oxford advanced management and leadership programme · 2 oxford advanced management and leadership...

oxford AdVANCEd MANAGEMENT ANd LEAdErSHIPProGrAMME

2 oxford advanced management and leadership programme

“LET US MOVE FORWARD IN THE AGE OF NEW VISIONS AND NEW CHOICES.”

www.sbs.oxford.edu/oamlp 3

wELCoME To oxford

“During your three weeks at Oxford you will analyse the age of new visions and new choices: dissect the 21st century challenges – the complex nature of their impact upon the performance of your organisation and employees; identify strategies to boost and sustain the performance of your organisation and employees.

You will explore leadership challenges involved in: balancing social and commercial impacts of your organisation; attracting and retaining talent; exploiting new technologies for superior performance; conserving resources for sustainable development; entering and expanding in emerging markets; managing public-private partnerships; and designing efficient business processes.

You will introspect on your leadership abilities and potential – how to use your leadership capabilities for personal effectiveness in organisational and societal contexts. Working with personal tutors, faculty, myself and your peers, this is your opportunity to truly transform your thinking and leadership abilities – I encourage you to apply for this programme – let us move forward in the age of new visions and new choices.”

LALIT JOHRIProgramme Director and Fellow in International Business


Dr Lalit Johri has both a science and a business background, combining an understanding of technical with social and human issues. He has worked in the Far East, South East Asia, South Asia, Middle East, Europe and the USA, frequently at the interface between them, connecting with people from different cultures. He is one of the first scholars to have been awarded a PhD on leadership and strategic issues in international business.

WHAT IS THE PURPOSE OF THIS PROGRAMME?Private and public sector organisations are going through massive transformation. We are seeing huge changes in terms of culture, strategy, organisational structure, value systems and how organisations recruit and retain high profile talent. The marketplace is also changing radically and few organisations really understand emerging markets.

So how do you plan for all of this? Leadership is very important. Strategy and solutions are not enough anymore. Today the life-span of the information that you receive on a daily basis is very short and you have to respond very fast. Static information is no longer relevant – we need to be revisiting our grand strategy every three to four months. This programme prepares senior leaders for the 21st century globalised economy. This is where you can define and refine your ideas for change and for growth.

INTErVIEwWHAT DO PARTICIPANTS GAIN FROM THE PROGRAMME?The art of strategic conversations, incorporating the Oxford style of debate, is very beneficial in making decisions. Modern leaders have very little time for reflection, learning or making changes. This programme gives them that time to reflect on what they are doing, to think about their individual approach and work out if there is anything they could do differently in the organisation. Even the architecture of the building has been designed to promote conversation and reflection. The content is stretching, covering very topical issues. We also have guest speakers, leading thinkers who come in to talk about non-traditional subjects, such as the development of the mind. It’s very interesting – it challenges your paradigms and ways of thinking.

People tend to learn as much from the other participants as from the tutors, because of the high quality participants and breadth of industry sectors, nationalities and job titles the programme attracts. Oxford has the draw and the power to get these people together to discuss and reflect on contemporary challenges; part of the programme is customised by participants who hold sessions themselves on subjects of their choice. This provides a wonderful opportunity for participants to engage in conversation on specific topics, or share specific fields of interest. Some participants arrive thinking they have reached their full potential, yet they come away from the programme feeling rejuvenated and able to spot new opportunities.

Part of the programme is customised by participants who hold sessions themselves on subjects of their choice.


Watch a short programme overview by Lalit Johri at www.sbs.oxford.edu/oamlp

WHAT MAKES THE OAMLP DIFFERENT FROM PROGRAMMES OFFERED BY OTHER BUSINESS SCHOOLS?The University of Oxford has hundreds of exceptional faculty and researchers in different fields and areas of practice. The programme is anchored into the thought leadership and cutting-edge research of the University. Over 35 faculty and tutors are involved in making this programme happen, including actors and guest speakers. It is extremely tough to get into Oxford as faculty or a tutor, so you know you are getting the best people.

There is value in being part of this historic establishment – it’s great for the CV and for the organisation to be able to say that its leaders have attended the University of Oxford. As a graduate, you will be invited to join the Oxford Business Alumni (OBA) Network, a world class, international community of more than 10,000 members, living in 129 countries across the globe.

