Plenary

1
Plenary

• Open dialogue session
• Reflections on the day
• Pulling it all together
• Where do we go from here?
• How do we influence and support the agenda?
• What is our collective / individual role going
  forward?
• What have we missed?

2
Plenary

• Joakim Slorstad and Arne Beek, AFF (Norway), The
  integration of online learning in leadership
  development
• Developing as a leader means exploring and
  challenging your own approaches on how you
  motivate and create results through others.
• Since the late nineties AFF has tried to
  challenge the old pedagogy by integrating new
  technology in their leadership development
  programs.

3
Plenary

• Philios Andreou, BTS "Simulations - a safe way
  to learn how to pilot your company"
• Airline pilots have been using flight simulations
  over time in an effort to gain practical
  experience in a controlled environment. Business
  simulations can currently do the same for
  executives
• New generation simulations use a variety of
  formats, media and learning techniques and
  therefore share the elements that have made games
  so successful gameplay, realism and
  interactivity.

4
Plenary

• John Darling, Q2Learning, "Go Slow to Move Fast
  Reducing Time to Proficiency with Online
  Mentoring"
• Providing online mentoring can reduce time to
  proficiency
• To obtain these benefits, we must be willing to
  move beyond trying to reduce seat time to a bare
  minimum. We must accept that proficiency in
  certain skills - like leadership - takes time and
  practice - but that results can springboard the
  organization's capabilities.

5
Plenary

• Debbie Lawley, Willow Transformation and Karen
  Eden, Oracle Corporation Virtual Teams and
  Online Community Leadership
• Increasingly, competition through global market
  economics, faster development and delivery times
  and much higher levels of interconnectivity are
  changing the workplace of many of todays
  executives and managers. Increasingly, they are
  being asked to lead short-lived teams with global
  reach and a great deal of diversity of people.
• As a result, new approaches and tools are
  required. All of this needs to happen, but often
  with little additional support. The nature of
  leadership changes under these very challenging
  conditions.

6
Plenary

• Graeme Duncan, Caspian Learning Using sound
  pedagogy and games technology to transform the
  skills and motivation within organizations
• Within the last year, both McKinsey and Carnegie
  Mellon have emphasized how improving the thinking
  abilities of employees is the route to
  sustainable learning advantage. In addition to
  this, Gartner in April 2006 predicted that 80 of
  all corporate e-learning will have a core gaming
  or simulation element to it within 5 years.
• The world wide web, a digitally native workforce
  and the emergence of user generated content means
  that knowledge economies are dead, and
  information rich organizations are no more than a
  minimum standard. Intranets, LMSs, LCMSs, SCORM
  etc are all common place efforts to pool our
  knowledge. However this will not supply
  organizations with any sustainable competitive
  advantage. It is in the effective utilization and
  engagement with this knowledge that market
  leadership lies. With our in-depth understanding
  of how to engage and improve learning results, we
  need to focus on developing the problem solving,
  decision making and overall thinking skills
  within our organizations.