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Leadership Development in Practice

ContentsThe Team Group Assignment SummaryLeadership vs ManagementThe Theories Behind ManagementLeadership Differences Between CountriesLinking Leadership Theory to Organisational ContextLeadership Development ProgrammeFindingsAnalysis of the ProgrammeCritical AnalysisConclusionExtra ResourcesReferencesAppendix 1

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Leadership vs. Management

Management is about coping with complexity (John Kotter of Harvard Business School).Good Management uses plans and organisational structures to achieve results. Leadership is about coping with change; they develop a vision and then align people by communicating the vision and in-spiring or influencing them to overcome hurdles. A leader can emerge from a group by gaining influence without a need for formal management structures.

Carl Davis Ben Toogood

TriciaLevasseur

David Martin

Erik Mohorovic

G5

The Team

Group Assignment Summary

Lent Study Group Five has been asked to examine and present Leadership Development in practice by creat-ing a case study from a company with a development programme. The case must show initiatives, illustrate their weaknesses and strengths, as well as its effect on employees. We’ve been asked to critically analyse this case by reverting to leadership concepts and theories. Group Five chose Accenture for our case because it has a well defined and popular programme. According to a Bloomberg survey, Accenture not only ranked top five among the best companies for leadership develop-

ment, but it spent $800 million dollars in 2009 alone on its Leadership Development Programme. To illustrate our case we have chosen an e-book for-mat with an accompanying video. The video expands on the critical analaysis and includes interesting insight from Carl who has been a professional customer ap-proadched by Accenture. It also includes some fresh interviews that expand beyond our text on leadership development and leadership development programmes.

Kai Dai

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Traditional Theories of LeadershipThese theories help us to understand leadership effectiveness.

Trait TheoryPersonal qualities and characteristics can differentiate leaders. The use of traits, especially the Big Five traits can be used to predict leadership potential. These traits include: 1. extraversion 2. conscientiousness 3. openness to experiences 4. agreeableness 5. emotional stability

Behavioural TheoryThis theory is focussed on observ-able behaviour, rather than underlying traits shown by successful leaders. As behaviours can be learnt, this introduces the fact that it is possible

to train people with leadership quali-ties. The two dimensions of leadership behaviour according to the Ohio State Studies are:Initiating Structure ·Degree to which leaders define his own and employees job structure and sets objectives with deadlines, andConsideration ·The extent that a person will have job relationships characterised by mutual trust and respect for employees ideas ·Leaders with higher consid-eration aspects were better at their jobs. ·Alternatively, the two dimen-sions of leadership behaviour accord-ing to the Michigan Studies Employee-orientated leaders ·Emphasises interpersonal re-lations – they take a personal interest

in the needs of their employees and accept individual differences Production-orientated leaders ·Emphases technical or task aspects of their job – the main focus is to accomplish the task

The link between the Ohio and the Michigan studies is obvious and these behavioural aspects were introduced into management systems with the ar-gument that leadership qualities could be improved by increasing employee-orientation (Michigan studies) or Consideration (Ohio study).

This critical concept that leadership can be learnt is an important facet of all company leadership programmes around the world.

The Theories Behind Leadership

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Contingency Theories

Predicting leadership success is more difficult than isolating a few traits and preferred behaviours – Contingency Theory is more focussed with the situational leader-ship effectiveness under certain con-ditions i.e. a leader being successful depending on the environmental conditions within their organisation. The most optimal style or most effec-tive course of action depends on the current situation within the company and the external environment in which it operates.

Fielder ModelThe degree of success of a leader depends on his style and the degree to which the situation lends itself to the leader using his preferred style. It introduced the Least Preferred co-worker (LPC) Questionnaire – questions involved a selection of adjectives describing a co-working that the respondent least enjoyed working with. Fielder assumes indi-vidual basic leadership style is fixed and therefore he believes manage-ment must match leaders with the situation – 3 key situational factors he describes are:

Leader-Member relations – degree of confidence, trust and respect for the leaderTask Structure – degree to which tasks are structured or unstructuredPosition Power – Degree of influ-ence leader has over power vari-ables e.g. Salary

The model assumes a Leader’s ef-fectiveness can be improved by:

Changing the leader to fit the situ-ationChanging the situation to fit the leader

Leader-Member Exchange (LMX) TheoryLeaders establish a special relation-ship with the “in-group” due to time pressure – they are trusted and get a considerable amount of the leader’s time and authority than the “out-group”. In-group members are usually chosen as they have attitude and personality characteristics simi-lar to the leader.

