SINGAPORE MANA GEMENT UNIVERSITY

S I N G A P O R E M A N A G E M E N T U N I V E R S I T Y

CONTENTS

SMU Executive Development | Future Ready Forum | 20–21 February 2017

SINGAPORE MANAGEMENT UNIVERSITY (SMU) SMU EXECUTIVE DEVELOPMENT

Highly regarded for excellence in management practice, SMU is one of Asia’s leading universities. SMU offers an unparalleled wealth of expertise in issues of business and management in Asia, distributed across its six schools (Accountancy, Business, Economics, Information Systems, Law and Social Sciences). The SMU city campus is a modern facility, enabling a technologically integrated learning experience in the heart of the Singapore business district.

Uniquely, SMU represents a fusion of Western and Asian theory and practice, with a strong foundation in our own research of management and business practices in Asia. SMU prides itself on the publication of research papers, its extensive library of teaching case studies and the business relevance of its programmes and courses. SMU emphasises an interactive and practice-driven approach to teaching, combining small classes (that are conducive to dialogues and discussions) with practical experience in which participants apply the knowledge gained. Known as a pioneer in the holistic approach to producing well-rounded, multi-talented programme graduates, SMU also seeks to incorporate leadership and team skills in all programmes.

Singapore Management University Executive Development (SMU ExD) is dedicated to international talent development in a contemporary Asian setting. Integrating the best of Asian and Western practices and theories, our Open Enrolment and Custom programmes deliver outstanding returns on investment for individuals and organisations, leveraging meticulously-designed curricula which address business challenges in the context of Asia

Serving to nurture talents, SMU ExD offers senior executives the opportunity to accelerate both their career and personal growth through comprehensive Open-Enrollment programmes. Every programme addresses the ever evolving real-world business complexities, sharpening their decision making skills and preparing executives to be ready for the next emerging challenge.

Customised corporate programmes are individually designed to address organisation-wide competencies and relevant business issues. Designed for the purpose-driven organisation and its executive cohort, the expertise and insights of more than 300 faculty members from our six schools, supported by external experts, bring the best of deep global management thinking into the Asian context.

PROGRAMME DATES20–21 February 2017

LOCATIONSingapore Management University – Executive Development, Administration Building, 81 Victoria Street

For further enquiries, please contact:

Mr Justin ChiaBusiness Development ManagerSMU Executive DevelopmentDID: +65 6828 9095Email: [email protected]

Information in this brochure is correct at the time of printing. SMU reserves the right to change curricula, fees etc. without prior notice.

Singapore Management University (SMU) Executive Development (ExD) takes a progressive approach to pedagogy that emphasises knowledge, application and empowerment. The academic and practice-track faculty members use multiple formats and multi-channel methods to support a learning journey that guarantees a rigorous real-world learning experience.

Each programme weaves together rich expertise and industry experience to give participants a profound understanding of managing in Asia. The integrated learning process emphasises:

INTERACTIVE CLASS DISCUSSIONS

EXPERIENTIAL LEARNING

ACTION LEARNING

SELF REFLECTION

COACHING AND MENTORING

CASE STUDIES

TOOLKITS AND FRAMEWORKS

SIMULATION

PEER LEARNING

ROLE PLAYS

ABOUT THE INSTITUTIONS


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http://linkedin.com/company/smu-exd

http://linkedin.com/company/smu-exd

http://exd.smu.edu.sg/open-enrollment-programmes

http://exd.smu.edu.sg/programmes-by-month

http://exd.smu.edu.sg/upcoming-events

mailto:[email protected]

http://exd.smu.edu.sg/

Theme Tracks :-

1. Digitalisation of Business2. Business Strategy3. Business Innovation4. Human Capital Development5. Leadership6. Management

*Themes are subject to change

ABOUT FUTURE READY FORUM

A Buffet of Leading Authors and Thinkers

The Executive Development Office in Singapore Management University designed the Future Ready Forum to allow busy executives to personalise their learning journey with a multi-disciplinary approach that provides broad and in-depth practical exploration. The Future Ready Forum will showcase 6 different business themes and cover a total of 24 –bite sized interactive sessions over 2 days. Participants can select topics that best addresses their learning objectives and the business challenges they face in their organisation.

Topic Diversity

Each theme track will have 3 – 6 sessions with various SMU Faculty/speakers presenting their latest research and insights, imparting strategies for sustainable development in organisations of various industries. Participants gain a full programme of key, high-impact messages from a range of topic and to effectively transcend through the evolving business environment. Priced attractively at a fraction of the usual price of a 2-day executive programme, this is a once-a-year event with limited seating. Check the Programme Schedule below for more information on the business areas and subjects presented or download the brochure.

PARTNER

Strategic Partner


WHAT CAN YOU EXPECT

Receive from the best as we have selected faculty, institutes, centres and industry experts who are most eminent and passionate in their fields.

Tap into the wealth of ideas, fresh perspectives and acquire knowledge from the various keynote topics.

Delivering the latest in management thinking, you will be equipped with management insights which will enable you to be agile to new opportunities and challenges.

Stay competitive in the global marketplace. As the business world is constantly changing, learn what would be the best of the trending and imminent business practices for you and your organisation.

Discover the unexplored. Topics that are discussed will steer into unchartered territory of the complex business world, keeping you ahead of the market and generating avenues on what is necessary to acclimatise to the future business strategies.

Expand your network. We have deliberately limited the registration to be 120 just to ensure that you will receive an intimate and impactful business networking session.


WHY ATTEND

• Discover how best to leverage new technologies and social networks to support your corporate objectives

• Learn to identify new opportunities in an increasingly complex and non-linear business environment

• Enhance your performance and leadership capabilities through an interactive learning approach

• Bond your team around a common objective through a customised interactive learning experience

