EMEN Network - innovation and new challenges

European Executive Development Network - intensive discussions about innovation in executive development

February 2010 - During the first two-day EMEN Network session this year Prof. Nigel Roome (TiasNimbas & Solvay business schools), presented us with his views and research on the relationship between corporate responsibility (CR) and sustainable development (SD) versus leadership development.

His key messages:

The best examples of CR and SD are from organisations with the capability and managerial aptitude to respond successfully to open, complex systems.
The companies that have successfully embedded CR in their organisation seem better able to face the complexity that is increasingly found in economic and financial systems.
This suggests that these successful companies have a combination of management and leadership with specific skills and competences
Successful CR and SD are leading indicators of good management and leadership practice – if you can manage this well, you can really manage complexity and change.
CR and SD are about leadership as well as innovation – not necessarily leadership provided by heroic, charismatic or powerful individuals, but leadership developed and shared among individuals and groups in learning organisations.

Prof. Roger Hallowell and Karine Le Joly (HEC Executive Education) joined the group during the traditional Wednesday dinner; and Thursday morning they presented two live executive development cases.

The first case concerned a successful 20,000 employee service company that wants to change the C-level leadership style through a 2-day executive course. The second case was from Indian Railways – a 1,2 million employee state company that wants to change its culture and assigned HEC with the project to train 1,000 first-level managers from across the country.

Two subgroups discussed the nature and feasibility of the assignments and came up with many ideas that could really impact those organisations and its representatives. It was insightful for the EMEN members to position themselves ‘at the other side of the table’ and consider which kind of development interventions could really work and which pitfalls should be avoided. Hallowell and Le Joly were grateful for our input, presented their own ideas, and promised to keep us posted about the final design and actual delivery of these projects.

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