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"In recent time, the explosion of data and unprecedented advances in computer processing power globally have dramatically increased the capacity to support decision making within various functional operations in organizations across industries. The world has moved well beyond basic and enhanced process automation and is entering an era of cognitive automation leveraging on artificial intelligence and robotics. The World Economic Forum is calling this the "Fourth Industrial Revolution". The impact of advanced technologies and its impact on leadership touches virtually every industry and organization on many levels, from strategic planning and marketing to supply chain management and customer service". -- Prof Sattar Bawany (2018)

Leading the digital transformation of organizations
, Expert Insights Series
Business Express Press (BEP) Inc. LLC, New York, NY. ISBN No. 978-1-94784-322-6
Overview

How to Develop NextGen Leaders for VUCA World?

The rapidly evolving demands of the 21st century include everything from climate change to demography, shifting customer requirements and expectations, the rise of technology, globalisation, new markets and new attitudes to work. Leaders must now operate in a way that inspires and engages people, while simultaneously addressing changing customer requirements and delivering results. Finally, all of this needs to be achieved with a sense of urgency as the experienced leaders of the ‘Baby Boomer’ generation continue to retire at pace.

Digitisation has an impact on all organisations across various sectors or industries. In each case, the impact is a different one, which makes it essential for companies and business leaders to have a good understanding and view of what they face and how digitisation will affect their company; which opportunities can be seized and which threats have to be faced?


The VUCA-Driven Era of 4.0

Leading in Industry 4.0 would require the next-generation leaders to be able to adapt to these new technologies and to be able to do so effectively means that the relevant leadership skills and competencies would need to be developed and demonstrated effectively.

Leading in a world that is Volatile, Uncertain, Complex and Ambiguous (VUCA) not only provides a challenging environment for leaders to operate and for executive development programs to have an impact: it also provides a much-needed range of new competencies. The new reality is resulting in the realization that new and different capabilities are needed to succeed.

Volatility
- in economic conditions, including a slowly recovering economy and looming interest rate increases, and changing customer requirements.
Uncertainty - brought about by increasing globalisation, as well as regulatory and legislative changes.
Complexity - is driven by revolutionary technology changes impacting organisational products, and ongoing demand for increased innovation in a climate of rapid technological evolution.
Ambiguity - brought about by the generational shift accompanied by Baby Boomer retirements and NextGen Leaders rising to take more senior roles. All of these factors combine to create an extremely dynamic climate that puts pressure on leaders to excel.


Meeting the Challenges of Leading in Industry 4.0

The quality of human capital and having the right talent is critical in transforming to a digital organisation. Organisations need the best people they can find, and to succeed they need to build the value of people over time. This might be achieved through training and good management or, where the pace of change is great, sourcing staff who can contribute the skills required to remain competitive.






How to Develop High Performance Organisation (HPO)?

Today, people often point to the importance of various leadership competencies including cognitive readiness (critical & strategic thinking skills), emotional & social intelligence, managerial coaching and leading team for performance, effective negotiation & conflict management and cross-cultural communication & diversity management in driving results and achieving organisational success in a high-performance organization.


The Cognitive Readiness Suite of Competencies

Critical Thinking vs Cognitive Readiness

Traditional Critical Thinking is the ability to recognise assumptions, evaluate arguments and draw conclusions. The mental toolset typically includes the following:
  • Strategic thinking
  • Creative thinking
  • Problem-solving and
  • Decision-making



Cognitive Readiness, on the other hand, is the mental, emotional and interpersonal preparedness for uncertainty and risk.

Emotional Intelligence competencies are perhaps the most challenging for leaders to develop in an effective manner and yet it is the one that often has the most impact. As emotionally intelligent leaders rise through the ranks of an organisation, their profile becomes more visible to employees and their increased power can have a greater impact.




Learning Outcomes

This intensive managerial leadership training programme combines proven-in-action techniques with peer interaction to help participants to:
  • Immerse on an innovative experiential learning that will takethem out of their comfort zone and with these experiences acting as a catalyst; they are designed to encourage the participants to think deeply about themselves as a manager and leader in Industrial Revolution 4.0 Economy
  • Leave this programme with a renewed sense of energy as time out from the day-to-day gives them space and freedom to think and self-reflect as a Leader in a Disruptive VUCA World
  • Gain a clear understanding of the context for leadership in today’s VUCA business environment
  • Understanding the Cognitive Readiness and Emotional Intelligence (EI) competency framework
  • Discover how to use critical thinking to determine criteria and evaluate options in decision making
  • Appreciate how effective leadership can influence behavior, goals, decision-making
  • Develop a SMART Leadership Development Plan

Target Audience
  • Chief Executive Officers
  • Directors
  • General Managers

Modes of Teaching and Learning
  • Critical thinking, cooperative and interactive learning
  • Traditional and interactive methods of teaching: video materials, published literature and articles, case studies etc.
  • Applying the course materials to current issues within their organisations
  • A series of classroom activities including role playing exercises and debates

