The Global Leadership
Program
Cam Danielson
www.globalleadershipprogram.net
The Global Leadership Program
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A worldwide consortium of companies organized
to develop leaders who can envision, inspire,
and successfully deploy global growth strategies
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Representative companies include:
• Ingersoll-Rand, Mahindra & Mahindra, GDF Suez, UTi,
Polaris Software, Kohler Co., and Schneider Electric
The GLP is Global on 4 Dimensions

Curriculum – enterprise management themes related
to global strategy and the accompanying organizational
and leadership drivers of growth,
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Locations – program sites on three different
continents,
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Faculty – expert teachers and consultants operating in
Europe, North America and Asia
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Participants – high potential senior managers from the
member companies
Candidate Profile
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High potential senior managers who are likely
successors to direct reports to the CEO
Titles of participants in recent programs include:
• President, Retail Solutions reporting to the sector president
• Deputy Chief Counsel
• MD, Energy Solutions Middle East reporting to the division
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president
Executive Vice President, Overseas Operations reporting to
the sector president
Senior Vice President, HR reporting to division president
Development for Top Executives:
Emerging Skill and Knowledge Needs
In a 2007 survey of CEOs of multi-national
corporations, the areas seen needing more attention by
top executives in next 2 -4 years are:
 Understanding Globalization & its Implications (35%)
 Skill & Understanding of How to Grow Talent (25%)
 Creating a Culture of Innovation (20%)
 Leading Change (15%)
The Three Themes of the GLP
Theme One: Formulating Global Growth Strategies
 A look at the drivers of economic growth in the
global market and their modern, geo-political roots
 An examination of social entrepreneurship as a
means of understanding global trends
 Inquiry methodologies and application of a full-range
of strategy planning tools
 An examination of the dimensions of value creation
from a global perspective
 Special focus on emerging markets in developing
post-entry strategy
The Three Themes of the GLP
Theme Two: Understanding, Managing, and Changing
Organizations
 An examination of the constructs of organization reality in
terms of actor strategies
 Development of a set of tools for organizational analysis and
the implications for change management
 Development of a framework for understanding different
cultural orientations & implications for global organization
 A look at global organization structures and operations in
terms of value capture and sustainability
 Application exercise in conducting a strategic analysis of a
global corporation
The Three Themes of the GLP
Theme Three: Developing Global Leadership
Effectiveness
 Inspired leadership framework and application
exercises to increase capacity to operate effectively in
a global environment
 An examination of personal orientations toward self
and others and individual growth strategies
 Multi-rater leadership assessment and individual
coaching
 The development and implementation of Self
Improvement Plans
Unique Features
The program incorporates a live project in different regions
of the world.
In week 2, the project will focus on a global company
based either in Europe, the US, or Asia and an analysis of
the alignment of the organization with its strategy:
• Participants interview 10+ senior managers of the project
company and review internal documents in developing their
analysis
• Results are presented to the program faculty and top
management representatives of the project company
• Participants draw implications for assessing the alignment of
their own businesses with their respective growth strategies
Unique Features

Participants are assigned coaches who work with them
throughout the program to address individual development
objectives surfaced through the use of multi-rater
assessments and self-assessment
• Focus of these sessions is on talent appreciation – identifying
individual gifts and talents, strategies for leveraging these gifts, and
actionable goals for discovering “when we are at our best.”

Peer coaching training and application exercises build the
learning network among the participants between sessions
• The objective of good coaching is facilitating a process whereby
individuals tap into their own inner reservoir of resources for guidance
(meaning) and action (performance).