• Reinforce team cohesion and commitment to your corporate mission

• Rethink business challenges in a context that fosters creative thinking

FOR INDIVIDUALFOR INDIVIDUAL FOR TEAMFOR TEAM

+100DELEGATES from

JOB TITLES

CEOGENERAL MANAGERSENIOR EXECUTIVEDIRECTORFUNCTIONAL MANAGERMANAGERIAL TEAMS

+24TRENDING TOPICS

+24SPEAKERS

+20INDUSTRIES


DELEGATES ATTENDANCE 2016

3.70%CHAIRMAN / PARTNERS / FOUNDER

4.63%C-SUITES EXECUTIVES

29.63%DIRECTORS

9.26%REGIONAL / GENERAL MANAGERS

9.26%PRESIDENTS / VICE PRESIDENTS

12.04%HEAD OF DEPARTMENTS

31.48%MANAGERS

4.63%3.70%

29.63%

12.04%

31.48%9.26%

9.26%

SENIORITY LEVEL


ORGANISATIONS ATTENDANCE 2016

Media

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Health

care

Infras

tructu

re

Manufa

cturin

g

Commod

ities T

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Socia

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ices

Agron

omy

Consu

mer Goo

ds

ICT

Logis

tic an

d Sup

ply Cha

in

Energ

y

Envir

onmen

tal Se

rvice

s

Profes

siona

l Serv

ices

Educ

ation

Aviat

ion/Ae

rospa

ce

Indus

try Cha

mbers

Prope

rty

Govern

ment A

dmini

strati

on

Finan

cial S

ervice

s

3.70

%

3.70

%

4.63

%

4.63

%

5.56

%

6.48

%

6.48

% 8.33

% 11.1

1%

12.0

4%

0.93

%

0.93

%

0.93

%

0.93

%

1.85

%

1.85

%

1.85

%

2.78

%

INDUSTRY REPRESENTATION

21.3

0%


DAY ONE 20 FEBRUARY 2017 PROGRAMME SCHEDULE

* Speakers and topics may change without prior notice

8.00am–8.30am Registration

8.45am–9.30am

8.35am–8.45am

8.30am–8.35am

9.45am–10.45am

11.00am–12.00pm

12.15pm–1.15pm

1.15pm–2.15pm

2.15pm–3.15pm

3.30pm–4.30pm

4.45pm–5.45pm

Machine Learning for Data AnalyticsLee Wee Leong

Building a Digital Strategy that Drives Winning Business PerformanceLes Buckley

Deep Learning, Intuition Machines, and Generative DesignMarkus Karner

The Human Capital of Top Management TeamsRichard Smith

Speaking Truth to Power: How Candid Feedback Curbs Self InterestMichael Bashshur

Global Megatrends as Key Drivers for Strategy & Change Frank Siegfried

Innovating Futures through Human-Centered Design ThinkingTed Tschang

The Future of Strategic PartnershipsSriven Naidu

The Future of International Dispute Resolution: Minimising Loss and Maximising Gain When Businesses Run into TroubleEunice Chua

Project Risks – An Interactive Case StudyRohan Bilimoria

Can Asians be Creative?Roy Chua

Interactive Dialogue Session: Opportunities and Threats for the Future WorkforceMr Patrick Tay Teck Guan, Assistant Secretary-General, National Trades Union Congress (NTUC)

Lunch & Networking SessionBuffet Lunch will be served

Opening Address:Lily Kong, Provost, Singapore Management University

Welcome:Katharina Lange, Executive Director, SMU ExD, Singapore Management University

DIGITAL

STRATEGY

HUMAN CAPITAL

MANAGEMENT

Level 4, ESR 4.1

Level 4, ESR 4.1

Level 4, ESR 4.2

Level 4, ESR 4.2

Transformative StrategyGeng Xuesong


PROGRAMME SCHEDULEDAY TWO 21 FEBRUARY 2017

INNOVATION LEADERSHIPLevel 4, ESR 4.1 Level 4, ESR 4.2

9.00am–10.00am

10.15am–11.15am

11.30am–12.30pm

1.30pm–2.30pm

2.45pm–3.45pm

4.00pm–5.00pm

Making Innovation Work through Multi-Generational Teams, Reverse Mentoring and Transformational LeadershipThomas Menkhoff

Organisational Transformation through InnovationSrinivas Reddy

The Competitive Advantage of Corporate StorytellingTanvi Gautam

Mindfulness at Work: Why It Is More Important Now Than EverJochen Reb

Customer (Centric, Experience, and Satisfaction): Why Innovation Should be Focussed on These?Kapil Tuli

Is Coaching the Leadership Style of the Future?Mike Hughes

How Compensation Plan Design Affects Business ResultsFermin Diez

Ennopreneurship – A Means of Securing the Future of an EnterpriseArcot Desai Narasimhalu

Skill Sets for Supply Chain Management in the Future: A Changing LandscapeShantanu Bhattacharya

A Sceptic’s View on Blockchains and Smartcontracts Eliza Mik

Picking Rabbits to Pluck Coconuts: Work, Skills, and Suitability for Role. Selecting Staff for Skills, Ability and Capability. SQ, CQ and GQ in ActionMark Nowacki

8.30am–9.00am Registration

12.30pm–1.30pm Lunch & Networking SessionBuffet Lunch will be served

HUMAN CAPITAL Level 4, ESR 4.2MANAGEMENT Level 4, ESR 4.1

DIGITAL

* Speakers and topics may change without prior notice

Human Capital and the Age of DisruptionLim Lai Cheng


20 FEBRUARY 2017


DAY ONE

DAY ONE 20 FEBRUARY 2017 8.50am–9.30am

INTERACTIVE DIALOGUE SESSION

OPPORTUNITIES AND THREATS FOR THE FUTURE WORKFORCE

Mr Patrick Tay Teck GuanAssistant Secretary-General, NTUC

Executive Secretary, The Singapore Manual & Mercantile Workers’ Union

• This session is open to all and free to attend• Priority seating given to Future Ready tickets holders• To receive free admission to this session, non-Future Ready Forum ticket holders will need to register here

Mr Patrick Tay is Assistant Secretary-General of National Trades Union Congress (NTUC). He is Director of NTUC’s Legal Services Department, and Future Jobs, Skills & Training Department. Concurrently, he is also Executive Secretary of The Singapore Manual and Mercantile Workers’ Union (SMMWU) and Adviser to a number of unions.

He currently co-chairs the Financial Sector Tripartite Committee with the Monetary Authority of Singapore (MAS).

As a Member of Parliament for West Coast GRC, he chairs the Government Parliamentary Committee (GPC) for Manpower and sits on the GPCs for Law and Home Affairs. He is an Advocate & Solicitor (Supreme Court of Singapore), an Associate Mediator with the Singapore Mediation Centre and Fellow of the Singapore Institute of Arbitrators. He has been involved in industrial/employee relations since 2002 and has been deeply involved in collective bargaining, dispute resolution and complex negotiations including representing workers/unions at the Industrial Arbitration Court (IAC). He has also been involved, representing the labour movement, in labour legislation reviews and changes such as the Employment Act, Industrial Relations Act and the new Employment Claims Act amongst other regulatory and tripartite guidelines introduced and updated.


http://exdmarketing.smu.edu.sg/acton/form/11523/0052:d-0001/0/-/-/-/-/index.htm

http://exdmarketing.smu.edu.sg/acton/form/11523/0052:d-0001/0/-/-/-/-/index.htm

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DIGITAL HUMAN CAPITAL

MACHINE LEARNING FOR DATA ANALYTICS

Companies are amassing larger and larger amounts of data, storing them in bigger and bigger databases. The Internet is generating huge amount of data every second; every time we click on a link or visit a website, we leave a digital footprint. To be effective in today’s competitive business environment, we need to draw business insights from both structured and unstructured data to allow managers to make data-driven decisions. This talk is about data analytics techniques and data-driven business knowledge discovery. It aims to provide an overview of the principles, concepts, methods and practices from both statistics and machine learning, with the goal of discovering knowledge and actionable insights from business data.

Lee Wee LeongAssociate Professor of Information Systems (Education)

Director, MITB (Analytics) Programme School of Information Systems, SMU

Wee-Leong Lee is an Associate Professor of Information Systems (Education) at the School of Information Systems in Singapore Management University. He holds a Bachelor of Engineering (Honours Class I) in Mechanical Engineering from University of Leeds (UK), a Master of Engineering from Nanyang Technological University and a PhD from Imperial College (UK). At SMU, his teaching courses covered topics such as Business Modeling Using Spreadsheets, Business Process Management, Supply Chain Processes & Technology, IT Project and Vendor Management, and he also led a Technopreneurship Study Mission to China.