Leaders do differentiate between followersDifferentiation is far and randomFollowers from within group will have better performance ratings

Contemporary Approach-es to Leadership

Charismatic LeadershipCharisma is defined as (by Max Weber) “a certain quality of an indi-vidual personality, by virtue of which he or she is set apart from ordinary people and treated as endowed with supernatural, superhuman or at least specifically exceptional power or qualities”. Followers make at-tributions of heroic or extraordinary leadership abilities. These leaders are both born and created; small amounts are learnt.

Key Characteristics of a Charis-matic Leader:● Vision and articulation – has a vi-sion which is expressed as idealised goals● Personal risk – willing to take on high personal risk● Sensitivity to the needs of others● Unconventional behaviour

How Charismatic leaders influ-ence followers:● Leader articulating an appealing vision ● Leaders convey a new set of val-

ues through words and action● Leader engages in emotion-induced and often unconventional behaviour to demonstrate courage and conviction of vision ● According to research there is a correlation between charismatic leadership and high performance.The dark side is that these leaders believe they are untouchable and often abuse their powers

Transformational LeadershipThis requires the leader to inspire followers to transcend their own self-interest for the good of the organisation. This type of leadership is based on transactional leader-ship (Ohio state studies and Fielder model).

Transactional Leadership

● Contingent reward ● Management by exception - active● Management by exception – pas-sive

Transformational Leadership● Idealised Influence● Inspirational Motivation● Intellectual Stimulation● Individualised Consideration

Authentic LeadershipBy knowing who you are, know-ing what you believe in and value and act on the beliefs openly and candidly. Followers consider these leaders to be ethical people.

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Europe: Leadership in the UK is not the same as leadership in Sweden, France, or Spain. To engage in the same behaviours regardless of context is to risk failure and humiliation. To use the same leadership processes without regard to national context is to risk at least mild misunderstanding and private amusement. At worst, it risks a fundamental but unrecognised clash of values which can only rebound to the disadvantage of all parties. These remarks are by Duncan in his book, Leadership: A Question of Culture.

Research is consistent in demonstrat-ing leadership differences across Europe. One investigation identified three clusters: Anglo culture, Scandi-navian, Mediterranean. Others studies divide Europe into East and West. It must be recognised that these studies invariably involve generalisations, but it is useful to note that for leaders to be

effective across Europe, understand-ing the different cultures is important. For example, a participative style of leadership may not work in southern Europe.

Globally: In the last ten years global cross-cultural research has developed rapidly and the conclusions indicate as we saw with the European context, that culture does have a pervasive influence on leadership ef-fectiveness. This does not necessarily mean that the implications of the US theories are not valid in other coun-tries, but it does suggest that we need to be aware of cultural influences and adapt accordingly.

Hofstede’s work on cultural differences provides further evidence for caution. Many US models of leadership advo-cate involving subordinates in decision making.

As research increases, we are finding out more about what it takes to be an effective global leader. Although there are various prescriptions, the following Accenture survey provides an example that identifies three competencies of effective global leaders:

● Personal mastery – a high degree of self-awareness to monitor their own behaviour, build on their strengths and fill gaps in their competencies.● Provide organisational leadership by creating internal and external networks of influence, including alliances and partnerships as well as formal acquisi-tions and mergers.● Building organisational and indi-vidual competence by seeking and using differences of thought, style and culture around the globe.

Cross Border Leadership Traits

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Linking Leadership Theory and Organisational Context

We consider that leadership re-searchers have not fully explored the dynamic relationships among organi-sational context, leadership, personal-ity traits, leadership interpretations, dif-ferent cultures and people behaviours.In addition our Group discovered that leadership theory and practice is burdened by different approaches to leadership that as an outcome produce definition, which, a common reader could attribute to non-coherent approaches by researchers to leader-ship studies and practice. We did not expect concrete results and mathe-matical precision but we are surprised to what extent definitions of leadership and its related terminology vary to a great extent.