Results-based Leadership (RBL) Framework




2-Day Masterclass Program Outline

Day 1, 15th April 2019
08:00 Registration & Morning Coffee
09:00 1. Introduction & Objectives
  • Introduction & Checking-in
  • Review Workshop Objectives
  • Setting for Collaborative Session: S.C.O.P.E. Approach
  • Group Discussion: Lessons learnt on Executive Derailment
10:00 Morning Coffee
10:30 2. Leading in Industry 4.0: What it Means?
  • Group Discussion: Impact of the Industrial Revolution 4.0
  • Video: The 4 elements of VUCA Business Environment
  • Group Discussion: Participants will review their challenges in a VUCA World in an organisational context
12:00 Lunch
01:00 3. Cognitive Readiness vs Critical Thinking
  • The importance of “Cognitive Readiness” as a Managerial Leadership Competency
  • Cognitive Readiness (CR) and Critical Thinking (CT): Competency for Problem Solving and Decision Making
  • Case Study: Application of CR & CT at the Workplace
03:00 Afternoon Tea
03:30 Wrap up of Day 1 and Q & A
04:00 End of Day 1
Day 2 | 16th April 2019
09:00 4. Developing Critical Thinking Skills
  • Developing Critical Thinking Skills using ‘R.E.D’ Model:
    • Recognise Assumptions
    • Evaluate Arguments and
    • Draw Conclusions
  • Group Exercise: Applications of the ‘R.E.D’ Model at the Workplace
10:30 Morning Coffee
11:00 5. Developing Your Emotional Intelligence
  • Harvard Video: Daniel Goleman on Social & Emotional Intelligence
  • ‘How Emotionally Intelligent Are You?’
  • Goleman’s & BarOn’s Framework of E.I. Competencies
  • Individual Exercise: “Amygdala Hijace”
12:30 Lunch
01:30 6. Summary & Personal Leadership Development Plan
  • Review of the Key Concepts and Models
  • Individual Exercise: Crafting a SMART Leadership Development Plan for the next 90 days
  • Recommended Post Workshop Readings
03:00 Afternoon Tea
03:30 Wrap Up of Masterclass with Q & A
04:30 End of Masterclass


About Your Facilitator - Prof Sattar Bawany

Professor Sattar Bawany is Chief Executive Officer, Centre for Executive Education (CEE Global). He is also the Managing Director as well as Certified C-Suite Master Executive Coach & Facilitator with Executive Development Associates (EDA) the Asia Pacific. He is the accredited Master Facilitator of Action Management Associates Inc (AMAI) suite of critical thinking programs. CEE is the exclusive Strategic Partner of both EDA and AMAI in the Asia Pacific region. Prof Bawany is also concurrently the Strategic Advisor & Member of International Professional Managers Association (IPMA) Board of Trustees and Governing Council. He is currently the Adjunct Professor and member of International Advisory Board of Curtin Graduate School of Business (CGSB), Curtin University, Western Australia. Prof Bawany is also an Adjunct Faculty & Master Facilitator for global leadership development programs of Harvard Business School Publishing who partners with clients to create world-class leadership development solutions for managers at all levels in global organizations and governments. He is a member of the Duke Corporate Education (CE) Global Learning Resource Network (GLRN). The Financial Times and Business Week continue to rate Duke CE as the world’s #1 provider of customized corporate education services.
     
He has over 30 years ’ international business management experience, including 20 years in executive coaching, group facilitation, and leadership development and training with global management consulting firms. In addition to his business and consulting career, Prof Bawany has over 15 years of concurrent academic experience as an Adjunct Professor teaching senior executives international business strategies and human resource courses at various leading universities. (read more at www.cee-global.com)


Client Testimonials

"Your insightful and powerful presentation on leadership in the VUCA economy inspired many and enabled a deeper understanding in riding the wave of digtal transformation. We have received many good feedback from the participants & they found the session very meaningful & enriching."
Wendy Chooi, Deputy Director, Lifeskills & Lifestyle Division, People's Association

"Our company and our brand are committed to deliver exceptional customer service. Our passion for excellence has been complemented perfectly well with the management concepts and the applications done during the three day course. You have successfully sent across our teams the importance of leadership effectiveness on organisational success and taught the team how to develop Emotional Intelligence."
Carlos Monterde, General Manager, Fairmont Jakarta

"We have received very positive feedback from our participants who found the programme well structured, interactive and thought provoking. They were impressed by the topics covered which were of practical relevance to help them improve their management practices and bring about creative insights in the way they manage their strategic business situations"
Charles Maitby, Chief Executive Officer, Epic Gas

For other CEE Clients' Testimonials, please visit: www.cee-global.com/testimonials/


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