Wee Leong also started his own company in 2010, licensing a vehicle routing optimization software that he developed to a supply chain solutions provider. He formally headed the R&D department at Y3 Technologies (a supply chain solutions provider) and was responsible for developing and implementing supply chain planning (optimization-based) and execution systems. He was also involved in providing consulting in the field of supply chain optimization and business process improvement. Before joining Y3, he was a research fellow with Singapore Institute of Manufacturing Technology (SIMTech) and was engaged in R&D activities in the areas of demand forecasting, vehicle routing optimization, loading optimization and the development and implementation of RFID applications. In his earlier career, he worked several years in the oil & gas and aerospace industry.

THE HUMAN CAPITAL OF TOP MANAGEMENT TEAMS

There is a lot of attention on leadership (developing leaders, improving leaders, finding leaders, creating future leaders, etc.) across the Asia region as organisations look for growth opportunities. The world’s attention on political elections has created more questions on leadership effectiveness today. Yet, leadership is generally a team sport. In fact, research tells us that the composition and nature of the top management is critically linked to organisational performance. In this session we will explore the nature of top management teams and how the composition, size, roles, and structure can have an impact on results. Participants will be asked to join in activities to help bring out the lessons as we work to build top management teams for the future.

Rick is a Professor in the Lee Kong Chian School of Business, Singapore Management University. He also serves as the Associate Dean for General Management Programmes as well as the academic director for Human Capital Programmes at SMU. He has more than 30 years of experience in business leadership as Partner and Managing Director at Accenture.

He has received many outstanding teaching awards at the masters, executive, and undergraduate levels. He is consistently on the Dean’s list of the top 20 faculty in the business school. He sits on several business and non-profit boards including the International Consortium of Executive Development & Research group.

Professor Smith is often an invited keynote speaker and moderator for conferences in the region including the Singapore CEO Conference, the Human Capital Summit, the HR Forum in Manila, the HRD Network in India, the Singapore Great Place to Work Initiative, and several others.

He is frequently cited in the press and has been a guest on CNBC’s “Squawk Box” prime AM as well as Channel News Asia. His research has been profiled in several academic and practice periodicals. Rick is the co-author of Human Capital and Global Business Strategy by Cambridge University Press.

Richard R. SmithProfessor of Strategic Management

Practice

Associate Dean, General Management Programmes

Academic Director, Master of Human Capital Leadership, Lee Kong Chian

School of Business, SMU


9.45am–10.45amDAY ONE 20 FEBRUARY 2017


1 1

BUILDING A DIGITAL STRATEGY THAT DRIVES WINNING BUSINESS PERFORMANCE

Businesses are increasingly challenged to have a high profile social media / digital strategy. But what does a successful digital business strategy look like and how can it contribute to the success of my business? In this session we will look at how to diagnose the role of digital connections in your business model by understanding how your business clients make decisions, how you can map this decision making process and how you can integrate digital into a successful go-to-market business strategy.

Dr. Les Buckley was most recently Regional Managing Director – SE Asia/Oceania for Asia Pacific Breweries Limited, now part of multinational brewer Heineken’s worldwide network. He is currently advisor to SIIA, and runs his own consultancy company in addition to being an active investor in several US, UK and Singapore start-ups.

Born in UK and educated in NZ, UK, and USA, Les holds a Ph.D. in History from Columbia University, and has more than thirty years experience in the areas of commercial, operations, supply chain and sales and marketing globally and in Asia.

Les has also been involved in a range of extracurricular appointments and has been a council member and Advisor to local think tank, Singapore Institute of International Affairs since 2012. Board Member of National Environmant Agency, NEA 2001-2005 and audit committee member of NEA from 2003-2005

Les BuckleyAffiliated Faculty of Strategic Management, Singapore Management University

CAN ASIANS BE CREATIVE?

The ability to think creatively and innovate is critical to individual and organisational success in the 21st century. Yet most path breaking innovations in the last decades originate from the West. Academic research also frequently found Asians to be less creative than Westerners. This talk explores how culture influences creativity and what one can do to increase creativity in the Asian context.

Roy ChuaAssociate Professor of Organisational

Behaviour and Human Resources

PGR Coordinator, Organisational Behaviour and Human Resources

Lee Kong Chian School of Business, SMU

Roy Chua is an Associate Professor of Organisational Behavior and Human Resources at the Singapore Management University (SMU) – Lee Kong Chian School of Business. Prior to joining SMU, Professor Chua was on the faculty of Harvard Business School for six years where he taught the core Leadership and Organisational Behavior (LEAD) course in the MBA program as well as the executive education program on talent management.

Professor Chua’s research draws on psychological and organizational theories to understand important social processes in business organisations. In his primary stream of research, he studies how cultural diversity in a globalized workplace influences creativity and innovation. Professor Chua also has a keen interest in understanding organizational behavior and management processes in the Asian context. Professor Chua is an award winning management scholar and business school professor. He has published in leading academic periodicals such as the Administrative Science Quarterly, Academy of Management Journal, Journal of International Business Studies, and MIT Sloan Management Review. His research on ambient cultural disharmony won the 2013 Best Article Award at the Academy of Management. Professor Chua also won the Best MBA core Professor award and Most Appreciated Professor award at Singapore Management University in 2015.


DAY ONE 20 FEBRUARY 2017 11.00am–12.00pm


1 1


DEEP LEARNING, INTUITION MACHINES, AND GENERATIVE DESIGN.

Form follows function. Architect and “father of the skyscraper” Louis Sullivan said it eloquently to express the credo of rational design. But design did not actually do that for a long time, at least not in the details. So what did form really do for most part of the industrial revolution? Form followed production process. It is industrial mass production that allowed the cheap and efficient satisfaction of man’s material needs. But a price had to be paid: design had to fit the constraints of this mass production. Function was always the final goal and purpose of design, but the many constraints of conventional engineering and of the industrial production process often made truly well-adapted design difficult to achieve.

All this is about to change due to progress in engineering, AI, and production process. Generative design lies at the intersection of Analytics 3.0. Industry 4.0, and AI, and 3D printing. It has the promise to produce truly well-adapted designs in a radical, nature-oriented way. In this session, I will take you on a tour through this alphabet soup. We will go through some historical perspective and then elaborate on what generative design is, what it depends upon, and how it may change industry.

Markus B. KarnerAdjunct Faculty of Lee Kong Chian School of Business, SMU

Dr. Markus Karner teaches interdisciplinary courses that combine complexity theory, ecology, evolution, and strategy. He uses these tools to explore the functioning and evolution of complex adaptive systems through diversity, recombi-nation, and creativity.

Markus has been teaching undergraduates and MBA candidates at Singapore Management University since 2005. He owns a Singapore based consulting company, Karner Consult Pte Ltd.

A native of Austria, Markus holds a PhD in Life Sciences from the University of Paris and a MSc from the University of Vienna. He held postdoctoral research positions at the University of Southern California in Los Angeles and at the University of Hawai’i in Honolulu.

His research used molecular biology tools in microbial ecology in the Mediterranean, Pacific Ocean, and Antarctica. He was awarded the U.S. National Science Foundation Medal for Services in Antarctica.

Markus published his original research in the prestigious journal Nature and other peer-reviewed publications, and wrote a textbook on biological models for business. His research was funded by the National Science Foundations of Austria and the U.S.A., and by the Commission of the European Communities.