After a significant research we can conclude that leadership is becoming a field of study whose state of art prac-tice is a precious concept organisa-tions are not willing to share, because it constitutes their competitive advan-tage. Some successful organizations that have found the way of a success-ful global leadership have created a value through “tacit knowledge” and no doubt they will try to capitalize on their discoveries. As a result, in today theory and re-search practice a dominant studies are devoted to transformational approach where current theory suggests that if structures are seen as organic and perceived as flexible, such psychologi-cal structures may convey to manag-ers that transformational leadership behaviours are expected of them. Thus, they may feel encouraged to intellectually stimulate and motivate their subordinates to achieve beyond expectations. Until they promote or-ganic structures their tacit knowledge

is evolving to a more structured or mechanistic where organizations insti-tutionalise what was learnt during the organic period. This is when organiza-tions are ready to move onto new or-ganic discoveries, with the leadership able to adapt quickly to organic as well as mechanistic structures.

After only a few weeks of research into Leadership, our Group concluded that organic and mechanistic are not exclusive to certain organizations. In fact this belongs to every single organization during different phases of its development.

For the purpose of this assignment we can state that organic attribute in organisational theories always brings many behaviouristic variables where it is difficult to generate a “solution” to a successful implementation of leader-ship programmes in organizations. Thus we can conclude that leader-ship programmes requires a tailor made approach where most important factors are the organisational con-text, including culture and individual personality.

We discovered in our phone inter-views and discussions with companies that a more positive outcome is gener-ated if instead of analysing successful leadership practices we stated that we are analysing “building social capital in organization”. Respondents are more open and they more readily disclose their leadership “secrets”. This outcome might be a valuable input for research practitioners but it did not help with our assignment. After several phone sessions and an analysis our preliminary results, we opted to use an in depth analysis of a company consulting other companies

to be successful in the application of leadership programmes. This com-pany is Accenture.

Therefore, we decided to try to “re-load tacit knowledge” of leadership by analysing leading global consultancy leadership programme trying to find out in the first instance how percep-tions of organisational context influ-ence leadership development.

And finally, to explore the topic of Leadership Development beyond this text we invite you to watch two inter-views we conduct during our research stage. Dr Peter Williamson, Director of the Leadership Programme at Judge Business School explained to us why Leadership Programmes are so popu-lar. Click here to view his full interview on YouTube.

And Leadership Coach Susan Bin-nersley also told us about the merits of Leadership Programmes, both in-house and external. Click here to view her full interview on YouTube.

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Accenture was chosen as the busi-ness of choice for review.

Accenture’s BusinessAccenture focuses on 3 main business areas:● Consulting Companies requiring advise or total solutions to problems● Technology Delivery of technology based solutions to clients leveraging internal technical development capabilities● OutsourcingShort-term through to long-term support of any required business or technologi-cal activities

Accenture’s StructureThe business is structured around 5 global operating groups● Financial Services,● Products● Resources● Communications and High Tech● Post and Public ServicesThe global operating groups together comprises of 18 industry groups servic-ing clients in every major Industry.

Leadership Development ProgrammesAccenture’s EmployeesAccenture employees come from a range of cultural, educational and geo-graphical backgrounds. Accenture’s employees belong to four different work-forces, depending on the business area that they work in.

Consulting Workforce

Services Workforce Enterprise Workforce

Solutions WorkforceConsultants design and deliver solutions that help improve Accenture clients’ busi-nesses, from strategic planning, to applying technologies to business needs, to day-to-day operations, Accenture’s Consulting workforce is involved in business consulting, process design work and the application of technologies to business.

People working in this workforce manage and improve critical business operations for Accenture clients in areas such as IT, procurement, HR, finance and Accounting, Customer Contact Services, Insurance Services and Learning Solutions.The majority of the people who work in the outsourcing business are involved in client operations. They are responsible for providing long-term outsourcing services to one or multiple clients. They implement, manage, and ultimately transform the day -to-day activities associated with the above mentioned business functions.

These peolpe manage and operate Accenture’s own business fuctions and support client teams while working in areas such as Finance, Human Resources, Information Techology, Legal, and Marketing.They perform a variety of jobs, which are mainly situated in locations where they are most relevant to the work being performed. These lo-cations are in any of the 48 countries in which Accenture operates, and may be at a client site, in a shared services center (e.g.a call center or a billing center), or in an Accenture office.

Accenture Technology Solutions employees build, deploy and maintain technology solutions for Accenture clients, focusing on application development, systems administrantion, and technology implementation. solutions workforce employees are technology specialists who do application development, systems administra-tion work,and develop and maintain software. Solutions workforce employees mainly work on projects at client sites or delivery centers.

