth
Centre, a Director of MYOB Group Limited, the Australian Chamber
Orchestra, the Greater Western Sydney Giants AFL Club, and CEDA. He
is an Honorary Member of the Business Council of Australia and is also a
member of the Advisory Executive of the UNSW School of Business.
Andrew is a member of the Male Champions of Change, a group of CEOs
and Company Directors working with the Sex Discrimination Commissioner
to make gender equality a reality. He is also a member of the Chief of the
Australian Defence Forces Gender Equality Advisory Board.
NICK FREEDMAN
Leadership Mentor and Facilitator
Since 2002, Nick has built and facilitated more than 100 leadership and
cultural transformation programs throughout Australia. His client list
includes Westpac, Coca-Cola, Salesforce, Fairfax Media, Ray White and NSW
Government. His focus is on creating tailored learning journeys that build
conscious leaders and collaborative cultures.
Nick works with the premise that everyone has a deep level of clarity and
purpose within them and sees his role as helping them uncover it, so they
can ‘walk their true path’. His 2014 TEDx talk, ‘10 Questions I asked the
Ocean’ brings his ideas about navigating the journey consciously to life.
THE
DR PATRICK STAEHLER
Founder of fluidminds Switzerland
Patrick coined the expression ‘business model innovation’ when he wrote
his Ph.D. thesis at the University of St. Gallen in 2001. As an author and avid
blogger he constantly challenges our “thinking boxes” and encourages
organisations to re-think their business. He is a lecturer in the executive and
master programs at several prestigious universities (University of St. Gallen,
Zeppelin University, Stuttgart Institute of Management and Technology)
for business model innovation and strategic innovations, the founder of
fluidminds Switzerland and co-founder of fluidminds Pty Ltd.
7. MEGAN LILLY
Head of Workforce Development, Australian Industry Group
Megan Lilly is the Head of Workforce Development for The Australian
Industry Group (Ai Group) and Chief Executive of Australian Industry
Group Training Services (AiGTS). Across these roles Megan is responsible
for the development of all education and training policy as well as relevant
service delivery, and oversees the Registered Training Organisation,
Group Training Organisation and other workforce development services.
Prior to this she was the Chief Executive Officer of Business Services Training
Australia, the national industry advisory board for the business services and
related industry sectors. Before joining the national board she held several
senior management positions in various Victorian TAFE institutes.
INNES WILLOX
Chief Executive, Australian Industry Group
Innes Willox is Chief Executive of the Australian Industry Group, a leading
industry organisation representing businesses in a broad range of sectors
including manufacturing, defence, ICT and labour hire.
His current appointments include:
• Alternate Director of Australian Super
• Board Member of Innovation Australia
• Board Member of National Industry Capability Network
• Member of Emissions Reduction Fund Expert Reference Group
• Member of International Trade Remedies Forum
• Member of Ministerial Advisory Council on Skilled Migration
Innes served as the Australian Consul General to Los Angeles from 2006 to
2008, where he represented wide-ranging Australian interests on the west
coast of the United States, including in the areas of trade, finance, culture,
bio-technology, environment and energy sectors.
THE
SPEAKERS MELBOURNE & BRISBANE
8. A noble purpose
inspires sacrifice,
stimulates innovation
and encourages
perseverance.