HOW WOULD YOU DESCRIBE YOUR OVERALL APPROACH?Our leadership philosophy is not dictated by profit and loss alone. We take a more holistic view. We are not just interested in financial performance but also in modern cultures, seeking a balance between social and commercial gains. It’s ideologically different from some other programmes and offers a very holistic view of leadership challenges. We apply the Oxford philosophy of ‘intelligent thinking’. All thinking starts with an inventory of thoughts. You learn to refine those thoughts and identify the cutting-edge ideas. Then you work out how to get people to own these ideas. It’s about developing and marketing your ideas so that your organisation can implement them.

A 360 degree psychometric instrument helps participants evaluate and understand their own leadership style. Everyone also has one hour a week of one-to-one tutorials with an Oxford University tutor. Tutorials are a key feature of Oxford and a unique element of the programme, helping people find a way forward to resolve wide-ranging issues, such as action planning for personal development, a strategy for managing upwards, finding the right career opportunities, a new business idea or a PhD thesis. All the one-to-one discussions with tutors are completely confidential.

WHAT DO YOU EXPECT PARTICIPANTS TO BRING TO THE GROUP? We only take high calibre participants, a maximum of 45 per session from different parts of the world. We’re looking for people who will bring practice-based ideas, be in a position to raise some challenging issues around their leadership roles and articulate what they have experimented with, what succeeded and what failed. They should be willing to collaborate and be challenged by others, to bond and integrate with the group to build a depth of conversation, diversity and energy.

For further details on the programme faculty go to www.sbs.oxford.edu/oamlp

Saïd Business School faculty include:• Lalit Johri, Programme Director and Fellow in

International Business• Kunal Basu, Reader in Marketing• Sue Dopson, Professor of Organisational Behaviour• Ian Goldin, Director of Oxford Martin School• Thomas Powell, Professor of Strategy• Steve New, University Lecturer in Operations Management• Marc Bertoneche, Associate Fellow• Keith Ruddle, Associate Fellow• Jeff Sampler, Fellow in Strategy and Technology• Kurt April, Associate Fellow• Yvonne Gilan, Guest Faculty


IS THIS THErIGHT ProGrAMME for you?Are you looking to gain strategic foresight on the global events that are shaping the 21st century?

Are you trying to figure out your sector/industry landscape and how it affects your organisation now and in the next five to ten years?

Are you seeking new ways to achieve and sustain growth? Are you able to master the drivers of value creation?

Are you searching for innovative strategies to improve the financial and budgetary performance of your organisation, and make a difference in society?

Are you wondering how to create higher customer value, make the operations of your organisation more efficient, and realise higher return on investment?

Are you in search of strategies to crack the puzzle of emerging markets?

Are you exploring how best to serve the interest and expectations of stakeholders?

Are you looking to integrate social entrepreneurship in your core business model to balance capital and social gains in your organisation?

Do you want to discover innovative choices and actions for self-development?

Are you seeking new ways of continuous learning for sustained superior performance, to stay at the cutting edge in your organisation and industry?

Are you confident about your leadership style and direction?

Are you searching for ways to build, inspire and retain your talent pool?

Do you want to enhance your impact on the organisation by understanding and applying your leadership edge, values and agenda?

Are you in search of new drivers of competitiveness for your organisation?

Are you aspiring to lead your organisation to the next level?

If these are some of the personal aspirations and professional challenges you face, and you require the following learning conditions, then you should consider the Oxford Advanced Management and Leadership Programme as an important step in your professional career:

An intensive transformational programme within an intellectually stimulating environment

A very personal learning experience with significant cultural diversity within your participant group

One-to-one guidance and support from a personal tutor throughout the programme

Do you want to enhance your performance and impact as a leader?

“Our strategy sessions deliver new ways of thinking about the strategic direction of an enterprise, whether it be a company, government agency, or not-for-profit organisation. We show you how to position an organisation for competitive advantage, create new strategic ideas for growth, and respond to rapid changes in the economic and political environment. Most importantly we focus on helping you, the strategic analyst, to develop the mental frameworks and analytical skills you need to solve big problems in a complex world. Our strategy sessions show you how to cut through the daunting uncertainty of strategy problems, make the hard choices, and implement strategic initiatives that achieve organisational goals and deliver long-term success.”