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Accenture’s Development Programme ElementsThe ASG Leadership Development Programme is comprised of several modules covering all relevant leadership aspects.

Program

Management

Leadership Selection

Peolpe Satisfaction

Process Compliance

Training Curriculum

Communication

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Supporting Communication

Living leadership examples

Internal and exter-nal success siories

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Manage Leadership Program

Steer and synchronize global / local program components

Plan / Monitor budgets

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Measure Success

People satisfac-tion survey

Advisory groups

360 degree feedback

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Compliance Monitoring

Continuous inlegra-tion of leadership di-mensions in internal processes

Mondor process compliance:-Performance Man-agement-Quality processes

Participation in lead-ership trainings

Leadership Vision and Strategy

Accenture’s Leadership Development Programme

The leadership statement represents a formal definition of Leadership and the corresponding behaviour in order to achieve these. The Three Leadership contributions defined for Accenture are:Value Creator ● Person must demonstrate the ability to generate and operationalise ideas that creates value for clientsPeople Developer ●Future Leaders must have the ability to create a lasting legacyBusiness Operator ●Leaders must be able to run a profit-able business that generates profit, mini-mises cost and continuously improves the bottom-line results

Accenture’s Definition of a Leader: A leader is defined as an individual that:● Delivers results in each of the three Leadership contributors: Value Creator, People Developer and Business Operator● A role model who people choose to fol-low and work with ● Conducts business in line with Ac-centure’s core values of – Client value creation, Best People, Respect for the Individual, Integrity, One Global Network and Stewardship● Sets direction with vision and passion● Is proactive and moves beyond their comfort zone● Projects confidence, optimism and en-ergy to people in what they can achieve● Develops strong effective working relationships based on mutual respect and trust● Strives to make others succeed

Shows an active interest in others and cares about them● Is a team player who removes barriers to working with others● Shows character under pressure● Takes charge and makes tough deci-sions● Is an effective communicator● Demonstrates a “can-do” attitude● Is authentic in their leadership style● Teams with other leaders● Drives changeBusiness results are essential but are not enough to be a successful leader

Leadership Strategy

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Core values

Global leadership statement

Global implementation

Identification of Leaders

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Career / Successor planning

Recruiting / Promotion criteria

Training participant evaluation

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Leadership Training

Target group initiatives

Continuous development and enhancement of training curriculum

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Integration of Leadership Development in to the HR Process

Accenture’s HR organisation is responsible for integrating the leadership development programme; HR is the owner of all processes within the programme (except for the commu-nication part) – the Leadership Development Program has been embedded into several HR areas – mainly,

● Recruiting● Training● Performance Management

In the figure below, elements of the performance manage-ment system are detailed within the leadership development cycle – the dimension is usually one year

LeadershipDevelopment

Identify Gaps & Set Individual Goals(Annual Review)

Implement Agreed Actions (Project roles, Training)

Learning on the job (Ongoing project feedback)

Continuous Counseling(Mid-Review and project feedback follow-up)

Measure Success(Performance Rating and Promotion, 360° feedback, balanced scorecard measures)

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Accenture’s Leadership Development Approach Consists of a Number of Programmes and Initia-tives Including:

Leadership development pro-grammes for high-potential senior managers ● Senior managers in line for promo-tion to senior executives participate in a nine month program including a series of workshops aimed at building the capabilities around the three lead-ership areas: Value creator, people developer and business operator ● The programme hosts approximate-ly 400 participants annually

Master Class for senior executives ● Newly appointed senior executives are given the opportunity to develop

their leadership capabilities by attend-ing a 3 day master class to further build around the three core values ● The programme reaches approxi-mately 700 senior executives each year

Geography-based leadership devel-opment opportunities ● The program is for senior execu-tives and high-potential managers in developing and high-growth markets ● The programmes are currently in China and India and reach over 300 executives each year

Corporate succession planning ● Succession plans are in place for over 400 key leadership positions to ensure the health of the organisation

For more on Accenture’s Leadership

Development Programme, watch Accenture employee and Leadership Development Programme participant Kjeit Holgeild give his analysis of the programme to Group 5 on YouTube. Please click here.

