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march, 2020

mon23mar(mar 23)09:00fri27(mar 27)14:00Executive Academy - Asia StreamLeading with impact09:00 - 14:00 (27) UTC+8 Location: Shanghai, China

Event Details

Target Group
Programme Directors, Associate/Assistant Deans of Teaching & Learning, and Senior Program Managers with a complete overview of (though not necessarily direct responsibility for) the entire academic cycle: admissions, programme design & administration, career services, and alumni management.

For each stream intake, the Executive Academy also seeks to accept managers of corporate universities or executives of corporate talent management departments to cross-fertilize group learning. Corporate participants can improve their understanding of and their ability to interact with business schools.

Context
The Executive Academy journey starts with a preparatory phase, which includes self-study and a comprehensive 360° feedback exercise.

The core of the Executive Academy is a face-to-face week in the selected region, with the maximum of 20 participants admitted to each stream.

Participants will:

  • Advance through a self-discovery process to better understand their strengths and limitations, which will contribute to the bridging of self-knowledge and self-leadership.
  • Learn how to drive a strategy-driven programme design and review process, how to manage different performance layers and how to interlink stakeholder expectations and satisfaction.
  • Understand and implement disruptive strategies in business education and map performance metrics to actions and milestones.

The face-to-face week will be followed by a project phase at the participants’ home institutions with support and feedback provided by faculty facilitators and personal coaches.

A rigorous and challenging admission process ensures that peer-to-peer interaction in the Executive Academy will be meaningful and ability-enhancing for all participants.

Application process:

  1. Please download and fill in an application form and send it to exec.academy@efmdglobal.org.
  2. Your application will be reviewed by the EA Director.
  3. You will be interviewed during a 30-minute call with the Programme Stream Leader or EA Director.
  4. Upon completion of the steps above, the EA Director will submit the recommendation for your admission to a Steering Committee which approves each participant’s enrolment.
  5. Upon admission, we will ask you to formally register for the event via the link to the registration form we will send to you.

Pre-programme materials:
All readings, including 360 Assessments, will be made available at the beginning of February, 2020.

Location

Shanghai, China

Time

23 (Monday) 09:00 - 27 (Friday) 14:00 UTC+8

Address

CEIBS

699 Hongfeng Rd, Pudong, Shanghai, China

Programme

Monday, 23 March

09:00 – 09:15

Registration

09:15 – 09:30

Welcome by EFMD & Introduction of Executive Academy
Introduction to the EFMD Executive Academy including preparatory work, face-to-face week, and project work and implementation at the workplace.

  • Ulrich HOMMEL, Director of Business School Development at EFMD Global Network
  • Maximilian RECH, Asia Stream Leader of the EFMD Executive Academy and Director of Studies at ESSCA School of Management, Shanghai, China

09:30 – 11:00

Leading Oneself, Self-Leadership
Introduction – From first to third-generation management
This session connects with the socio-economic trends relevant to programme directors and explores 1st, 2nd, and 3rd generation management models. Participants are invited to reflect on the current management paradigm characterizing their own organizations in order to successfully navigate the internal culture and politics.

  • Steven POELMANS, Leadership Professor at EADA, Barcelona, Spain and Antwerp Management School, Belgium

11:00 – 11:15

Coffee Break

11:15 – 13:00

Leading Oneself, Self-Leadership
Purpose and Self-Leadership
This session focuses on the neuroscience of vision and its powerful way of inspiring and steering people through self-leadership, mobilizing faculty, and rallying an inter-disciplinary team around a sense of purpose.

  • Steven POELMANS

13:00 – 14:00

Lunch

14:00 – 16:00

Leading Oneself, Self-Leadership
Self-Knowledge
This session facilitates self-knowledge through the interpretation of the KLIO-CS cognitive-style questionnaire. This test also allows participants to gain insight into their “brain- dominance”, which determines the way information is processed and related to others, as well as how decisions are made. This is a necessary basis for situational leadership and adapting one’s style and communication to different stakeholders.
This session includes a half-hour coffee break.