THOMAS POWELLProfessor of Strategy


PArTICIPANTS by AGE:

PArTICIPANTS by rEGIoN (%):

12189

19

15

1212

PArTICIPANTS by SECTor:

our PArTICIPANTS

Construction 6% Consumer,

manufacturing & industry 9%

Healthcare3%

Charities 3%

Energy 12%

Finance 19%

Other 3%

Education 6%

Leisure 9%

Media & advertising

6%

Professional services 6%

Public administration

18%

60+3%

30–3927%

50–5918%

40–4952%

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THE CorE CoNCEPTSyour GLobAL CHALLENGES ANd INSIGHTS

We begin by focusing on the global events that are shaping the 21st century and the strategies required for strong performance in our changing world. Immersing yourself within a global peer group, your understanding of these challenges will be further enhanced by peer insights, research drawn from our 16 research centres, strategic competitive advantage sessions and global experts from across the University and industry.

Core concepts include:• The Global Events that are Shaping the

21st Century• Challenges Leaders and Managers Face in

the 21st Century

• Understanding the Causes of Poverty and Lack of Governance

• Concept and Application of Strategy in a Changing World

• Sustaining Competitive Advantage and Superior Performance

• Diversification and Sustainable Growth• Implementing Strategy in an Uncertain

Environment• Impact of Technology on Business Models • Visualising the Architecture of a 21st

Century Organisation• Growth Strategies in Emerging Markets • Integrating Social Entrepreneurship in your

Organisation and Strategy• Voice, Vision and Vitality

Three core development themes combine to build this 21-day transformational experience for senior managers.

your orGANISATIoNAL CHALLENGES ANd CHoICES

Starting with an in-depth understanding of finance, investment, marketing, talent management and managing business processes, ‘Your Organisational Challenges and Choices’ considers your options for strategic growth. Drawing upon your work in ‘Your Global Challenges and Insights’ we examine your current strategic choices and how key business functions are meeting these challenges, before considering your options for growth. This core theme also examines new forms of capturing opportunities through public-private partnerships and the strategic negotiation skills required for best results.

Core concepts include:• Introduction to Financial Diagnoses and

Management• Investment Decision Making in Turbulent

Times• Valuation, Value Drivers and Value-Based

Management• Strategic Issues in Mergers and

Acquisitions• Restructuring in the International Context• Public-Private Partnerships• Strategic Negotiation Skills• Strategic Talent Management• Managing High Potential Talent• Managing Organisational and Business

Processes• Understanding Customers and Creating

Consumer Centric Organisation• Building Brand and Market Leadership• Marketing Ethics and Social Responsibility


your LEAdErSHIP JourNEy Drawing upon your work in ‘Your Global Challenges and Insights’ and ‘Your Organisational Challenges and Choices’ we address your real-time challenges: how to inspire talent in the 21st century; motivate for financial targets; manage performance across multiple stakeholders; and implement change effectively. ‘Your Leadership Journey’ focuses mainly on your individual personal development and includes a highly charged Oxford Debate session which will consider the ethics and costs of leading social responsibility against financial performance required from stakeholders.

Core concepts include:• What Derails the Careers of High-Flying

Senior Executives and What Can You Do About It?

• Motivations, Personality and Leadership Effectiveness (participant specific)

• Comprehensive Assessment of your Leadership Potential (participant specific)

• Leader as an Entrepreneur: The Role of Social Entrepreneurship

• Oxford Debate on Corporate Social Responsibility

• Leading in a Turbulent Environment• Leading Transformation in Public

Enterprises and Civil Services• Leadership: The Life Experiences of a

Real Leader• Action Planning for the Future

rEfLECTIoN Personal Development SessionsThroughout your programme you work with a personal tutor in one-to-one sessions which will assist your learning in the following ways: Informed and Assisted Reflection, Strategic Leadership Thinking, Leadership Development, Focused Personal and Professional Development.


PEEr To PEEr NETworkConsidering the programme brings you closer to a network of senior professionals around the world who have experienced this transformational development process for themselves.

Managing Director, Central Highlands Water Corporation

Director – Corporate & Marketing Planning Division, China Airlines

General Manager of Transportation Department, China Steel Corporation

Divisional Board Member, Corporates & Markets, CRM, Commerzbank AF

Director Reporting & Control, Corus Group Plc

Deputy General Manager of Investor Relations Department, Cosco Pacific Ltd

Chief Executive Officer, Cotton Australia Limited

Chief Executive Officer, Cricket Victoria

Chief Financial Officer, CS Energy Limited

Head of Control Points Command, Customs and Excise Department, Government of HKSAR

General Manager: Research & DCL Yeast

Managing Director, De Beers Group

Deputy Managing Director, Debswana Diamond Company (Pty) Limited

Deputy Director of Public Prosecutions, Department of Justice, Hong Kong

Managing Director, ENI UK Limited

Head of Corporate Development, Finnish Broadcasting Company (YLE)

Chief Financial Officer, GE Capital Japan – GESC Division Co

“The year after the programme, we recorded a profit for the first time in five years. I would say that at least 80% of this can be attributed to the programme.”