And finally, Dr Peter Williamson, Direc-tor of the Leadership Programme at Judge Business School looks at key leadership trends includ-ing sustainability, uncertainly, and globalisation. He also offers some analysis on Accenture’s Leadership Development Programme. His full interview with Group Five can be found on YouTube. Please click here.

VALUES OFFICIAL LEADER ATTRIBUTES SOCIAL CAPITAL RESEARCH

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Value creator

Business operator

Leadership behaviour

Client retention and new client acquisition (measured growth)

Sectorial integration among existing clients (cross selling within client portfolio)

People developer – introducing OCOO – outsourced chief operation officers into organization in order to hold a consul-tancy position and to indirectly control the company

Global Consultancy Accenture is using a leadership programme to main-tain their market position and grow organically to become one of the most prominent companies in the sector. There is no doubt that the programme is generating leaders from internal pool of best workers, but aside of it, leader-ship programme has other targets as well. Thus, as much as it is generally accepted that leadership programme is

a way to tie in the long run best people to the company, in the same way it represent a way of gather important intelligence about competition, people and all other relevant issues affecting directly or indirectly Accenture or its clients.As we stated earlier we consider that leadership programme generates a tacit knowledge that the company is not willing to share because it repre-

sents its competitive advantage. Our findings can be summarized in the table 1.TABLE 1: Official leader attributes con-firmed when said that we are analys-ing leadership programme vs. output gained when we said that we are writing about “building social capital in organizations”

Findings

Our outcomes might be described as unconventional, however after just two weeks our output cannot be considered significant because we did not run any statistical testing , however we did carry out a brief 90 mins phone interview with an Accenture manager.

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We believe that a key benefit of Ac-centure’s leadership programme is that it is not based on the acquisition of skill, knowledge and theory. Instead we see a lot of emotional and social intelligence involvement, coupled with a very tailored approach to leader-ship. There is considerable kudos associated with inclusion in the Leader Development Programme and there seems to be a very broad acceptance of its value from inside the firm. For those fortunate to be included in the ‘by invitation only’ aspects of this pro-gramme (high potential professionals) there is already a strong an under-standing of those three key leadership contribution areas (value creation, people developer and business opera-tor). The majority of participants in the LDP are drawn from the consulting workforce but it remains highly re-garded across the other three principle lines of business (solutions, services and enterprise). The point here is that the overall engagement with the pro-gramme remains extremely high and

it was difficult to identify any cynicism towards the programme (a few of us had detected cynicism in other large organisations). The classes are set up in such a way that they try to bring staff together from similar disciplines such as Technology Services, Public Service Consulting, Manufacturing etc. and each class is conducted or coached by the top leadership within that speciality which also allows senior management a chance to interact and form opinions of the next generation of senior leaders and indeed vice versa which is very powerful for corporate culture.

The people we interviewed recognised that a lot has changed over the last five years due to the fact that a very different business environment has emerged, the organisation demands has created a need for a leader able to understand more soft issues and to have a broad picture of a prob-lem under investigation. Besides of expectation to lead, the role of leaders

is to create a positive climate in organi-sations. The course has responded by making greater emphasis towards people development, negotiation skills, presentation skills and management science.

We consider that Accenture Leader-ship Programme has become a theory in its own right. It is worth mentioning that several PhDs are working in the Accenture HRM department and con-tinuous research is taking place in Ac-centure. Thus to our best knowledge our opinion is that Accenture in reality produces two type of leaders. Let’s say (under Chatham House rules) First Class leaders and Business Class leaders. In the First Class leadership we consider that elements transforma-tional theory and LMX theory could be found, while on the other side ele-ments of situational and expectancy theory elements are to be found in Accenture Business Class leaders.

Analysis of the Programme

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What we all concluded from our con-versations and investigations is that it was extremely hard to find a bad word about the programme. A very strong corporate culture emanates within the organisation and it appears to have broad support. The overall profession-al learning experience at Accenture is itself well regarded but the Leadership Development programme has a status to be envied. It has been described

as transformational; it exposes staff to real business challenges and now makes considerable effort to develop individuals personally as well as professionally. It is hard therefore to be critical about what is, we believe, a well-constructed and hugely motivat-ing programme. If pushed we would identify it as feeling a bit ‘clubby’ there is an element of kissing the corporate ring. The very deliberate access to

senior management and exposure to the culture to us on the outside is too prescribed and this element attracted the only small negative response; the environment of the LDP is perhaps not as safe a learning and development environment as it might be exactly because of the proximity of senior management.