Program Structure
Week One
 Understanding Global Market Dynamics
 The Global Forces of Business Transformation
 Global Leadership Effectiveness – Part 1
 Organization Analysis
Week Two
 Global Leadership Effectiveness – Part 2
 Creating Value in a Global Environment
 Action Learning Project – Interviews and Data Analysis
 Action Learning Project – Team Presentations
Week Three
 Global Leadership Effectiveness – Part 3
 Historical, Cultural, and Business Perspectives on India or China
 Intercultural Communication Strategies
 International Business Development & Organization Effectiveness
Program Dates & Locations
GLP 4
• April 6-11, 2008 – Paris
• July 12-18, 2007 – Los Angeles
• September 14–19, 2008 – Delhi
GLP 5
• February 1-6, 2009 – Los Angeles
• May 17-22, 2009 – Brussels
• September 13-18, 2009 – Shanghai
GLP 6
• February 7-12, 2010 – Paris
• May 16-21, 2010 – Los Angeles
• September 12-17, 2010 - Dehli
Governing Board
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Senior HR executives from member companies
working with the principals in the design,
development, and delivery of the GLP
The focus of the Governing Board:
• Establish a long-term vision and strategy for the GLP
• Establish standards for world-class global leadership
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development within the GLP
Build the internal capacity of the board to have impact in
creating organizations of consequence
Two board meetings and one board retreat annually
Governing Board Membership
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Senior HR executives from the member companies
include the following titles:
• Senior VP of Human Resources
• VP of Talent Management
• President of Human Resources
Principles include:
• Cam Danielson
• Bill Davidson
• Francois Dupuy
• Anil Sachdev
Governing Board Features

Board Development Charter
• Objective is to improve the individual and collective
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leadership capacity of the board
Activities under the Board Development Charter include:
– Dialogue sessions with principles on the results of their research
– Dialogue sessions with thought leaders from other organizations
and disciplines
– Workshops to build skills and knowledge in coaching, assessment,
and other relevant areas of personal development
– Annual retreat to explore new realms of leadership development.
Examples include a 3-day retreat in the lower Himalayas on
transformational leadership and a 3-day trek into the Four Corners
area of the US to learn about Native American practices in tribal
leadership.
Program Fees
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Consortium members have an annual membership fee of $45,000:
• Fees include the cost of tuition, materials, teaching facilities, and
group dinners and daily lunches for 2 participants (lodging and other
meals are covered by the participants).
• Fees include membership on the Governing Board.
Cost of additional program participants would be on a decreasing
scale based on volume:
– Third Participant
$20,000
– Fourth or More Participants
$17,500
Board development fee of $10,000:
• Fees include cost of lodging and meals for the board member at the
annual board meeting and the annual board retreat.
Who We Are
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Mesa Research and SOIL are privately held consulting
and education groups comprised of former university
academics and business leaders. Together we have
offices in Los Angeles, Paris, Indianapolis, Chicago,
Shanghai, and Delhi.
We are probably best described as a half-way house
for practical academics and thoughtful practioners. Our
work focuses on helping organizations build and deploy
global growth strategies to include developing globally
effective leaders.
Who We Are – MESA Research Group
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A Limited Liability Company comprised of individually held
companies doing business as MESA Research Group
• MESA Development – owned by Bill Davidson
• Odyssey, Inc. – owned by Cam Danielson
• Sifolux – owned by Francois Dupuy
Comprised of 2 lines of business: Strategy Consulting and
Executive Education
• Some key facts:
– Total executive education experience among the 3 principals is 90 years
– Total annual executive education programming booked by the principals is 75
weeks with global clients such as ExxonMobil, GDF Suez, Ingersoll-Rand, UTi,
Mahindra & Mahindra, Schneider Electric, Agilent
Program Faculty
Bill Davidson
• Chairman of Mesa Research Group, former tenured professor of
strategy at University of Southern California, former global practice
head at Deloitte & Touche
• Most widely cited academic in the field of international management
between 1985 and 1995
• Author of 9 books including 2020 Vision (with Stan Davis) which was
selected the Best Business Book of the year in 1992 by Fortune
Magazine. Most recent book is Breakthrough: How Great Companies
Set Outrageous Objectives and Achieve Them
• Founding member of the Japan-US Friendship Society and a faculty
member of the Dalian Institute in the PRC
