Monitor Executive Development

Bernie Jaworski, President of Monitor Executive Development, presented a session titled “The Future of Executive Development” (PDF) at the Academy of Management’s annual conference. His session was part of a symposium titled “The Shifting Landscape of Executive Education” which was chaired by Jay Conger of Claremont McKenna College. Other panelists included Tamara J. Erickson, The Concours Institute; Todd Jick, Columbia Business School; Grace MacArthur, Mattel; Jaki Sitterle, NYU Stern Executive Education and Evelyn Taylor, Reed Elsevier.

Corporate University Summit
Driving Business Results Through Continuous Learning & Training
May 19 - 21, 2008
MGM Grand Hotel & Casino, Las Vegas, Nevada

Bernie Jaworski, President of Monitor Executive Development and Jim Wortner, Executive Director of Global Marketing at Amgen will present a keynote on Wednesday May 21, 2008. Bernie & Jim will discuss Just-in-Time Executive Development and how Amgen used the approach to make critical choices and build critical skills in anticipation of a new product launch

June Delano, Principle and Senior Practice Leader, will present a master class May 21, 2008 on designing executive development to accelerate change. June will talk about how to combining learning theory, organization development and business savvy to create extraordinary learning experiences.

New Development Strategies for the New High Potentials (PDF)

On April 1, 2008, June Delano, Principal and Senior Practice leader of Monitor Executive Development presented a workshop at the Talent Management Superconference in Orlando, FL on development strategies for the Millennials generation. This well-publicized generation is moving into leadership positions, side-by-side with Baby Boomers, GenX and GenY. Established processes for identifying and grooming high potentials were not designed for this multi-generational workforce, which holds wildly diverse ideas about achievement, ambition, balance and change. June’s session looked at experiments and innovation in high potential talent management.

“Scenarios, Executive Learning and the Future”
What are the biggest challenges facing executive development in the future? This is the question addressed by Monitor Executive Development and Global Business Network in conjunction with the Institute of Executive Development at a November 14, 2007 workshop in Palo Alto, California. Hosted by Hewlett-Packard, "Scenarios, Executive Learning and the Future” brought together 45 learning executives from companies in the Bay Area such as Adobe, Oracle, Symantec and Intuit.

The three hour discussion & workshop began with Karin Stawarky highlighting Monitor Executive Development’s research that shows that executive development tends to focus more on current business issues than on future challenges. Eamonn Kelly of Global Business Network followed with a talk highlighting the five outdated mindsets that leaders in the Western world need to re-examine in order to thrive in the decades ahead. The event culminated in a scenario exercise that had participants engaged in small group discussions around potential future scenarios and their impact on executive learning. Click here to view some of the insights that came out of the discussions.
If you would like to learn more about the event and methodologies used, please contact Tanya Melillo at Tanya_Melillo@Monitor.com.

Real Time Executive Development event
On September 26, 2007, Monitor Executive Development hosted a breakfast panel discussion at the Fairmont Miramar Hotel in Santa Monica, CA. Los Angeles area learning and development professionals came to hear panelists, Mike Morrison, Vice President for Toyota University at Toyota North America and Jim Wortner, Executive Director, Global Marketing Bone & Inflammation Therapeutic Area Head at Amgen as well as moderators Bernie Jaworski, president of Monitor Executive Development and Eamonn Kelly, head of Global Business Network, lead a roundtable discussion about Real Time Executive Development.

Raising the Bar in Executive Development
In this executive briefing panel discussion, hosted by Monitor Executive Development and Russell Reynolds, panelists shared their experience and fielded questions on the current and future state of executive development as well as the most significant challenges faced by development professionals. The panelists included: Barbara Nobles Crawford, Vice President, Talent Management at Hanover Insurance Group; Hy Pomerance, Executive Director, Global Talent, UBS: Tony Rutigliano, former Vice President and Chief Learning Officer, ADP and Albert Siu, Vice President, Learning & Development, Boston Scientific. The breakfast session was held at the Boston Harbor Hotel on June 15, 2007.

Developing High-Impact Leadership Programs
Monitor Executive Development attended BME Global’s 3rd Leadership Training and Development Conference, February 21-23, 2007, in Barcelona, Spain and presented a workshop on leadership development.

The conference was designed for SVP/ VP/ Senior Director/ Director/Manager of Human Resources, Leadership Development, Training & Development, Coaching & mentoring, Talent Management & Workforce Planning, Employee Development, Organisational Development, Organisational Effectiveness, Talent & Recruiting, Organisational Capability, Chief Talent Officers.

The topic of the workshop was Developing High-impact Leadership Development Programs. Leadership development is a potential source of sustainable, competitive advantage, yet most companies fail to capitalize on that potential. This workshop explored the pivotal choices which determine whether participants’ leadership development systems are an essential business process or whether it is simply “another HR thing.” The workshop introduced a practical framework for creating high-impact leadership development, with implications for resourcing, designing, staffing and positioning leadership development activities. There is no right answer — one company’s highly successful program could be another company’s failure. So how do you know what is right for your organization? Working in small groups, participants were able to diagnose their own company’s efforts and identify opportunities to accelerate the impact and effectiveness of their leadership development system.