LARGEMAN MUzELENGAManaging Director of Tasalar Pipelines Ltd

Chief Executive, Alfred McAlpine Plc

Executive Vice President, Anand Automotive Systems

Chief Executive, Antec International Limited

Chief Financial Officer, Arabian International Construction

Country Manager, Aramex International

General Manager, People Services & Management, Australian Competition & Consumer Commission

Director, Arthur Andersen

Director General, Southeast Asia Department, Asian Development Bank

Head of Manpower, BAE Systems

Director, BBC Monitoring

President, Beecham Products USA

Senior Manager, Business Planning, Boston Scientific

Power Station Manager, Botswana Power Corporation

Head of Nuclear Operations (West), British Energy plc

Head of Data Device Development, BT Wireless

Managing Director Carillion National Building, Carillion PLC


General Manager, Meat & Livestock Australia

Managing Director, Investor Client Coverage Group, Merrill Lynch Financial Centre

Senior Manager: Finance, Millat Tractors Limited

Assistant Director, Ministry of Agriculture and Irrigation Myanmar

General Manager, Ministry of Commerce, Malaysia

Permanent Secretary, Ministry of Energy and Minerals, Tanzania

Assistant to the President, Metals Company, Mitsubishi Materials Corporation

Managing Director, Morgenstern Consulting Ltd

President, Municipal Council of Penang Island

City Manager, Municipality Ooststellingwerf

Deputy Managing Director, National Oil Corporation of Kenya

General Manager, International Programs, Nexen Inc

Group General Manager, Nigerian National Petroleum Corporation

Chief Accountant, National Agency for the Control of Aids

Global Head Legal M&A & Antitrust Practice Group, Novartis International AG

Regional Director, Middle East, Eastern Europe and Commonwealth of Independent States, Oxfam GB

General Manager, Pacific World Shipping Ltd

Managing Director, PCP International Limited

Chief Executive Officer, PHARMAC

Vice President, International Business Development, Pluspetrol

General Manager Purchasing, Post Denmark

Director Operations, Qatar Petroleum

Director General Health Capability, Royal Australian Navy

Chief Financial Officer, Raetia Energie

Director-Global Marketing: Japan/Korea of CBT/PFT B, Rohm and Haas Electric Materials kk

Director, HR Policy & Planning Department, Saudi Aramco

General Manager IT Strategy, Planning, Assurance, Shell Downstream Services International

General Manager, Shell International Gas Limited

Executive Vice President, Corporate Communications Division, Siam Commercial Bank Public Company Ltd

Principal Consultant/Applications Architect, Siemens IT Solutions & Services GmbH

Director of Personnel, Sime Darby Plantations

Marketing and Services Manager, SmithKline Beecham Pharmaceuticals

Executive Director, South African Cane Growers Association

Finance & Company Secretary, Spicer India Ltd

Senior Vice President & General Counsel, Georgia Power Company

Senior Manager, Ghana International Bank

Executive Director, Goldman Sachs International

Director & General Manager, Hazeldene Foods Ltd

Chief Executive Officer, Hellenic Copper Mines Limited

Client Program Manager, Hewlett-Packard Company

Director, Strategy Operations, Hewlett-Packard Company

Vice President, Marketing, HT Media Ltd

Executive Director, Intersuez Group

Executive Vice President & General Counsel, Johnson Electric Holdings Ltd

General Manager of Business Affairs Div, Kirin Brewery Co Ltd

Plant Manager, Komatsu do Brasil Ltda

Partner, KPMG

Financial Director & Chief Financial Officer, Lions Den Holdings

Director of Engineering, London Underground Limited

Chief Strategy Officer & Executive Vice President, Lowe Ltd

Director Manufacturing, Mahle Filter Systems (India) Private Ltd

General Manager, Malaysian Communication & Multimedia Commission

Head of Cricket MCC, Marylebone Cricket Club

Executive Manager, Group Strategy, St George Bank

Mine Manager, St Helena Gold Mines Limited

Director, Nuclear Operation Dept, Taiwan Power Company

Category Executive, Tastic Rice Corporation

Head Sales & Operations, Banking & Financial Services, Tata Consultancy Services Ltd

