2012 CAELP
PJ HILTON, MALAYSIA
LEADING VALUE CREATION: STRATEGIC
INNOVATION AND FINANCIAL LEADERSHIP
Cranfield University
For over 60 years, Cranfield
University has been on the
forefront of applied research
– making real impact and
change in the fields of
sciences, technology and
management.
Cranfield is a world leader in post-graduate
and post-experience programmes, helping
individuals and organisations to learn and
transform knowledge.
Ranked as one of the Top 20 business schools
in the world, Cranfield School of Management
offers one of the largest and most diverse
portfolio of programmes covering the landscape
of business knowledge across a wide range
of sectors. Cranfield continuously provides
expertise, support and information through
consultancy and research work to both private
and government sectors. Cranfield understands
challenges and is committed to creating
solutions through advanced research and
inspirational teaching.
CRANFIELD UNIVERSITY IN THE 2015 FT RANKINGS:
th in the world for
4
2013 CAELP
2015
Top
JAKARTA, INDONESIA
LEADING VALUE CREATION:
CLEAR STRATEGIES DELIVERED
BY EFFECTIVE PERFORMANCE MEASURES
Global Programmes
10
in the world for Customised
Executive Development
Programmes
ABOUT K-PINTAR
programmes tailored to the specific needs of
clients across various industries.
Founded in 2002, K-Pintar began
operations as a service provider for
the IT sector with emphasis on system
integration and ICT training.
We are Class A Licensed by the Human
Resource Development Fund (HRDF), with core
programmes in the following areas:
Now, as one of the country’s leading human capital
solutions providers, we have amassed a wealth of
experience over the past 13 years in developing
•
•
•
•
19th - 21ST APRIL 2016 • SOFITEL SO BANGKOK • BANGKOK, THAILAND
Executive Development
Professional Certification
SME Capability Development
Graduate Capability Development
These comprehensive programmes target
specific needs in the workforce, and we
have produced admirable results in creating
a personnel that is dynamic, flexible and
knowledge-rich for all different sectors.
2014 CAELP
4th Cranfield Asia Executive
Leadership Programme 2016
MANAGING CHANGE &
BUILDING BUSINESS RESILIENCE
IN A VOLATILE, UNCERTAIN, COMPLEX AND AMBIGUOUS (VUCA)
WORLD OF WICKED PROBLEMS
BALI, INDONESIA
LEADING CHANGE IN UNCERTAIN AND
COMPLEX TIMES: INNOVATION AND
VALUE GENERATION
CONTACT US
Programme Fee:
USD 5,830
K-PINTAR Sdn Bhd 601316-X
PROGRAMME FEE INCLUDES:
Suite C-13-6, 13th Floor, Wisma Goshen,
Bangsar Trade Centre,59200 Kuala Lumpur.
T +603.2284.4148 F +603.2284.4175 E enquiry@kpintar.com
• Attendance at the Cranfield Asia Executive Leadership Programme
www.kpintaracademy.com
• Buffet lunch and refreshments for each
programme day
JOIN US AT
KpintarSB
BROUGHT TO YOU BY
KpintarSB
SUPPORTED BY
WINNER OF
HUMAN RESOURCE MINISTER AWARD
PROGRAMME
FEE IS
100%
CLAIMABLE UNDER
SMETAP SCHEME
• All learning materials
Brought to you by
In collaboration with
Register online at
www.kpintaracademy/caelp
before 11th March 2016
For enquiries, please email us at
enquiry@kpintar.com
MALAYSIAN INSTITUTE OF MANAGEMENT
Institut Pengurusan Malaysia (22978-D)
Supported by
4th Cranfield Asia Executive
Leadership Programme 2016
19th - 21ST APRIL 2016 • BANGKOK, THAILAND
The World is changing fast Many of the traditional management tools,
techniques and attitudes proving inadequate
leaving many executives feeling increasingly
out of control.
THE ALUMNI
NETWORK
Join this Exclusive
Cranfield Asia
Leadership Programme
SOFITEL SO BANGKOK
2016 requires us to step out
and take a look at how to better
manage and lead our businesses
in this new world of VUCA.
This programme explores key elements of volatility,
uncertainty, complexity and ambiguity in the
business world, showing how new ways of thinking
and leading can help deal with “wicked problems”
and exponential rates of change.
and become a lifetime
member of the Cranfield
alumni, whose network
spans 120 countries.
PROGRAMME
EXPERTS:
This programme is led by two of Cranfield
School of Management’s top lecturers with
over 50 years’ of experience between them,
not only in studying these subjects from an
academic perspective but also as applied
processes in real organisations.