Markus is tri-lingual in English, German, and French. He lives with his family in Singapore.

SPEAKING TRUTH TO POWER: HOW CANDID FEEDBACK CURBS SELF INTEREST

Subordinates are often seen as impotent, able to react to but not affect how powerholders treat them. Instead, we conceptualize subordinate feedback as an important trigger of powerholders’ behavioural self-regulation and explore subordinates’ reciprocal influence on how powerholders allocate resources to them over time. Based on recent findings, upward feedback on moral self-regulation supports the idea that subordinates are an important source of influence over those who hold power over them.

Michael Bashshur is currently an Associate Professor In OBHR at Singapore Management University (SMU). He joined SMU in 2011 after 5 years at Universitat Pompeau Fabra in Spain.

Dr. Bashshur studies ethics and fairness in organizations with a particular emphasis on the reciprocal effect of followers on leaders. He has publishing in some of the top journals in the field, consulted with a variety of organizations and taught at all levels including undergraduate, postgraduate classes, MBA and Exec Ed.

Michael BashshurAssociate Professor of Organisational

Behaviour and Human ResourcesLee Kong Chian School

of Business, SMU

DAY ONE 20 FEBRUARY 2017 12.15pm–1.15pm

STRATEGY MANAGEMENT

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THE FUTURE OF STRATEGIC PARTNERSHIPS

Global trends, geopolitical developments and technological change present today’s organisations with new threats and opportunities. In response, leading organisations are exploring new unexpected partnerships. These strategic partnerships encourage innovation, develop resilience against disruptions and enable sustainable growth. One approach involves cross-sector partnerships that tap on the distinctive strengths of organisations from the corporate, government and civil society sectors. Cross-sector partnerships and other new forms of strategic partnerships promise specific benefits – but come with distinct challenges. This session discusses emerging forms of strategic partnerships, path-breaking examples and critical success factors for executives and organisations to focus on.

Risk is an inevitable phenomenon which cannot be ignored or eliminated. Every project we work on and observe in the world around us faces risks that could be political, economic, environmental, social, legal or technological in nature. It is therefore imperative that we not only understand the scope of these risks but also the most effective and efficient methods to minimise them. This session examines the primary risks faced by project stakeholders, analyses key mitigation techniques, and focuses on an interactive real-life case study involving what could prove to be the most significant (and infamous) project of our time.

Sriven NaiduDirector, Strategic Planning & Adjunct Professor of Law, Singapore Management University

Sriven Naidu currently serves as Director, Programme Development and Partnerships (Masters of Tri-Sector Collaboration) at SMU’s young School of Social Sciences. The role includes developing an ecosystem of partnerships to pursue research, education and thought-leadership that enhances the sustainability of organisations and industry sectors – while addressing select societal priorities under the UN’s Sustainable Development Goals (SDGs).

Between Singapore Management University’s 10th and 16th anniversaries - while it developed rapidly into a University specialising in the Social Sciences, Business and Computing - Sriven led SMU’s Office of Strategic Planning. He believes that to thrive, an organization must be embedded in a web of mutually-beneficial relationships - and co-evolve with its partners as the environment transforms. This way an organization continuously ‘develops’ capabilities to sustainably secure the resources it needs – in addition to ‘growing’ as measured by the financial performance indicators.

Throughout the past 20 years, Sriven has taught commercial law and corporate governance to mid-career professionals and students in accounting and business degree programmes. As adjunct faculty at SMU’s School of Law, he focuses on how board directors can maintain their corporations’ ‘social licence to operate’.

PROJECT RISKS – AN INTERACTIVE CASE STUDY

Rohan Bilimoria is a Senior Associate in the Singapore office of Mayer Brown’s Global Projects Group. Rohan has extensive experience in project finance and banking transactions across Asia and Africa with a keen focus on the energy and infrastructure sectors.

Before moving to Singapore six years ago, Rohan worked in London, Sydney, New Delhi, Tokyo and Moscow. He is qualified as a solicitor of the Senior Courts of England and Wales and the Supreme Court of New South Wales, Australia and speaks fluent Hindi and Urdu.

Rohan BilimoriaSenior Associate

Singapore office of Mayer Brown’s Global Projects Group


STRATEGY MANAGEMENT

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INNOVATING FUTURES THROUGH HUMAN-CENTERED DESIGN THINKING

We appreciate great design when choosing products (cars, clothes, appliances, etc.) and we admire new business model designs (Grab, Airbnb, Zara, etc.), but how do organisations come up with new designs and innovations? Making the organization creative is an age-old quest, and being customer-focused is not new. However, linking the two concepts involves the concept of human-centered design as a way of introducing not only empathy but also creativity through a proven design thinking process. Companies as widespread as IBM, AirBnB, major banks, and public relations firms are using design thinking - but are they designing new strategies, or just forms and appearances? This presentation will discuss aspects of the design thinking process, and what it takes to create meaningful impact with design as a part of business strategy.

Ted TschangAssociate Professor of Strategic Management Lee Kong Chian School of Business, SMU

Ted Tschang is Associate Professor of Strategic Management in the Lee Kong Chian School of Business at the Singapore Management University. His recent research focus has been on developing theories of knowledge creation and design, based on the study of designed, experiential products such as videogames. He also works on a virtual world ethnography focused on understanding community forms of organization and design.

All of this work stemmed from an initial policy interest in how the knowledge-based economy functions, and how knowledge creation happens. Prior to SMU, he worked on the software industry takeoff and capability building process, started while at the Asian Development Bank Institute, that involved field work in offshoring and outsourcing clusters China, India and the Philippines.

He has worked on digital divide (ICT and development) issues for the ADBI and lectured on services offshoring and value chains for the same. He has also worked at the United Nations University and the Center for Science and International Affairs (now the Belfer Center) at Harvard’s Kennedy School of Government – both on sustainability projects.

He holds a Ph.D. in public policy and management from Carnegie Mellon University, as well as graduate degrees in electrical engineering and economics.

After providing an overview regarding the importance of strategy & change, the speaker describes examples of global megatrends and their impact on the future development of Singapore’s economy. He will outline consequences for Singapore’s industries and businesses, and explain how local organizations can seize the benefits of putting the right strategies in place. Further, he establishes key success factors and prerequisites for strategy implementation and concludes with demonstrating the application of selected change management frameworks. The aim is to demonstrate the importance of differentiation & transformation for Singapore organisations to stay relevant in the context of new economic and technological developments. The speaker hopes to stimulate a critical debate whether companies in Singapore are ready to embrace global megatrends as an opportunity for future growth and innovation, or whether serious amounts of money will be left on the table.

GLOBAL MEGATRENDS AS KEY DRIVERS FOR STRATEGY & CHANGE

Following a lifelong passion for education, Frank Siegfried began the development of new courses and teaching at the Singapore Management University in 2006, where he is an Adjunct Faculty at the Lee Kong Chian School of Business, currently teaching Global Megatrends, Business Capstone, Innovation Management and Human Capital Leadership. Further, he works in various roles with local and international clients at SMU Executive Development since 2013. At Manchester Business School, he is a Teaching Fellow in the Global MBA Program, currently conducting the Private Equity & Venture Capital course in Singapore, and supervising MBA students during their final group project. Lastly, he is an Associate with SIM University, teaching Strategic HR and Change Leadership.

