OECD
28 - 31 MAY 2024
2024 Emerging Leaders Programme
Foreword The OECD Emerging Leaders Programme (ELP) 2024 will be the twelth edition of this unique learning and networking opportunity. The programme begins in April 2024 with a series of virtual sessions before an in-person workshop in Paris at the OECD Headquarters over 4 days in May 2024. The ELP will close with leadership experiments and peer coaching in June and the beginning of July.
We partner with Headspring (a collaboration between the IE Business School, and the Financial Times) to deliver the content of the ELP. Their distinguished academics, journalists, and business leaders will guide participants in exploring the latest trends in leadership and management. The programme aims to uncover key emerging business challenges and discuss how they are influenced by technology, economics, and geopolitics.
We take great pride in providing this opportunity for emerging leaders to gain knowledge, exchange ideas, and foster connections between our respective organisations.
We look forward to meeting the 2024 ELP cohort.
Daniel Fuster Head of Human Resource Management, OECD
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Programme Objectives
Acquire management and leadership skills in the context of International Financial Institutions.
Learn and debate with academics and experts on the latest business topics.
Network with colleagues from other IFI’s, exchange ideas, best practices and build relationships.
Who is the ELP for? The programme is designed for mid-level managers who have shown strong potential to assume higher levels of responsibility in the near future, and for recently appointed senior managers with limited management experience.
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Faculty and Facilitators Michael Ladd Michael’s work addresses leadership and functional behaviours, he helps individuals and organisations be the best they can be. His work includes both large, global and smaller, local organisational transformation initiatives involving multiple management levels and functions – but in all cases, the goal is to help talented individuals make behavioural changes to achieve business objectives.
Mark Fritz Mark’s career is focused on leading change across distances/cultures. He has worked with organisations across the world to help them change their leadership habits and results. Mark has successfully led virtual organisations, and built strong, diverse teams that create the future faster. Mark is a professor of leadership and influence at IE Business School and has mentored leaders and delivered masterclasses in over 50 countries.
Wim Focquet Wim Focquet is the Founder and Academic Director of the Talent Development and Human Resources Masters programme at the IE Business School. He is also a professor of Leadership Development, Organisational Behaviour and Change. His aim is to equip professionals with a deep knowledge of strategic HR, new organisational models, and first-rate analytics. He also delivers business related coaching and training, combining high tech solutions to improve effectiveness.
Marieluise Maiwald Marieluise Maiwald is an internationally experienced consultant, faculty member and coach. She has a Masters degree from the University of Oxford in HR and Industrial Relations and her career includes in-house roles with Google and Novartis as well as external roles with Columbia Business School, Headspring and Duke Corporate Education. Her experience encompasses a variety of sectors from pharmaceuticals to technology, manufacturing, FMCGs, aerospace and NGOs.
Madhumita Murgia Madhumita Murgia leads coverage about artificial intelligence and writes on data and emerging technologies for the Financial Times. She was previously European technology correspondent. She was also a reporter and editor at WIRED and The Daily Telegraph. She features as a co-host on the podcast series Tech Tonic.
Mari Cruz Taboada Mari Cruz is a lawyer, certified mediator, strategy consultant and entrepreneur. She has been an associate professor at IE Business School and Headspring for over 10 years and is a visiting professor at UCL Law School in London. In her work, she advises law firms on modernisation and growth and has experience in commercial agreements, institutional relations, finance and HR. PAGE 4
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Teresa Ramos Teresa Ramos is an academic, executive coach, consultant and a Fellow of the Institute of Coaching at McLean Hospital, affiliated to Harvard Medical School. She has extensive experience in multinationals and start-ups, as well as top academic institutions and International Organisations. Through her work she collaborates with organisations such as the National Health Service (NHS) UK, Cancer Research UK and the United Nations. Her work involves giving conferences and teaching on Digital Transformation, Digital Leadership, Agile Methodologies.