Stephen Carver
MSc BSc CEng EurIng AMBA FAPM
Lecturer in Project & Programme Management
NDERSTAND
U
four key features of the new context
– VUCA & how the variables in these
dimensions can impact your organisation
the difference between tame and wicked
problems & identify new approaches to
address the wicked problems effectively
LEARN
to manage the impact of different types of
complexities in your organisation
the typical factors that lead to organisation
failures with the hidden barriers to
performance and develop habits for resilience
various types of resilient responses with the
ability to project outcomes so you may enhance
your organisation’s spirit
how toxic management environments
create cultures that affect decision making
the complex communication in VUCA environments
a supportive management environment
can enhance accountability and allow
for good decisions to be made in VUCA
environments
to combine effective social and communication
skills to fortify trust in your organisation
MANAGING CHANGE & BUILDING RESILIENCE
REAL CASE
STUDIES:
AEROSPACE SECTOR – NASA
(COLOMBIA & CHALLENGER)
NASA mismanaged the flights of two of its Space
Shuttle Launches resulting in the deaths of 14 of
its top astronauts. The case focuses on the culture
within NASA which was driven by a command and
control culture based on departmental silos. Special
attention will be drawn to how individuals make
VUCA decisions in a toxic cultural environment.
ENERGY SECTOR – OIL & GAS
Greenpeace invaded one of offshore installations
and won a huge media battle against a major oil &
gas company. This led to them to completely
re-think the way they deal with VUCA events.
MANUFACTURING SECTOR AUTOMOTIVE
Worldwide recall concerning braking and
acceleration issues was badly handled and
completely changed their culture to deal with
complex events.
FINANCIAL SERVICES SECTOR GLOBAL BANKING SYSTEM
The fallout of the 2008 Financial Markets
collapse and how most banks (and
governments) worldwide failed to properly
understand either the problem or their public
reaction to it.
AIRLINE SECTOR – SOUTH-EAST
ASIAN AIR CARRIERS
How airlines have had to speed up their
response to VUCA events in the wake of
major disasters and tragedies.
how to manage change post extreme events
and how to apply the changes effectively
APPRECIATE
why sometimes good people can make bad decisions under stress
the key differences in administrative, adaptive and command
leadership styles and where appropriate to exercise
a supportive management environment can enhance
accountability and allow for good decisions to be made in VUCA
environments
the need to profile and manage key stakeholders with confidence
while managing politics and personalities
SIMULATION SESSION
• Team-based computerised simulation designed to put
theory into practice: Manage a VUCA Project for real
WEBINAR FOLLOW UP
Further webinar follow up sessions with CAELP’s
faculty members will be held (1) one month after the
programme.
• The challenge: Identify the stakeholders; manage their
expectations & feelings on the proposed project and get their
“buy in”
•
Share experiences; successful implementation
and challenges
• The means: Attend virtual meetings, send and respond to emails,
deal with teleconferences and keep senior management happy
•
Receive ‘value added’ feedback and insights
from the faculty addressing your challenges
•
Implement and fine tune the knowledge
gained into successful business practice
• Highly interactive, realistic simulation
PLENARY
SESSIONS
Complex
vs.
Complicated
VUCA
Leadership
vs.
Traditional
Management
Multiple
Stakeholder
Engagement
Dealing
with Crisis
Embracing
Change
Prior to Cranfield, Stephen worked on projects
in the oil business before moving on to work at
Virgin working directly for a global CEO as head
of Project & Programme Management Strategy.
He has experience of Project and Programme
Management in almost all business sectors from
banks to oil and from construction to law firms.
He has lectured and consulted globally and is
highly experienced in presenting ideas in a way
that bridges different cultural and organisational
contexts. Stephen is an Honorary Fellow of The
Institute of Risk Management and an Honorary
Fellow of the Association of Project Management.
Professor David Denyer BSc PhD
Professor of Leadership and Organizational
Change and Director of Research
David has published a large number of important
and highly cited articles and book chapters. He
is strongly committed to, and has a significant
track record of, developing the next generation
of researchers. A strong founding member of
the International Evidence-based Management
Collaborative, he obtained a prestigious
Advanced Institute of Management Research
Fellowship in 2009. David has a significant
track record of successfully delivering research
projects funded by the Economic and Social
Research Council and Engineering and Physical
Sciences Research Council, the National
Institute for Health Research Service Delivery
and Organisation and the private sector. He
works with organisations to build capabilities of
change, leadership, resilience and high reliability.
He helps senior leaders in a wide range of
organizations to establish strategic direction and
deliver sustained performance improvement.