Frank’s key areas for training focus on macro-economic and inter-disciplinary topics such as Megatrends & Scenario Planning, Strategic Analysis & Execution, Transformational Change, Enterprise Risk, Service Excellence in cross-cultural setting, Innovation & Commercialization, Venture Capital & Entrepreneurship. Frank holds a Doctorate (DBA) from Alliance Manchester Business School. His thesis was titled “Consumer switching in the retail banking services sector and the influence of cultural diversity in Singapore”. Further, he holds an MBA from Macquarie Graduate School of Business (Australia) and a MSc. in Mechanical Engineering from the University of Stuttgart (Germany).

Frank SiegfriedAdjunct Faculty

Lee Kong Chian School of Business

Programme Director & Project Facilitator

Executive Development,

Singapore Management University


STRATEGY MANAGEMENT

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THE FUTURE OF INTERNATIONAL DISPUTE RESOLUTION: MINIMISING LOSS AND MAXIMISING GAIN WHEN BUSINESSES RUN INTO TROUBLEIn a world where business stretches across borders, overcoming and resolving disputes may be complicated and challenging. As GE’s Vice President Mr Brad Berenson puts it, “winning cases is not the same as winning in business”. Fortunately, more dispute resolution options than ever are now on offer, disrupting the traditional approach of bringing disputes to local courts for resolution. Singapore, in particular, is a leader in providing international dispute resolution, with institutions such as the Singapore International Arbitration Centre, Singapore International Mediation Centre and the Singapore International Commercial Court providing a wide spectrum of choice for businesses. This session explores questions such as: What should business executives know about their dispute resolution options? Is there a preferred approach to dispute resolution that can help minimise loss and maximise gain? What do recent trends tell us about the future of international dispute resolution?

Eunice ChuaAssistant Professor of Law

School of Law, SMU

Eunice is an Assistant Professor at the Singapore Management University (SMU) School of Law. She is also qualified as an Advocate and Solicitor in Singapore and an Associate Mediator of the Singapore Mediation Centre (SMC).

After graduating with a First Class Honours law degree from the National University of Singapore, Eunice served as a Justices’ Law Clerk to the Chief Justice and the Judges of Appeal in the Singapore Supreme Court. She subsequently obtained a Masters of Law from Harvard.

On her return, she was appointed an Assistant Registrar of the Singapore Supreme Court, a Magistrate of the Singapore State Courts and Assistant Director of the SMC. In 2014, she was appointed the first Deputy Chief Executive Officer of the Singapore International Mediation Centre (SIMC) and played a key role in the establishment of a world-class mediation centre offering services specially tailored to meet the needs of users in cross-border disputes.

Eunice taught Civil Procedure and Drafting as a Teaching Fellow at the Singapore Institute of Legal Education as well as Legal Research and Writing and Legal System, Legal Method and Analysis as an adjunct faculty member of SMU before she assumed a full-time academic position. Eunice has conducted mediation training and spoken about mediation at various local and international fora. She is further actively involved in coaching students for international moot court competitions and has co-authored a monograph on Singapore Civil Procedure as well as published book chapters and articles in various academic journals.

TRANSFORMATIVE STRATEGY

To achieve superior performance in an increasingly dynamic and uncertain global business environment becomes increasingly challenging. To sustain it is equally, if not more, challenging. Companies in every industry must hone internal capability to harness strategies for sustainable competitive advantage that is under constant threats form environments or competitors. Paradoxically, companies have to transform themselves to sustain their advantages. However, companies that are able to do so are the exception rather than the rule. From the perspectives of the leaders at multiple levels of a company (e.g., general managers; division managers, project leaders etc.), this course discusses how companies can effectively cope with these challenges. As such, we focus on the strategic-level decision making with rich discussion on individual- and cognitive-level management in the transformative process.

Xue Song is Assistant Professor of Strategy at SMU. He has taught courses on strategic decision-making, and the relationship between business, government and society. Xue Song’s research interests include Corporate Governance, Institutional Development, Strategy and Social Categorization, Vicarious Learning in Multi-market Contexts, and Technology Innovation Management. Additionally, he studies firm behaviors in the United States, China, Japan and South East Asia. His work has also been published in journals including the International Journal of Innovation and Technology Management, and Research Policy.

Prior to commencing on his Ph.D. studies, Xue Song worked as a senior strategy analyst in a large state-owned listed company in China, providing strategic analysis and advice for the top management team. He also holds teaching experience, as he currently teaches undergraduate courses in Singapore Management University, and has also been involved in training programmes conducted for large firms such as IBM.

He received his Ph.D. in Strategic Management from the University of Toronto.

Geng XuesongAssistant Professor of Strategic Management

Della Suantio Fellow, Lee Kong Chian School of Business, SMU


21 FEBRUARY 2017


DAY TWO

2 2

INNOVATION LEADERSHIP


MINDFULNESS AT WORK: WHY IT IS MORE IMPORTANT NOW THAN EVER

“MAKING INNOVATION WORK THROUGH MULTI-GENERATIONAL TEAMS,REVERSE MENTORING AND TRANSFORMATIONAL LEADERSHIP”

Thomas MenkhoffProfessor of Organisational Behaviour and Human Resources (Education)

Academic Director, MSc in Innovation Behaviour & Human Resources, Lee Kong Chian School of Business, SMU

Thomas Menkhoff is Professor of Organisational Behaviour and Human Resources at the Lee Kong Chian School of Business, Singapore Management University (SMU). He received his doctoral degree in Sociology (Dr rer soc) from the University of Bielefeld, Germany, and subsequently taught Sociology, Organisational Behaviour and Business Management at Cologne University (Germany) and the National University of

Singapore (Singapore). His current research interest is concentrated on knowledge management and Chinese business in Asia, on which he edited a triple issue for the Journal of Asian Business together with Pang Eng Fong and Hans-Dieter Evers entitled The Power of Knowing – Studies in Chinese Business in Asia (2008). One of his latest

publications (together with Hans-Dieter Evers and Chay Yue Wah) is: Governing and Managing Knowledge in Asia, World Scientific, 2nd ed. (2010).

He also served as consultant to the German Agency of Technical Cooperation (GTZ), the Government of Malaysia, the Commonwealth Secretariat, Arthur D Little, the Asia Productivity Organisation (APO), the Asian Development Bank (ADB), the University of Brunei, ITB Bandung and various private sector firms. From 2008-2010, he was a Board Member of SMU’s Lien Centre for Social Innovation where he acts as Curriculum Director of the ‘iLEAP Non-Profit Leadership Programme’. Thomas is currently also a member of the Singapore Youth Award (SYA) Advisory Committee (Entrepreneurship) under the National Youth Council.

This session will discuss (based on both existing and on-going research activities) what managers can do to harness the innovation potential of multi-generational teams - comprising so-called ‘Boomers’, ‘Gen X’, ‘Gen Y’ and ‘Linksters’.

The current business environment is characterized information overload, uncertainties, and increasing levels of stress. The presenter argues that mindfulness is crucial to thrive in this increasingly complex, dynamic, and time-constraint world. Being mindful helps leaders and employees work with focus, authenticity, and empathy. In this session, the presenter discuss the concept of mindfulness and try to dispel common misconceptions. Participants will also have the opportunity to engage in a mindfulness practice together and discuss potential applications and problems in bringing mindfulness to their workplace.