  • Steven POELMANS

16:00 – 18:00

Leading Oneself, Self-Leadership
Self-Leadership – The Brain Balance
Participants focus on the skills of managing stress and harmonizing work, family and personal life. The “BrainBalance” is introduced as a model for taking care of one’s mental and physical energy and thereby increasing focus, efficiency and health. Participants diagnose their sources of stress and related responses while learning emotional regulation techniques for managing stress during peak periods.
This session includes a half-hour coffee break.

  • Steven POELMANS

20:00

Welcome Dinner

Tuesday, 24 March

09:00 – 12:00

Leading Others
Bridging Self-Leadership and Leadership – Competencies
In this session, participants are familiarized with the concept of competency development. Based on the 360° Skillscope Feedback exercise administered before the programme, participants identify key development areas and begin coaching sessions and Feed-Forward techniques to address these areas.
This session includes a half-hour coffee break.

  • Flora CHIANG Fung Tung, Professor of Management at China Europe International Business School (CEIBS), Shanghai, China

12:00 – 13:00

Lunch

13:00 – 14:30

Leading Others
Feedback and Coaching
As academics and professionals move up the hierarchy or broaden their scope of responsibility, they have to increasingly shift their focus from the expert / technical / content role to a leadership / social-political / process role in order to gain support from a broad range of stakeholders. This session focuses on critical competencies needed for leadership, feedback and coaching. These competencies are spelt out and practised with a case.

  • Flora CHIANG Fung Tung

14:30 – 14:45

Coffee Break

14:45 – 16:00

Leading Others
Paradoxes of Leadership
In this session, we introduce the challenges and types of leadership paradoxes managers face in contemporary organizations. Here the focus is on developing mental flexibility and emotional intelligence, in order to thrive in complexity, balancing seemingly opposite demands. Drawing on the neuroscience-based SCARF model, in this session participants develop ways of anticipating and dealing with resistance in others. The session outcomes are behavioural scripts for managing paradoxes and aligning the expectations and actions of clients, students, faculty and administrative staff.

  • Flora CHIANG Fung Tung

16:00 – 16:15

Coffee Break

16:15 – 17:00

Leading Others
Conclusion and Integration
This session integrates the programme content applying neuroscience-based principles of vision and motivation, learning and change, cognitive and social styles, and the paradoxes of leadership to successfully engage people in realizing an aspirational goal. Participants will map their professional network and plan for adapted communication and influence tactics to work across disciplinary and organizational boundaries to successfully deliver innovation.

  • Flora CHIANG Fung Tung

17:30 – 18:00

Bus transfer to Special Event

18:30 – 20:00

Special event and social programme, Shanghai, China

20:30 – 21:00

Bus Transfer

Wednesday, 25 March

09:00 – 10:30

Leading Successful Programmes
Disruptive Innovation in Higher Education
During this module, participants will develop a deeper understanding of how disruptive innovation can impact business education and lead to the unravelling of traditional business models. They practice how to be a disrupter by implementing the “Jobs to Be Done” approach to identify best practices for the achievement of excellence in customer experience / student satisfaction management.

  • Ulrich HOMMEL, Director of Business School Development at EFMD Global Network

10:30 – 10:45

Coffee Break

10:45 – 12:00

Leading Successful Programmes
Fostering Resilience in Program Provision: Navigating between Bureaucrats, Mavericks, Black Swans and Gray Rhinos
In this session, participants will explore the benefits and challenges of making program provision more resilient, and why resilience enhancement requires a different form of leadership. The session intends to demonstrate that resilience helps to shift organisational attention away from rule-based compliance (favoured by ‘Bureaucrats’ and resisted by ‘Mavericks’) and to cope with and ideally benefit from disruption and change. With an eye on resilience, business schools will become less ignorant of disruptive forces (the ‘Gray Rhinos’) and better prepared for game-changing events (e.g. the ‘Black Swans’).