Business Development Manager, Thames Water Utilities Ltd

Chief Operating Officer, The Tetley Group

Managing Director, Thyssenkrupp Industries India Pvt Ltd

Economist Level 8, TOT Public Company Ltd

Chief Executive Officer, Tyres4U

Director, Business & Planning, Warner Bros International Television

Director – Corporate Finance, Westpac Banking Corp

Chief, Corporate Procurement, World Bank Group

Chief Executive Officer, Xerox Data Master Office Automation


TANGIbLE bENEfITS

AGATHA KESSLERCEO and Principal, Fentress Architects

Why did you choose the Oxford Advanced Management and Leadership Programme?Our organisational goal is international expansion. To achieve this we need to be unbeatable in terms of how we execute our strategies; we need highly motivated employees and the latest techniques for evaluating and examining what we are doing in our organisation.

I chose the OAMLP to help me be this catalyst for changeThree weeks out of my work schedule is a big investment, but having completed the Oxford Finance Programme I felt the OAMLP was the essential next step. It appealed because it covers complex subjects that are completely relevant to what I do on a daily basis.

What did you learn? Most importantly, I learnt to learn. Creative industries like ours rely on a learning culture to succeed. I filled an entire notebook with new knowledge and ideas!

Since Oxford I try to lead less and instead concentrate my efforts on motivating people. I now see myself as ‘head coach’. Once I have coached my team and they have developed the confidence and strength they need, I step aside and let them lead, which is motivating for them and helps drive growth.

I have shifted from spending 80% of my time with 20% of my team to spending the majority of my time with the 80%. I now spend far more time in the studio and with clients and partners, trying to listen more closely. Every minute of my day is spent with people.

It also gave me a new perspective on making decisions. Take technology for example: the tendency is for companies to introduce new technology to replace the old. But I learnt to ask myself: “what business opportunities could this new technology provide?” If there isn’t a clear answer then there is no point replacing the old technology just for the sake of it. It has made me more strategic and changed the way we operate.

What were the highlights?My tutor/coach was brilliant. What surprised me was how she cared about my long-term well being. She asked me where I personally would like to be versus what is good for the company – that really humanised the whole experience for me. She was so committed and gave me so much of her time. She earned my respect totally.

The people on the programme were also fantastic and we bonded fast. The participants came from 22 different countries and the perspectives were incredibly enriching.

Oxford is the perfect environment for executive programmes. Not only does it have first-class professors and guest speakers, but also a

dedicated support team whose sole purpose is to make your learning experience as beneficial as possible. They thought about our every need – from the food we ate, which was excellent, to the extra-curricular activities. We were offered a personal trainer, yoga classes, painting and archery – the rationale being that in your three weeks at Oxford you can fundamentally change your behaviour. I haven’t seen this anywhere else.

How would you describe the ROI from your time at Oxford?The network is invaluable. The group was very tenacious. We are all very busy people, yet email each other on a regular basis. Every person should have a personal ‘board of directors’ whose judgement they trust. There were a couple of participants in the class who have become my sounding board for both personal and business challenges. This is incredibly valuable.

A single bad decision can be very expensive. We now collectively make fewer mistakes, so the programme has significantly enhanced our competitive edge. Given that one of our key goals is international expansion, this is crucial.

AGATHA kESSLEr IS CEo ANd PrINCIPAL of fENTrESS ArCHITECTS, wHICH HAS woN oVEr 350 AwArdS for ITS dESIGNS, SuCH AS ‘worLd’S bEST AIrPorT’ SIx yEArS IN A row. SHE HAS AN MbA ANd 26 yEArS’ ProfESSIoNAL ExPErIENCE, INCLudING four yEArS AS A LECTurING ProfESSor.

“What I learnt in the first morning paid for the whole three-week programme. And the learning doesn’t just stay with me. I run regular lunch and learn sessions to share what I have learnt with my staff, and to evolve the thinking further. The ROI (both in terms of time and cost) has been excellent.”


I chose Saïd Business School because I needed to re-invent myself and the company As CEO of a company in an emerging market and with the world economy in turmoil, I needed a programme to help me re-invent myself and the organisation. I wanted to learn from fellow students and was drawn by the fact that a healthy mix of participants from developed and changing markets in my cohort were from emerging economies. The three-week time-frame worked well for me, it was as much time as I could spare. The content and condensed approach was perfect.