Jochen RebAssistant Professor of Law

School of Law, SMU

Jochen is Associate Professor of Organisational Behaviour & Human Resources as well as the founding Director of the Mindfulness Initiative @ SMU at the Lee Kong Chian School of Business, Singapore Management University (SMU). His research and teaching focuses on two main areas: judgment and decision making in organizations, and the role of mindfulness in organizational contexts such as leadership and performance.

He is the author of numerous articles published in leading academic journals as well as several case studies on decision making and mindfulness in organizations. Being one of the pioneers in the field, he recently published Mindfulness in Organizations (Cambridge University Press), an edited volume bringing together leading researchers who study mindfulness at work. His work is widely cited .

Of German nationality, Jochen completed his diploma studies at Technical University Berlin, specializing in Strategic Management and Corporate Finance, before moving to the US to do his PhD studies in Tucson Arizona. He has been with SMU since 2005, with a stint at Cambridge University’s Judge Business School in 2012.

Jochen has lived in Germany, Chile, Japan, US, Singapore, and UK and has learnt, is learning, or has forgotten a number of languages including Spanish, Japanese, and Latin.

DAY TWO 21 FEBRUARY 2017 9.00am–10.00am


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ORGANISATIONAL TRANSFORMATION THROUGH INNOVATION

The 21st century organisations are expected to undergo a radical change in terms of reinventing their strategies for business growth to become innovative organisations. With a multitude of challenges confronting organisational activities, Prof Reddy shares with the participants some theories of change and strategies that have helped some organisations move ahead of the pack. The session will encourage participants to think about what innovative companies look like and will provide insights into some of the frameworks that are being used by leading companies to craft their innovation approach.

Srinivas K. ReddyDirector, Centre for Marketing Excellence Professor of Marketing Academic Director, LVMH-SMU Asia Luxury Brand Research Initiative Area Coordinator, Marketing Lee Kong Chian School of Business, SMU

Dr. Srinivas K. Reddy is Professor of Marketing and Director, Center for Marketing Excellence, Academic Director, LVMH-SMU Luxury Brand Initiative, Lee Kong Chian School of Business, Singapore Management University. He served as the Associate Dean of General Management overseeing the MBA and the Executive MBA programs. Previously, he was the Executive Director and Group Head, Corporate Strategy and Leadership Development at Maytas. Prior to the stint at Maytas he was the Robert O. Arnold Professor of Business and the Director of the Coca-Cola Center for Marketing Studies, Terry College of Business at the University of Georgia. He holds M.Phil and Ph.D. degrees in Business Administration from Columbia University. Dr. Reddy was on the faculties of New York University’s Stern School of Business, Columbia University, University of California, Los Angeles (UCLA) and the Stanford Business School.

Dr. Reddy’s expertise is in branding, innovation, new product development, marketing and competitive strategy involving new brands and services. Dr. Reddy’s research has been published in Journal of Marketing, Journal of Marketing Research, Management Science, Social Networks, Statistical Science, Journal of International Business Studies, Marketing Letters, Journal of Retailing, Journal of the Academy of Marketing Science, Decision Support Systems and Journal of Business Research. In 2006, he has been awarded the IBM’s prestigious SUR grant to study corporate innovativeness and innovation conversion.

THE COMPETITIVE ADVANTAGE OF CORPORATE STORYTELLING

Are you employees and customers inspired and delighted when they engage with your company and its narrative? Do they have a deep sense of connection with the vision of your firm and its products? If not, then this session is for you.

Leaders are starting to tap into this power of storytelling for creating a more engaged cultures and authentic connections with their workforce. Stories are at once the collective memory of an organisation as well as a map for the future. Stories that resonate with individuals will move them to action and become the rallying cry for creating a desired future. The session will be presented by one of less than 100 ICF certified story coaches in the world - Dr. Tanvi Gautam, who also has been certified by IDEO - the world’s number one creative agency. In this hands on session you will learn: What makes storytelling so powerful & the evidence from neuroscience of stories. How some companies are using story telling with their leaders in Human resources, Sales, marketing and more. Top 3 mistakes of new storytellers.

Tanvi GautamFaculty, SMU-Executive Development

Adjunct Faculty of Organisational Behaviour & Human Resources, SMU

Dr. Tanvi Gautam, Founder leadershift Inc works with firms across the globe to create more authentic, engaged and inclusive leaders and work cultures. She is on the board of ARTDO (international) and an invited member to the elite leadership think tank of Corporate Executive Board (The leadership transition institute - USA). She is also a faculty & programme director with SMU ExD helping create & deliver high impact programmes for future ready leaders.

Dr. Tanvi is a recipient of the Game Changer 2014 award by Workforce Magazine (USA), the change leaders of tomorrow award by the Asian Thought leadership conference, as well as recognized as Top 10 HR influencers on Social media by SHRM-I. Recognized as one of the women HR leaders to reckon with by the Business manager magazine her views on creating the workplace of tomorrow have been quoted and published by international forums such as Harvard Business Review, Forbes.com, Business Times and Economic Times.

She is one of less than one hundred certified story coaches worldwide using this powerful medium for transformational leadership. Dr. Tanvi also acts as an executive coach to senior leaders from the C-suite. She is firmly of the view that we must create the future we wish to inherit.

DAY TWO 21 FEBRUARY 2017 10.15am–11.15am


2 2


Customer Centricity, Customer Experience and Customer Satisfaction are increasingly being discussed in the business press as the key targets of innovation. In fact, if one searches for the term “customer satisfaction”, more than a 100 million hits are found on google alone. Being Customer Centric is considered to be the strategic goal for any innovative firm that strives to provide a meaningful differentiated Customer Experience. In this session, Prof Kapil Tuli, will draw upon examples and best practices from industries, as diverse as Banking, Oil and Gas, Utilities, and IT to discuss the following three key questions.

1. What do Customer Centric, Customer Experience, and Customer Satisfaction mean, and how are they related?

2. Why do press, consultants, managers, CEOs, and investors consistently argue that firm innovation should be targeted at driving these three?

3. What can firms that are interested in these three, really do?

CUSTOMER (CENTRIC, EXPERIENCE, AND SATISFACTION): WHY INNOVATION SHOULD BE FOCUSSED ON THESE?

Kapil TuliAssociate Professor of Marketing, Director, Retail Centre of Excellence

Research Director for LVMH-SMU Luxury Brand Initiatve

PGR Coordinator, Marketing Lee Kong Chian School of Business, SMU

Dr. Tuli is an Associate Professor of Marketing at the Lee Kong Chian School of Business, Singapore Management University. He has a PhD in Marketing from the Goizeuta Business School, Emory University. Dr. Tuli’s interests lie at the intersection of Services Marketing, Marketing Strategy and Finance and he has published several papers in leading scientific marketing journals. One of his publications focused on services, “Rethinking Customer Solutions: From Product Bundles to Relational Processes”, was published as a Lead Article in the Journal of Marketing and was also selected as a finalist for the prestigious Maynard Award for 2007. More recently, his work examining the financial consequences of outsourcing the CRM function (e.g., customer service and sales management) of a firm has been accepted for publication at Management Science.