  • Ulrich HOMMEL

12:00 – 13:00

Lunch

13:00 – 14:30

Leading Successful Programmes
The Impact of FinTech on Higher Education
Prof. Shenglin Ben, Dean of International Business School and Academy of Internet Finance at Zhejiang University, both of which incorporate ‘Innovation’ and ‘Internationalisation’ as their core values, will share his journey of founding these two innovative institutions, observations of the status quo, and his outlook on Chinese higher education with a particular focus on international business schools. With his unique perspective as a well-regarded FinTech expert, Prof. Shenglin Ben will also shed light on the intensified interplay and integration of finance and technology, which has been reshaping the global financial system.

  • Shenglin BEN, Dean of the International Business School and Academy of Internet Finance at Zhejiang University, Hangzhou, China

14:30 – 14:45

Coffee Break

14:45 – 15:30

Bus Transfer – 2999 Hutai Road, Baoshan District, Shanghai, China

15:30 – 17:00

Leading Successful Programmes
Prototyping Mass-Customisation
In this module, participants discover how additive manufacturing, or 3D printing, impacts on-demand supply chains and decentralised customer service. Rendering supply chains more efficient using rapid prototyping in software, manufacturing, and medical devices will offer valuable lessons for mass-customisation. What can be learned from this experience for tertiary higher education? Is the Corporate Social Responsibility activity entitled ‘Little Hearts of China Project’ an interesting use case to encourage students to incorporate software-based prototyping in the realisation of impact-oriented business modelling?

17:00 – 17:30

Bus Transfer

18:00 – 21:00

Optional City Tour & Dinner

Thursday, 26 March

09:00 – 10:30

Leading Change
The Academic Perspective
Dynamic Skill Sets of Higher Education
In the framework of digital transformation, corporate actors realise the need to adapt their business models to rapidly changing consumer habits and preferences. While data-driven insights can help steer corporate strategy towards increased efficiency, digital transformation may also result in unintended consequences, such as rapid automation in the workspace. This module provides participants with best practices on flexible and adaptive curricula that equip graduates with appropriate soft and hard skills to become agents of technological change and respond to human resource requirements in the 21st Century.

  • Maximilian RECH, Asia Stream Leader of the EFMD Executive Academy and Director of Studies at ESSCA School of Management, Shanghai, China

10:30 – 10:45

Coffee Break

10:45 – 13:00

Leading Change
The Corporate Perspective
In the age of digital transformation, the future of work is likely to be characterised by increasing automation and rapid economic change. Data-driven insights and new ways to measure impact allow for real-time business intelligence. This dynamic change requires bold leadership. How do we leverage soft and hard skills to achieve better results for the enterprises of the future? What agile and problem-solving methodologies are needed for sustainable business model innovation? What are human resources departments searching for in business school graduates and how can we prepare future leaders in identifying trends and translating insights gained into better organisational structure and corporate leadership?

  • Jonathan R. WOETZEL, Director of the McKinsey Global Institute, Senior Partner of McKinsey & Company and Co-Chair of the Urban China Initiative, Shanghai, China
  • Kapil KANE, Director of Innovation & Co-founder of Ideas2Reality at Intel Corporation, Shanghai, China
  • Xing SUN, Head of AXA Next Lab Asia

13:00 – 14:00

Lunch

14:00 – 14:30

Bus Transfer – 99 Jiangwancheng Road, Yangpu District, Shanghai, China

15:00 – 16:30

Leading Change
Gamification in Education
Field visit of Nike Greater China Headquarters
How can the case study of the ‘Girls Made To Play’ campaign in cooperation with the China Education Development Foundation showcase gamification in education? Does gamification lead to better learning outcomes and how can physical activity have a lasting positive impact on well-being and performance? How is the concept implemented at Nike House of Innovation and education facilities around the country? Can the digital transformation of physical activity and connected devices provide practical use cases in leading successful programmes in tertiary higher education?

16:30 – 17:00

Bus Transfer

17:30 – 20:00

Closing Dinner

20:30 – 21:00

Bus Transfer

Friday, 27 March

09:00 – 10:30

Leading Academic Institutions
Digital Transformation of Higher Education
This session provides an in-depth discussion on the future of higher education in the age of digital transformation. Online courses, micro-credentialing and stackable university degrees may offer the mass-customisation of graduate training that dynamically changing work environments require. What prerequisites are needed to offer such programmes and which leadership style best prepares academic institutions for such a fundamental shift in culture?