Program Faculty
Cam Danielson
• A Partner in MESA Research Group and the former head of executive
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education at the Kelley School of Business, Indiana University
Research focus on corporate learning strategies, leadership
development, and organization transformation
Formulating Corporate Learning Strategies (with Tim Baldwin)
recognized as the best paper in management development in 2002 by
the Academy of Management
Developed the Global Partnership for Executive Development in 1995,
a joint venture with INSEAD and Hong Kong University of Science and
Technology
Has delivered workshops on designing and deploying executive
development strategies in Eastern Europe, the Middle East, India, and
Southeast Asia
Program Faculty
Francois Dupuy
• Former Chairman & CEO of MercerDelta France, a global
organization strategy and change management firm
• Research focus on strategic analysis of organizations and change
management
• Author of 9 books including the Customer’s Victory – winner of the
1999 Manpower Award for best business book in France – The
Chemistry of Change, and Sharing Knowledge – recognized as the
best Human Resource Management book in 2004 by Le Monde
• Top ranked executive education teacher at INSEAD where he teaches
in the Advance Management Program and in numerous company
programs across Europe, Asia, and the US
Program Faculty
Anil Sachdev
• Founder of the School of Inspired Leadership (SOIL)
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focused on leadership development in India
Founder and former CEO of the second largest HR
consulting firm in India (acquired by Right Management in
2006)
Thought leader in talent management, leadership
development, and organization transformation
Adjunct faculty to leading schools such as the Indian School
of Business, Indian Institute of Management, Kelley School
of Business, Indiana University, Antioch University, and Ohio
University
Has designed and conducted workshops for more than 30
global firms across Asia and the US
Program Faculty
Milton Bennett
• Former tenured professor of intercultural communication at Portland
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State University and currently adjunct professor in graduate programs of
international studies at University of the Pacific (California) and
intercultural sociology at the University of Milano-Bicocca (Italy)
Member of the executive training faculties of Dartmouth’s Tuck School
of Business, Smith College, Stockholm School of Economics, Motorola
University, Boeing Leadership Center, and Eni (Agip) University.
Author and editor of Basic Concepts of Intercultural Communication, for
ten years a popular text in the field, and American Cultural Patterns
(with Ed Stewart), the seminal work on intercultural communication with
Americans.
Originator of the Developmental Model of Intercultural Sensitivity and
co-developer of the Intercultural Development Inventory, used by
corporations worldwide to design and assess their intercultural and
diversity programs.
Program Faculty
John Boquist
• John is the Edward E. Edwards Professor of Finance in
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the Kelley School of Business at Indiana University. His
areas of expertise include corporation finance, financial
strategy and analysis, banking and investments.
Professor Boquist has been a visiting faculty member at
INSEAD teaching in their Advanced Management
Program for over twenty years. He is the recipient of
Indiana University’s highest teaching award. In 1994 he
was recognized by Business Week magazine as one of
the “masters of the classroom in MBA education”.
Program Faculty
Dominique Jacquet
• Adjunct Professor of Finance at INSEAD and CEDEP (since 1990),
Professor at the University of Paris-Nanterre (former Dean of the
Faculty of Economics, Management, Mathematics and Computer
Sciences).
• Executive Education teaching in inter-company programmes at
INSEAD & CEDEP as well as company-specific programmes at Alcatel,
Aviva, EADS, France Telecom, John Swire & Sons, Carrefour, Fortis
Bank, L’Oréal, Starwood-Sheraton, Total, and Valeo
• 8 years of business experience in various multinational corporations as
Internal Consultant, Financial Controller, Group Treasurer and CFO
• Civil Engineer, MBA INSEAD, PhD in Management (Management of
Innovation).
Program Faculty
Dumas Ting
• President of Mesa Research Pacific Rim focused on the development
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and implementation of international cooperation projects
Former CFO of Shanghai in the 1980s under Mayors Jiang Ze Min
and Zhu Rong Ji who later became China’s president and premier,
respectively
Author of Blue Print for China’s National Economy (with Zhu Rong Ji)
which provided the economic development roadmap that China has
followed for the past 20 years
Former Chairman of Shanghai Aviation and architect of the first major
US-China joint venture
Former Chief Business Representative to the US from 1989 to 1999
responsible for all official Chinese business with the US