Martin Wolf Martin Wolf is a British journalist who focuses on economics. He worked at the World Bank as a senior economist and then became Director of Studies at the Trade Policy Research Centre, in London. Martin joined the Financial Times in 1987, where he has been associate editor since 1990 and chief economics commentator since 1996. He was awarded the CBE (Commander of the British Empire) in 2000 “for services to financial journalism”.
Moray McLaren Moray is an academic, business consultant, investor and executive coach. He is a member of the Moller Institute at the University of Cambridge and a Fellow of Harvard´s Institute of Coaching. He led a UN Peace School in Sarajevo bringing together parties involved in the Yugoslavian war and international bodies, in order to develop negotiation, prevention and resolution skills. In 2000, Moray completed further training as a mediator at the London School of Economics. He has been an Associate Professor at IE Business School for over 15 years.
Peter Fisk Peter Fisk is a global thought leader on growth, innovation and leadership. He is a keynote speaker, author and expert consultant helping companies to develop strategy and ideas and make them happen. He is also Professor of Leadership, Strategy and Innovation at IE Business School. Peter has worked in or with over 250 organisations in 50 markets helping them to think differently and to grow further and faster.
Sonsoles Morales Sonsoles Morales is an international consultant, speaker and accredited executive coach who has worked in 20+ countries around the world. Her work focuses on the areas of leadership development, diversity management and organisational change. She holds a BA/MA in International Relations from the University of Madrid and an MBA from the City University of New York.
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Pre-course virtual sessions Interactive pre-course sessions are scheduled for April and May 2024.
Programme kick-off Michael Ladd, Headspring team, OECD team The learning journey will start with a kick-off session in which participants will meet the team involved and receive information about the Programme, the resources they will be using. They will discover how are we going to work and what is expected from them.
Ice breaking and networking Michael Ladd The Emerging Leaders Programme will give you the opportunity to get to know colleagues from across the globe. By the end of the programme, you will all become part of each other’s network, having spent quality time connecting and building these new relationships. In this interractive session, we will get the ball rolling on networking by giving participants an opportunity to learn more about each other. There is no ‘trick’ to effective networking. All you need to do is be curious, listen actively and be ready to share some of yourself: your insights, experience, questions, skills, opportunities, challenges, hopes and fears. By the end of the session, participants should be familiar with thier peers, the work that they do and the organisations that they work for.
Geopolitics and economic trends Martin Wolf As the world has been turned on its head as a result of the Coronavirus pandemic and the War in Ukraine, the balance of economics and politics have been tested – what does this mean for policy makers, how does this affect business and what are the potential recovery patterns we are likely to see in various markets? By the end of the session, participants will have a better understanding of how the geopolitical and economic climate could impact their work and their organisation.
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How to work and lead in a multicultural context Sonsoles Morales Why does culture matter in high-performing teams? How do different national and organisational cultures approach trust-building? And what can leaders effectively do to create value by leveraging those differences in an era of unprecedented transformation with radical uncertainties? This session will present some of the dilemmas commonly faced by international teams and how to address them. By the end of the session, participants will understand and be able to apply practical techniques to increase their cultural competence and create positive behaviours that accelerate learning and lead to better business outcomes.
Technology trends and its Impact Madhumita Murgia There’s a colossal shift going on in technology and specially in artificial intelligence. While advanced languagegenerating systems and chatbots have dominated news headlines, private AI companies have quietly entrenched their power. A handful of individuals and corporations now control much of the resources and knowledge in the sector — and will ultimately shape its impact on our collective future. By the end of the session, participants will be aware of new advances in technology and who the key player are. They will be able to reflect upon how this could impact their organisation.
Beyond well-being: managing stress and building resilience Marieluise Maiwald What are the main levers that we need to take care of to achieve a personal, professional and social balance in order to sustain and/or improve our work performance? Health, mental control, emotional management and purpose will be some of the issues addressed. By the end of the session, participants will have a better understanding of how well-being affects their performance. They will be able to apply techniques to help them to build up resilience to adapt, thrive, and transform themselves.