Accenture has rightly focused on the softer elements of developing lead-ers. The Accenture programme is tailored to improving the individual’s self-awareness and their ability to lead teams. Accenture is well placed to continue to reap the benefits of this significant investment in their leader-ship programme.Whilst the programme is detailed in its approach it is suffers from a lack of full integration of the firm’s core values and ethics. The ethics of an organisa-tion is becoming a critical part of how it develops its leaders. The recent high profile corporate fraud over the past 15 years demonstrates the importance of ensuring that ethics and values are a core component of leadership.

Accenture itself has not been im-mune to corporate law suits (Centrica/British Gas vs Accenture), whilst the leadership programme is not directly responsible for such litigation, it dem-onstrates, that even Accenture has much to learn in improving the quality of its leaders. This improvement will ensure that critical commercial mis-takes are kept to a minimum.

We also recognise that the leader-ship programme also has three additional benefits.

● The programme serves as a good PR tool for the company and plays a significant role in improving the perception of the company to potential

clients. If a consulting firm cannot de-velop its own staff into leaders how will it appear credible as it effects change for its clients? ● It is a hugely powerful tool in the increasingly competitive drive for the very best talent at entry level. Poten-tial high performing staff are drawn to a company which is perceived as investing very heavily in its own people development. ● Staff retention. The chance to enrol on a highly regarded programme at a point in a career is hugely motivat-ing and generates substantial loyalty. It was likened to a mini MBA by the participant we interviewed and we all know how motivating that must be!

Critical Analysis

Conclusion

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Group Five conducted various inter-views during our research phase and we would like to share some of the highlights for additional learning. All of the following interviews have been uploaded to YouTube for your optional viewing pleasure.

Kjeit Holgeid - Accenture Leadership Programme ParticipantKJ gives analysis on the programme as someone who’s been through it.Please click here.

Susan Binnersley - Leadership CoachSusan talks about the merits of Lead-ership Programmes, both in-house and external.Please click here.

Susan Binnersely - Leadership CoachSusan gives some industry analysis of Leadership Development Programmes as a former HR Director.Please click here.

Susan Binnersely - Leadership CoachSusan explains what to look for when launching a Leadership Programme at your company, for both buy-ins and

internal creations.Please click here.

Susan Binnersely - Leadership CoachSusan looks at the transfer of learn-ing and explains how the needs of the individual are important when looking at Leadership Programmes.Please click here. Dr Peter Williamson - Leadership Pro-gramme DirectorProfessor Williamson talks about why Leadership Programmes are so popular.Please click here.

Dr Peter Williamson - Leadership Pro-gramme DirectorProfessor Williamson shares his criteria for evaluating Leadership Programmes.Please click here.

Dr Peter Williamson - Leadership Pro-gramme DirectorProfessor Williamson looks at key leadership trends including sustain-ability, uncertainly, and globalisa-tion. He also offers some analysis on

Accenture’s Leadership Development Programme.Please click here.

And finally you can view our Eudca-tional Video with interview highlights and additional critical analysis via Vimeo: Please click here.

References:● Robbins, S.P. and Judge, T.A. (2010), Essentials of Organisational Behaviour. 10th Edition● Thomas, R.J. and Cheese, P., Lead-ership: experience is the best teacher● Kaikati, J.G. Lessons from Accen-ture’s 3Rs: rebranding, restructuring and repositioning● Robbins S.P., Judge T.A, Campbell T.T, Organisational Behaviour● Beck, M and Kreisz, I, Leadership Development at Accenture● Developing Accenture leaders to manage a culture of high performance http://www.accenture.com/us-en/Pages/success-developing-accenture-leaders-manage-culture-high-perfor-mance.aspx

Extra Leadership Development Programme Resources

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Leadership Theories

Traditional Leadership Theories

Contingency Theories

Contemporary Approaches

Trait Theory

Fielder Model

Charismatic Leadership

Behavioural Theory

Leadership Member Exchange

Transfor-mational Leadership

Authentic Leadership

Appendix 1Leadership Theories

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Carl DavisKai DaiTricia LevasseurBen ToogoodDavid MartinErik Mohorovic

University of Cambridge,Trumpington Street,Cambridge CB2 1AGUK

Group 5Executive MBA 2010-2012

Strategies for achieving high performance in a multi-polar worldGlobal choices for global challenges