The OAMLP made me realise that everything comes down to good or bad leadershipI learnt something from every lecture. The programme kicked-off with an excellent

JACquES NELL IS CEo of dATA MASTEr, A xErox AuTHorISEd dEALEr bASEd IN SouTH AfrICA. IN 2011, oNE yEAr AfTEr HE CoMPLETEd THE oAMLP, THE CoMPANy INCrEASEd ITS ProduCTIVITy by 27%, STAff rETENTIoN wAS AT 99.5% ANd dATA MASTEr wAS MuLTI-AwArdEd SouTH AfrICAN ‘buSINESS of THE yEAr’ (CHAMbEr of buSINESS ANd PMr AfrICA LEAdErS ACHIEVErS).

lecture about the world’s challenges at country level and what we can learn from past successes and mistakes. The Social Responsibility lecture was a real highlight. It pointed out the importance of community understanding, showing how many countries have failed due to a lack of social responsibility.

The day-long workshop on ‘Voice, Vision and Vitality’ was invaluable. It was run like a drama class and taught you how to get people to buy into your vision by adding drama to the presentation. At first I thought “I don’t need this, I speak in public all the time”, but as a result of that workshop I have become much more convincing.

It was also the first time I had been coached – normally I’m the one doing the coaching. It helped me re-evaluate my life, something I don’t normally have time to do as I’m too busy achieving goals.

The programme taught me to be a better listener. In one exercise we had to listen for three minutes without interrupting once and not give any advice until we had been given the full picture. It encouraged me to evaluate the complete case before making a decision.

It inspired me to reach out to the local communityI have always been a community focused person, but the programme convinced me to prioritise this. The Oxfam lecture at Oxford made me realise the value of helping people to improve their lives. After the programme we set about providing resources to schools in the poorest areas, increasing the chances of people graduating.

Internally it has had the effect of binding the staff together. People have started reaching

out to their community off their own back, volunteering in orphanages, handing out food and so forth. This changes lives.

Externally our work has been recognised by the Nelson Mandela Foundation and people in the community have a greater respect and attachment to our brand.

I learnt how to future-proof the business by energising the teamMy coach at Oxford helped me re-evaluate our core business sectors, identifying which areas would actually benefit growth. We also looked at the bigger picture goal: how can we create jobs in South Africa.

I have worked hard to be more motivating, using the techniques I learnt. When I returned from Oxford I told the staff “I only want you to come to work if you have a song in your heart – if you’re feeling down, don’t come in that day because you will affect everyone around you.”

We have had challenging times, but rather than make anyone redundant, I convinced staff to work two hours extra per day. I didn’t have to ask a single person to leave and if anything people have become increasingly committed. Out of 450 direct and indirect employees, we only lost two people who didn’t share the vision and left of their own accord. We have very low absenteeism and morale is high.

As a result of the programme, the company has a new direction with an emphasis on improving productivity in order to survive and grow. I have implemented so much, and it’s working. We have seen a 27% increase in productivity.

“Taking a month out isn’t easy but it’s an investment in knowledge which will last a life-time. To get out of the ring and be a spectator is invaluable. Our recent successes, my long-term vision and the community work all come from Oxford. It stepped up my game as a whole making me a better person and leader. It was an amazing experience.”

JACqUES NELLCEO, Data Master


A VIEw froM THE brIdGE

For further case studies go to www.sbs.oxford.edu/oamlp

How the OAMLP helps Saudi Aramco maintain a competitive edge to drive financial growth.

Saudi Aramco is a global petroleum enterprise employing over 55,000 people in 66 different countries. Twelve of its top leaders have attended the OAMLP in the last six years.

THE ORGANISATIONAL PERSPECTIVEWhat does Saudi Aramco expect from its leaders?For a global multi-billion dollar organisation like ours it is critical for the success of the business to have leaders who can respond to the unexpected and make mid-term corrections to business plans if necessary. They need to be able to think strategically, holistically, corporately and globally.

Why the OAMLP? Our top leaders can choose developmental programmes from a carefully selected list of programmes offered by the best universities and business schools. The OAMLP is very popular in our organisation because it focuses on the real challenges of doing business in the 21st century. It equips our leaders with the ability to make decisions in an unpredictable, fast-changing environment where they are unlikely to have all the answers.