Interpreting your clifton strengths report and building your individual development plan Michael Ladd A foundational aspect of leadership is self-awareness and understanding of interpersonal differences. In this session, participants will read and be guided in the interpretation of the results of their Clifton Strengths assessment (a personal development tool developed providing an individual with their “Top 5” strengths around Strategic Thinking, Relationship Building, Influencing and Executing). By the end of the session, participants will learn how to craft an individual development plan including specific leadership action points in order to put their development plan into action.
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Face-to-face sessions Face-to-face session will take place at the OECD headquarters in Paris from 28 to 31 May 2024.
Changing world and leading change Peter Fisk In this session participants will explore and make sense of a fast, uncertain and volatile world. They will harness change drivers and megatrends to uncover risks and opportunities, as well as exploring the leadership role, its challenges, characteristics and behaviours. The session consists of interractive activities such as scenario planning to evaluate alternative futures and strategy development to drive a more innovative action and vision. By the end of the session, participants will have discovered new techniques to anticipate alternative futures and be able to apply strategy and technique to ensure their team and organisation harness opportunity, avoid risk and are prepared for future uncertainty.
Self-leadership, management and decision making Wim Focquet Our environment and the pace of change have not helped us to gravitate and find our balance. We need to learn to distribute our energy to obtain sustainable impact and growth. In this session, participants will dive into critical thinking and the different mindsets of successful leaders. The session consists of practicing scenario planning for conflict resolution and decision making, drafting suggestions to address conflict and employing design thinking to address its root cause. Participants will test how their biases and beliefs affect their decisions and how they can put them aside. By the end of the session, participants will understand the mindset of a successful leader. They will be able to apply strategies to prevent the escalation of conflict and use design thinking techniques to find solutions. They will recognise their own biases and be able to mitigate them when making decisions.
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Growing & aligning the talent around you to create the future faster Mark Fritz The pace of work gets faster each day, with the war for talent getting more intense each day as well. Today’s successful leaders are required to grow a diverse and talented team that can hold themselves accountable and work together to create the future, faster. These leaders are also on show as the chief role models for their organisations and more coach than manager. In this session, participants will focus on the core leadership mindsets (thinking) and habits (behaviours). By the end of the session, participants will be able to apply these midsets and habits to enable them to grow & align a strong and diverse team that “own“ their future and decide which direction it takes.
Operational excellence: managing resources efficiently Teresa Ramos In a post pandemic world, it is more vital than ever to manage available resources efficiently to achieve operational excellence. This session is aimed at senior managers seeking to enhance their leadership skills and drive organisational success through the concept of agile leadership and agile organisations. By the end of the session, participants will be equipped with the tools and knowledge they need to enhance their operational excellence to drive success in their organisations.
Negotiation for value creation Mari Cruz Taboada and Moray McLaren In this complex and changing business and social environment, where consensus and leadership is increasing prevailing over power and authority, this module examines the knowledge, skills and attitude we require when persuading others to do what we want them to do. The sessions consists of case discussions, roleplay simulations, and face-to-face exercises enabling participants to enhance existing skills and work on personal weaknesses in a safe non-work environment. By the end of the session, participants will have sharpened their practical skills and deepened their knowledge of the latest and most effective negotiation theories and practices.
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Practical Information DETAILS Date
The on-site programme will run from Tuesday, 28 May 2024 to Friday, 31 May 2024.
Venue
Château de la Muette, OECD Headquarters: 2 rue André Pascal, 75116, Paris, France
Refreshments
Breakfast, lunch and two coffee breaks a day. A welcome cocktail and a graduation event.
$
Cost
5 500 USD per participant*. * The registration fees cover the course tuition and materials, coffee breaks and lunches taken at the venue and cocktail events on two evenings. Airfare, accomodation and dinners are not included.
Contact
HRMLearn@OECD.org With the subject Line: ELP GMA 2024 [name of your organisation]
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