Gary Hamel
“ “
10. TIME TOPIC SPEAKER
8.30am – 9.00am REGISTRATION
9.00am – 10.40am OPENING SESSION
9.00am – 9.05am Welcome Peter Ryan
ABC correspondent
9.05am – 9.10am Introduction - Driving collaboration Innes Willox
Chief Executive, Australian Industry Group
9.10am – 9.55am The radical new world of management Gary Hamel
Business Strategy Expert, Professor, Author
9.55am – 10.25am Interactive Q & A Gary Hamel
Business Strategy Expert, Professor, Author
10.25am – 10.30am Conscious leadership Nick Freedman
Leadership Mentor and Facilitator
10.30am – 11.00am MORNING TEA
11.00am – 12.35pm SESSION TWO
11.00am – 11.30am Leadership to Drive Innovation in Advanced
Manufacturing
Goran Roos
Managing Director, Innovation Performance
Pty Ltd & Adjunct Professor
11.30am – 12.00pm Panel discussion Goran Roos
Managing Director, Innovation Performance
Pty Ltd & Adjunct Professor
Andrew Downs
Group Managing Director, Sage Automation
12.00pm – 12.30pm Creating Customer Value through
Design-Led Thinking
Patrick Staehler
Founder of fluidminds Switzerland
12.30pm – 12.35pm Conscious leadership Nick Freedman
Leadership Mentor and Facilitator
12.35PM – 1.35PM LUNCH
1.35pm – 3.15pm SESSION THREE
1.35pm – 1.55pm Leadership in a Digital World Andrew Stevens
Chair of the Advanced Manufacturing
Growth Centre
MELBOURNE
AGENDA
THE
11. TIME TOPIC SPEAKER
1.55pm – 2.05pm Q&A Session Andrew Stevens
Chair of the Advanced Manufacturing
Growth Centre
2.05pm – 2.35pm The Future of Leadership
in Australia
Includes Q&A and moderated discussion
Megan Lilly
Head of Workforce Development,
Australian Industry Group
2.35pm – 3.15pm Interactive panel discussion – Rising to the
Leadership Challenge
Moderator: Peter Ryan
Megan Lilly
Head of Workforce Development,
Australian Industry Group
Andrew Stevens
Chair of the Advanced Manufacturing
Growth Centre
Dave Gray
Author of Gamestorming and The
Connected Company
Ross Pilling
Chairman & Managing Director, BASF
3.15PM – 3.35PM AFTERNOON TEA
3.35pm – 4.45pm SESSION FOUR
3.35pm – 4.20pm The Connected Leader Dave Gray
Author of Gamestorming and The
Connected Company
4.20pm – 4.35pm Interactive Q&A Dave Gray
Author of Gamestorming and The
Connected Company
4.35pm – 4.40pm Conscious leadership Nick Freedman
Leadership Mentor and Facilitator
4.40pm – 4.45pm Close of the Conference Peter Ryan
ABC correspondent
4.45PM – 6.00PM COCKTAIL AND NETWORKING HOUR
JOIN US FOR AN HOUR OF NETWORKING AND COCKTAILS TO FINISH THE DAY
THE
MELBOURNE
AGENDA
14. TIME TOPIC SPEAKER
7.00am – 7.30am REGISTRATION
7.30am – 7.35am Introduction and Welcome Innes Willox
Chief Executive, Australian Industry Group
7.50am – 7.51am Peter Ryan introduces Dave Gray Peter Ryan
ABC correspondent
7.51am – 8.35am The Connected Leader Dave Gray
Author of Gamestorming and the
Connected Company
8.35am – 8.50am Q & A Session Peter Ryan
ABC correspondent
Dave Gray
Author of Gamestorming and the
Connected Company
8.50am – 8.51am Peter Ryan introduces Andrew Stevens Peter Ryan
ABC correspondent
8.51am – 9.10am Leadership in a digital world Andrew Stevens
Chair of the Advanced Manufacturing
Growth Centre
9.10am – 9.20am Q & A session Andrew Stevens
Chair of the Advanced Manufacturing
Growth Centre
THE
BRISBANE
AGENDA
15. THE
TIME TOPIC SPEAKER
9.20am – 9.50am Rising to the Leadership Challenges Moderator – Peter Ryan
Panel:
Andrew Stevens
Chair of the Advanced Manufacturing
Growth Centre
Dave Gray
Author of Gamestorming and the
Connected Company
Megan Lilly
Head of Workforce Development,
Australian Industry Group
9.50am – 9.55am Closing Remarks Innes Willox
Chief Executive, Australian Industry Group
9.50AM – 11.00AM COFFEE AND NETWORKING
BRISBANE
AGENDA
16. An enterprise
that is constantly
exploring new horizons
is likely to have a
competitive advantage
in attracting and
retaining talent.
Gary Hamel
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