  • Mike EWING, Executive Dean of the Faculty of Business and Law at Deakin University, Melbourne, Australia

10:30 – 10:45

Coffee Break

10:45 – 12:30

Leading Academic Institutions
The Perspective from the Top (three Deans will share their experience)
The objective of this session is to understand the role of a Dean in different geographic locations and under different strategic challenges. Beyond that, the session also aims to uncover fascinating facets of the very personal stories behind each Dean’s ascent to the highest echelons of their respective business schools. What success stories have encouraged them to continue and what mistakes offered valuable lessons to the extent that they would repeat it in a blink of an eye.

  • Yuan DING, Vice President and Dean, Cathay Capital Chair Professor in Accounting at China Europe International Business School (CEIBS), Shanghai, China
  • Mike EWING, Executive Dean of the Faculty of Business and Law at Deakin University, Melbourne, Australia
  • Lin ZHOU, Former Dean of Antai College of Economics and Management at Shanghai Jiao Tong University, Shanghai, China

12:30 – 13:15

Module Closure & Wrap Up

  • Ulrich HOMMEL, Director of Business School Development at EFMD Global Network, Brussels, Belgium
  • Maximilian RECH, Asia Stream Leader of the EFMD Executive Academy and Director of Studies at ESSCA School of Management, Shanghai, China

13:15 – 14:00

Lunch

Speakers for this event

  • Flora Chiang Fung Tung

    Flora Chiang Fung Tung

    Professor of Management at China Europe International Business School (CEIBS)

    Professor of Management at China Europe International Business School (CEIBS)

  • Jonathan R. Woetzel

    Jonathan R. Woetzel

    Director of the McKinsey Global Institute, Senior Partner of McKinsey & Company and Co-Chair of the Urban China Initiative, Shanghai, China

    Director of the McKinsey Global Institute, Senior Partner of McKinsey & Company and Co-Chair of the Urban China Initiative, Shanghai, China

  • Kapil Kane

    Kapil Kane

    Director of Innovation & Co-founder of Ideas2Reality at Intel Corporation, Shanghai, China

    Director of Innovation & Co-founder of Ideas2Reality at Intel Corporation, Shanghai, China

  • Lin Zhou

    Lin Zhou

    Former Dean of Antai College of Economics and Management at Shanghai Jiao Tong University, Shanghai, China

    Former Dean of Antai College of Economics and Management at Shanghai Jiao Tong University, Shanghai, China

  • Maximilian Rech

    Maximilian Rech

    Director of Studies at ESSCA School of Management, Shanghai, China

    Director of Studies at ESSCA School of Management, Shanghai, China

  • Mike Ewing

    Mike Ewing

    Executive Dean of the Faculty of Business and Law at Deakin University, Melbourne, Australia

    Executive Dean of the Faculty of Business and Law at Deakin University, Melbourne, Australia

  • Shenglin Ben

    Shenglin Ben

    Dean of the International Business School and Academy of Internet Finance at Zhejiang University, China

    Dean of the International Business School and Academy of Internet Finance at Zhejiang University, China

  • Steven Poelmans

    Steven Poelmans

    Leadership professor at EADA, Spain and Antwerp Management School, Belgium

    Leadership professor at EADA, Spain and Antwerp Management School, Belgium

  • Ulrich Hommel

    Ulrich Hommel

    EFMD & EFMD GN Business Schools Development Director

    EFMD & EFMD GN Business Schools Development Director

  • Xing Sun

    Xing Sun

    Head of AXA Next Lab Asia, Shanghai, China

    Head of AXA Next Lab Asia, Shanghai, China

  • Yuan Ding

    Yuan Ding

    Vice President and Dean, Cathay Capital Chair Professor in Accounting at China Europe International Business School (CEIBS), Shanghai, China

    Vice President and Dean, Cathay Capital Chair Professor in Accounting at China Europe International Business School (CEIBS), Shanghai, China

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