How do leaders benefit from the programme?It takes them out of their silos and makes them think about how their decisions impact not only the organisation but

Ken Rediker PhD, is Director of Management Development at Saudi Aramco. He is responsible for working closely with corporate and executive management to identify, select and develop the company’s senior leadership.

also the economy, society and the environment. The result is that they make more responsible and holistic business decisions. Also the programme attracts some of the highest calibre executives from across the world. This offers excellent networking opportunities and improves the cultural awareness of our leaders which gives their strategic planning a more global dimension. They often contact fellow alumni from the programme to get their insights and recommendations on doing business in their country.

What impact does the programme have on Saudi Aramco’s business?The feedback is excellent. Some of our leaders have been in the organisation for 25 years. They return from the programme refreshed, with a renewed sense of vigour. They start reaching out for more information; they want to challenge themselves and their teams to move forwards. People have said that their teams seem more energised and inspired. We are now seeing a common business language develop across the organisation, which takes into consideration different cultures and mindsets – ultimately resulting in better decision making.

What is the return on investment?We see the OAMLP as an essential investment in the people who are responsible for taking the organisation forwards. More informed and better prepared leadership gives you a competitive edge, particularly in difficult times. The programme is a key element by which we can accelerate the development of our most promising leaders, making them ready sooner to take on more senior leadership roles.

“We see the OAMLP as an essential investment in the people who are responsible for taking the organisation forwards.”


THE CoLLECTIVE rESPoNSIbILITy of ModErN LEAdErSCollective failure of leadership has significantly contributed to gloomy economic conditions and growing inequalities. In many countries across the world we are seeing public protest against social and economic disparities. Economic and psychological repair will only happen if leaders share a collective responsibility to shift the paradigms. We have to move on from the erratic behaviours of the past.

I believe we have reached a tipping point in the social, political and corporate order. More and more I am seeing very successful leaders who are inquisitive about the bigger picture, the broader philosophies and ideologies of life. They inspire a strong sense of purpose that goes beyond the organisation, asking the question: “how does our work make the world a better place?”

Here are some of the deep shifts in strategy, leadership and governance:

Integrating social and commercial value creation in business modelsIn the past, with some exceptions, established corporate practice has been to maximise the value for shareholders and social obligation was seen as an optional extra. This situation has changed. We are seeing strikes and manifestations of anger about the challenges facing our welfare states. It is not enough to rely on our debt-ridden government agencies to address these challenges – we need to resolve them collectively.

Investing in social uplift is therefore no longer an option – it needs to form an integral part of the business model. For example many organisations are offering ‘affordable’ products and services to people at the bottom of the pyramid. This shift opens up new long-term growth opportunities for the organisations and at the same time it seeks to improve the quality of life of the people. While there is clearly an ‘image return’ in this kind of activity, it also has a commercial value.

When everyone feels included, productivity increasesOver the last three decades it was not uncommon to see the highest paid employee in a company receiving 150 times more salary than the lowest. Not only is there a moral issue here, it is also a major cause of social stress. The only way organisations are going to be more sustainable is to make people feel included, not excluded. Of course we need to compensate for exceptional talent. The backstage performers are also an important link in the productivity and value creation chain. Great companies and leaders induce superior performance not by financial incentives alone, but also through respect, identity, development and pride.

Cultural diversity is a source of competitive advantageSome organisations, and even some nationalities, prefer to work with people of the same flock. They are more comfortable when there is shared ethnicity, language, customs

and rituals. But diversity brings far more edge. Businesses which are diverse are more agile and have more ideas.

Organisations in the UK have done a great job on this front with a highly diverse workforce. This open approach allows organisations to benefit from the knowledge that exists at the interface of cultures, preparing organisations for a 21st century world in which new markets often exist beyond the old borders.

The way to create value is to seek out the win-winLeaders who create value in the 21st century are those who understand the interests of all stakeholders and are able to create win-win situations in the most optimal way. It is wrong to put disproportionate emphasis on the interests of one party over and above those of another or to seek an unfair advantage. Companies that create win-lose scenarios are eventually going to feel the effects of the loss themselves, as they too are part of the community. Businesses cannot exist outside of the community. This is particularly true in a world that is shrinking due to the globalising effect of the internet and social media.

In great organisations the strategic direction and the way the company is governed are directly connected to the collective vision and inspiring thoughts of the leadership team. The result is that all the employees live and breathe the organisation’s higher purpose and deliver superb performance.

Lalit Johri is Director of the Oxford Advanced Management and Leadership Programme (OAMLP) at Saïd Business School. He shares his thoughts on how leaders can make a big impact during these difficult times.