Apart from publications, Dr. Tuli has received a number of awards. Dr. Tuli was the winner of the 2005 ISBM Business Marketing Doctoral Support Award Competition for his dissertation. Dr. Tuli, was also selected to represent Goizeuta Business School, Emory University as a Consortium Fellow at the AMA-Sheth Foundation Doctoral Consortium (2005) and the INFORMS Society of Marketing Science (ISMS) Doctoral Consortium (2005). Starting at SMU, Dr. Tuli was the recipient of the ‘Lee Foundation Fellow’ Title awarded to the faculty with most promising research potential. Most recently, Dr. Tuli was the recipient of the “Sing Lun Fellow” Title awarded to SMU faculty in acknowledgement of their research excellence.

IS COACHING THE LEADERSHIP STYLE OF THE FUTURE?

To stay competitive, organisations in Asia need to focus on improving individual and team effectiveness. With a changing workplace (e.g. Millennials following Gen Y into more senior positions, time becoming increasingly precious etc.) many organisations are looking to create a corporate coaching culture to foster faster development and build a stronger leadership pipeline. This session will look at how organisations in Asia are approaching this and discuss the benefits of coaching compared to other styles of leadership.

Mike is a senior executive coach based in Singapore who is passionate about helping his clients in the areas of leadership and career development. In addition to executive coaching, he delivers leadership development programmes.

Mike has spent most of his career working in industry and for the last 25 years has been working abroad in Europe and Asia. He has held senior management positions in Finance, Sales and Marketing and General Management. His roles included senior finance positions in Coca-Cola and Managing Director for Europe, Middle East and Africa for a Coca-Cola/Nestle joint venture. Mike is a Partner of Progress-U South-East Asia.

Mike’s clients range from the service industry to FMCG and tend to be mid to senior level executives

Mike HughesExecutive Coach

SMU-Progress U International Coaching Certification programme

DAY TWO 21 FEBRUARY 2017 11.30am–12.30pm

MANAGEMENT HUMAN CAPITAL

2 2


SKILL SETS FOR SUPPLY CHAIN MANAGEMENT IN THE FUTURE: A CHANGING LANDSCAPE

Supply chains are dynamically evolving entities, with varying capabilities and skill sets needed for managing them, based on evolving technologies and market structures. In this talk, we will outline the challenges that are being and will be faced by supply chain managers in the near and distant future, and how to cope with these challenges by augmenting skill sets. The role of data analytics and robotics in the near future and that of the Internet of Things (IOT) and 3D printing in the distant future will be emphasized, and the role of supply chain leaders in the future will be discussed in detail.

Shantanu BhattacharyaAssociate Professor of Operations Management

Lee Kong Chian Fellow

Academic Director of the Doctor of Innovation and Doctor of Business Administration programmes Lee Kong Chian School of Business, SMU

Shantanu H. Bhattacharya is Associate Professor of Operations Management at SMU. Prior to this, he was an Associate Professor of Technology and Operations Management at INSEAD from September 2002 to June 2014, and Assistant Professor of Technology and Operations Management at INSEAD from September 1998 to August 2002. His teaching and research interests are in the areas of technology management, operations management, supply chain management and new product and services development. Professor Bhattacharya is a member of INFORMS, has made several presentations on managing uncertainty in the high-technology industry, and his research has appeared in Management Science.

He holds a PhD in Management from the University of Texas at Austin, an MSc in Electrical Engineering from Louisiana State University, Baton Rouge, and a BTech in Electrical Engineering from the Indian Institute of Technology, Bombay in India. Prior to joining SMU and INSEAD, Professor Bhattacharya was an instructor at the University of Texas at Austin.

HOW COMPENSATION PLAN DESIGN AFFECTS BUSINESS RESULTS

Fermin DiezAdjunct Faculty

Lee Kong Chian School of Business, SMU

Fermin Diez has more than 30 years of experience in human resources, which includes consulting, corporate and academic roles in 40 countries in all continents.

As a consultant he has advised major multinationals, large local companies and public sector organisations at the Board and C-Suite levels. He has also managed the P&L in several geographical locations and businesses.

As an HR leader, he has been Regional APAC Head of HR for Freescale Semiconductor, and VP HR for Pepsico in Mexico, the US, and Hong Kong.

He is currently an Adjunct Professor at SMU and co-author of the book ‘Human Capital and Global Business Strategy’. Fermin has also previously taught Business Policy and Strategic Planning. He has been teaching WorldatWork course for more than 10 years in the US, Puerto Rico, Australia, the UK, Malaysia, India, Singapore and Hong Kong.

He serves on the Singapore Management University Business School Advisory Board, on the Children’s Cancer Foundation Board and is a former Member of the Board of Directors of World@Work.

Fermin is a frequent speaker at regional and global forums, including CNN and Reuters, as well as the 2004 Global HR Conference in Rio de Janeiro and the 2008 Global WorldatWork Conference in Philadelphia.

Fermin obtained his MBA from the Wharton School, University of Pennsylvania and his undergraduate degree in Psychology from the University of Michigan.

Specialties: Compensation (particularly incentives and executive compensation), strategic HR, talent management and development, career planning, mergers and acquisitions from an HR perspective, building teams, global HR, education and public sector HR practices. He is certified as a CCP and as an SPHR.

Much has been said - both for and against - about using incentives to drive business results. The presentation focuses on research done by Professor Fermin Diez on how different pay models affect decisions tied to company performance. The results of his are surprising in several aspects: While pay vehicles matter, pay mix does not. Individual incentives generally drive little performance. And incentives as a whole do not yield the best performance possible.

DAY TWO 21 FEBRUARY 2017 1.30pm–2.30pm

MANAGEMENT HUMAN CAPITAL

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PICKING RABBITS TO PLUCK COCONUTS: WORK, SKILLS, AND SUITABILITY FOR ROLE Selecting staff for skills, ability and capability. SQ, CQ and GQ in action

Mark NowackiAssistant Professor of Philosophy

(Education) School of Social Science, SMU

Mark Nowacki is Assistant Professor of Philosophy at Singapore Management University. His first book was published at the age of 16. He earned a master’s from NUS and a doctorate from the Catholic University of America.

Since joining SMU, Mark has happily taught, researched, and published in philosophy. He has become increasingly involved with the Singapore educational system, and co-founded LogicMills, a school dedicated to teaching thinking skills using games. Mark’s recent empirical work has been in the social sciences, with current and forthcoming publications in education, political science, and developmental psychology.

ENNOPRENEURSHIP – A MEANS OF SECURING THE FUTURE OF AN ENTERPRISE

Even the greatest companies have fallen to dust when they did not manage their future well.

Leadership is important, vision is critical, strategy is a must. But all these will mean nothing if there is no clear mechanism for defining and achieving the right future of a company. The talk will define Ennopreneurship and show how companies can embrace them to architect and execute a successful future.

Desai leads the SMU Business Innovation Generator, a program to encourage students to set up promising new companies. Desai has had over twenty five years of experience in the entire value chain spanning strategic planning, capability creation, competitive intelligence, management of innovation, technology innovation and intellectual property creation, intellectual property management, project management, business development, technology transfer and licensing, new business creation, capability reengineering and corporate communications.