“We invite you to explore these shifts, and other critical and contemporary issues faced by organisations and their leaders, on the Oxford Advanced Management and Leadership Programme.”


NETworkSNetworks open to participants include:

OXFORD FUTURES FORUMThe Oxford Futures Forum aims to: forge and support an international community of future-minded practices aimed at actionable knowledge; identify and investigate academic and practitioner interests and relate them to each other; reveal scenarios theory and clarify and extend effectiveness through practice review and linking with other fields; enable effective networking and co-produce publications (eg: two books were produced from the first Forum in 2005).

PRIVATE EqUITY FORUMOrganised by the Oxford Private Equity Network and supported by Saïd Business School, the Private Equity Forum addresses the opportunities and challenges facing global investors in today’s dynamic environment. Previous panellists have included: Christopher Spray of Atlas Ventures; Edmund Lazarus of Englefield Capital; Jonathan Blake of SJ Berwin; Markus Golser of Graphite Capital; Robin Jarratt of CVC Capital Partners and Joe Haim of Egon Zehnder.

SILICON VALLEY COMES TO OXFORDOnce a year Saïd Business School invites technology business leaders, entrepreneurs, venture capitalists and others from Silicon Valley, California, to come to Oxford and take part in masterclasses and panel discussions. These classes give valuable insight into up- and-coming technologies as well as providing networking opportunities with key members of the Silicon Valley business community. Previous guests have included: Max Levchin, Chief Technical Officer at PayPal; Raymond Nasr, Director of Executive Communications, Google Inc; Jeff Skoll, Co-Founder and President, Ebay and Bob Weinschenk, President and CEO of Pixim, Inc.

THE DISTINGUISHED SPEAKER SERIESThe Distinguished Speaker Series provides a further opportunity for all students of the School to meet with leaders in business on an open and informal basis. Previous speakers (who are normally CEOs, chairmen or founders) have included: Sam Laidlaw, CEO of Neptune Oil & Gas; Hector Sants, CEO Europe of CSFB; Richard Greenhalgh, Chairman of Unilever; Roland Berger, Founder of Roland Berger & Co and Dame Stephanie Shirley, Founder of the FI Group.

OXFORD BUSINESS ALUMNI NETWORKThe Oxford Business Alumni (OBA) Network is the official global business alumni network of the University of Oxford, Saïd Business School. With more than 10,000 members, living in 129 countries across the globe, the OBA Network is truly a world-class, international business community.

As an OBA Network member, graduates of the Oxford Advanced Management and Leadership Programme will be able to maintain a lifelong connection to the School and the wider business community at the University of Oxford. Membership benefits include invitations to a wide range of academic, networking and social events; access to the online OBA Directory, social media communities and OBA Network website; and opportunities to join regional OBA Chapters across the globe, and industry- or region-specific Oxford Business Networks.

OXFORD BUSINESS NETWORKSThe Oxford Business Networks (OBNs) provide opportunities to develop your interest in particular industries, sectors or global regions. Each industry- or region-specific OBN is driven by a student-alumni partnership that promotes the exchange of ideas and knowledge. Throughout the academic year, the OBN student committees organise talks, workshops and company visits that alumni are invited to participate in or attend.

For centuries, the University of Oxford has produced some of the most influential and respected people in business. Oxford graduates are represented in every Fortune 500 company, country and government in the world.


APPLy Now

Participants should apply online at www.sbs.oxford.edu/apply

If we can help you with your application please contact the Open Programme TeamTel: +44 (0)1865 [email protected]

For further information contact Michela Rossi T +44 (0)1865 422565 email: [email protected] or visit: www.sbs.oxford.edu/oamlp

© 2013 SAID BUSINESS SCHOOL. PHOTOGRAPHY BY DAVID FISHER & GREG SMOLONSKI

Saïd Business SchoolUniversity of OxfordExecutive Education CentreEgrove ParkOxford OX1 5NYUnited Kingdom

Contact:Michela RossiT +44 (0)1865 422565 [email protected]/oamlp

Correct at time of going to press (May 2013)

SAID BUSINESS SCHOOLSaïd Business School is one of the world’s leading and most entrepreneurial business schools. An integral part of the University of Oxford, the School embodies the academic rigour and forward thinking that has made Oxford a world leader in education. The School is dedicated to developing a new generation of business leaders and entrepreneurs and conducting research not only into the nature of business, but the connections between business and the wider world.

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