He has created, managed and directed groups that have developed and commercialized technologies in the fields of multimedia DBMS, SGML DBMS, image processing and management, Text and Multimedia Information Retrieval, Information Security, Biometrics, Pervasive and Ubiquitous computing and Expert Systems. He has built alliances with companies such as Apple, Computer Associates, Fujitsu, HP, Siemens and research labs such as Apple’s ATG, Holland’s TNO, Germany’s Franhoffer, France’s INRIA and IMAG, and Japan’s Real World Computing Partnership.

Desai has recently been a consultant to Infosys, one of the premier Indian IT Services firms. He has served (and still serves) on the editorial boards of several International journals and has been the conference and program chairperson for several international conferences related to information technology. He was one of the five member committee from Kent Ridge Digital Labs in Singapore that created twenty new companies from 1999 to 2002 that went on to attract seed and first stage investment of US$ 70 million from the international venture community. He is an advisor to start ups including XID technologies and TagIt.

Desai NarasimhaluVisiting Professor of Information Systems, School of Information Systems, SMU



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HUMAN CAPITAL AND THE AGE OF DISRUPTION

Lim Lai ChengExecutive Director,

SMU Academy

Academic Director, Office of the Provost, SMU

Dr Lim Lai Cheng is Executive Director of SMU Academy which oversees SMU’s skillsfuture agenda and conducts professional and continuing education training in specialised areas for working adults. She is concurrently Academic Director of the Office of the Provost and Fellow of the School of Social Sciences at Singapore Management University. She was a one of a team of experts invited to Stockholm by the Asia-Europe Foundation (ASEF) in 2016 to put together recommendations to kick-start a long-term commitment among policy makers and entrepreneurs to strengthen existing and emerging efforts in boosting youth employment in Asia and Europe. Closer to home, she recently put together a report containing SMU faculty’s contribution to the Committee on the Future Economy which has a special chapter focused on future jobs and skills.

Dr Lim holds a BA (Hons) and MA from Cambridge University, a Masters in Education from the Nanyang Technological University and a Doctorate in Education from the University of London. She is advisor to a few foundations, in South Africa, Slovakia, Moscow and Stockholm where she plays a key role in designing curriculum to prepare young people for the complexities of the future world of work. She was conferred the Chevalier Dans L’ Ordre Des Palmes Academiques by the French government in 2012 for her contribution towards initiatives in the area of education and technological competency building, and collaboration between France and Singapore.

We are experiencing a changing “normal” in Singapore, marked by slower economic growth, changing demographic patterns due to ageing and low birth rates, foreigner inflow and immigration and global volatility. These and the emergence of disruptive technologies are forcing us to change the way we work and organise our lives.

Following from the recent release of the recommendations of the Committee on the Future Economy, this session will focus on new and emerging job roles and highlight the key strategies that the government and industries are adopting, to ensure that our economy and individuals can continue to thrive in an unpredictable environment. What recruitment patterns and employment trends are we seeing? Given the fact that full-time jobs and hierarchical careers in corporations and within a single domain may no longer be a norm nor a guarantee, how can individuals future-proof ourselves? In the face of the increasing trend of robots, machines and artificial intelligence replacing workers and the hollowing out of many middle-skilled jobs, can anyone effectively plan for future manpower needs?

A SCEPTIC’S VIEW ON BLOCKCHAINS AND SMARTCONTRACTS The blockchain is portrayed as a disruptive technology that will revolutionize not only crypto-currencies and the banking industry but also, more broadly, traditional and online commerce. To-date, however, its mainstream applications are few and most popular articles on the subject are written in future tense. At present, there are multiple blockchains, or cypto-ledgers, that derive from the original bitcoin blockchain but often significantly diverge from its structure. It is common to refer to the original blockchain as blockchain 1.0 and associate it with crypto-currencies. The purportedly more advanced Ethereum blockchain, often promoted as more suitable for transactional purposes, is referred to as blockchain 2.0. Other technologies, which are not necessarily blockchain-based but rely on similar principles, are referred to as blockchain 3.0. Despite the popular hype, all blockchains - possibly with the exception of bitcoin - are still in their infancy and have found limited commercial applications. Predictions of future revolutions must be distinguished from the harsh reality of the marketplace and the technical limitations of blockchain-related technologies.

The session presents a slightly skeptical overview of the blockchain space. It attempts to present some technological as well as legal constraints of the blockchain-based technologies, particularly in the area of so-called ‘smart contracts,’ i.e. self-executing code that that operates on a blockchain or “the use of code to create and perform contractual agreements.” Originally, smart contracts were contemplated within a limited range of transactions, predominantly financial instruments. Progressively, however, the smart contract narrative has become broader, implying that all contracts can be made smart or that many obligations can be enforced by computers. What started as a niche phenomenon in such areas as financial derivatives and prediction markets, is now poised to change the entire commercial landscape.

Eliza Mik Assistant Professor of Law School of Law, SMU

After leaving the Warsaw Offices of Allen & Overy in 1998, Eliza Mik has worked in-house in a number of software companies, Internet start-ups and telecommunication providers in Poland, Malaysia, Australia and the UAE advising on e-commerce, software licensing and the acquisition of ICT infrastructure.

Throughout her career Eliza maintained an interest in all developments (both legal and technical) pertaining to the use of the Internet as an enabler of commerce. Those interests resulted in the 2007 thesis “Contract Formation in Open Electronic Networks.” After joining SMU in 2010, Eliza continued her research into the regulation of e-commerce and the interaction between contract law and technology. Her field of study also includes the contractual allocation of risk by means of liquidated damages.


MORE ABOUT SMU EXD

FOCUSED ON ASIA–TRANSFORMING PERFORMANCE

Be A Future Ready Executive

Insights to ImpactLeadership, managerial expertise, industry excellence, agility and the anticipation of challenge lie at the heart of comprehensive, Asia-relevant open programmes, all designed for maximum impact within a challenging and volatile business environment.

Designed for managers at all levels, programmes focus on Future Ready Now Leadership, managerial capabilities, Asian business context and global industry mastery skills. Obtain knowledge and insights, enabled to make a difference.

Find out more at www.exd.smu.edu.sg/open-enrollment-programmes

Better by DesignSMU’s company-specific custom programmes are specially designed to address organisation-wide competencies and relevant business issues. This ensures the knowledge and skills imparted to the participants will fit the context and requirements of their organisations.

Our ability to listen and respond to our clients’ needs is amplified by our blend of practice-experienced faculty together with our research and teaching capabilities. This combination enables us to adopt a consultative approach to achieving the performance results desired.

Find out more at www.exd.smu.edu.sg/custom-programmes

Knowledge-Application-EmpowermentSMU graduates are known to command premium salaries and secure the best jobs. SMU-ExD also delivers outstanding ROI for participants and client organisations. Our pedagogy of “Knowledge - Application - Empowerment” is designed to support behavioural change that leads to better performance, and enhanced business results.

All programmes are designed to deliver a set of specifically identified, desired performance outcomes. Whenever possible, we measure and track both programme effectiveness and the resulting performance improvements; refining content, approach and participant engagement to optimise ROI.

OPEN ENROLMENT PROGRAMMESCUSTOM PROGRAMMESRETURN ON INVESTMENT


SMU EXECUTIVE DEVELOPMENTSingapore Management UniversityAdministration Building, 81 Victoria Street, Singapore 188065

[email protected] +65 6828 0100 www.exd.smu.edu.sg

SINGAPORE MANA GEMENT UNIVERSITY

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