oxford strategic leadership programme

The programme surprises people but its often their own response to the week that surprises them more.

oxford STRATEGIC leadership programme

welcome to the oxford strategic LEadership programme

It was an honour to take over the direction of the Oxford Strategic Leadership Programme (OSLP) the flagship senior leadership programme of Sad Business School that has been evolving over the past 30 years, through a fine balancing act of experience and experiment. I worked with Marshall Young on the programme and through several iterations have loved the stimulation and the raft of new ideas that come from spending an intense week in Oxford with faculty and reflective leaders from all over the world. For me, the DNA of the OSLP is like no other programme. There is a rhythm to the week that moves from macro to micro, from global to personal and a momentum through each day that goes from the cerebral, the disruptive through the reflective and conversational to more experiential, metaphorical inputs. In the act of embracing new knowledge, people start to remember things about themselves that they had all but forgotten. Away from the daily urgencies of work, they find they can give their whole attention and find learning in unexpected quarters. The programme surprises people but its often their own response to the week that surprises them more. They come away, experienced and skilled as they already were, nonetheless thinking somewhat differently about themselves and about their organisations. My career to date has been an eclectic, non-linear search for territory in which I can share new ideas with interesting people, where I can make productive connections between the seemingly unrelated and, in the process, learn and help others to learn. The OSLP proves fertile ground for these things and I very much hope you are able to sense the possibilities this presents.

TRACEY CAMILLERI Programme Director

www.sbs.oxford.edu/OSLP

Programme Director Tracey Camilleri explains how this Oxford leadership programme will give you a refreshed sense of possibility, new perspectives on the world and its challenges, and a keener sense of your own leadership imperative.

Q&A
What is the purpose of this programme? Leadership is an elusive quality. We know it when we see it; yet it remains undefinable, sensitive to the particulars of context. The OSLP does not provide a single model of the right way to lead it allows participants to explore and experiment with the best ways for them to lead their organisations in a dynamic world. What is clear is that todays leaders need an ever broader framework of understanding and knowledge. A leader must cope with circumstances that are intrinsically complex and uncertain. In order to create change, to motivate others to act and to exercise good judgement under pressure, you have to be able to harness intellect, emotion and intuition. You also need an evolved sensitivity to the subtleties of human nature and a high degree of self-knowledge. Thus, strategic leadership cannot be reduced to a list of discrete components or skills. This realisation is the starting point for the OSLP. Through this five-day leadership development programme you will find your assumptions and beliefs challenged. You will learn new ways to ask questions and may leave with many more than you had when you first arrived. But above all, you will return to your organisation refreshed, re-energised and ready to inspire. HOW IS THE PROGRAMME STRUCTURED? The OSLP provides opportunities for you to examine your leadership challenges through different lenses and perspectives. Leadership is not only about problems to be solved, but also about paradoxes to be managed and the exhausting business of coping with constant connectivity. This balancing act requires not only new ideas but also an increased robustness and self-knowledge. The programme draws on the arts extensively to develop these areas music, theatre, poetry, photography are all used to bring new perspectives to the narrative of leadership. Like Oxford students, you will be expected to participate very actively in the learning process. We aim to provide a highly personalised approach on the OSLP experience. Flexibility within the programme design enables you to concentrate on your own learning agenda. Focused tutorials, sessions on practical leadership topics, and time to reflect means you can find ways to address your immediate leadership challenges, but also take time to consider longer-term planning and challenges. There is a purposeful shape and a deliberate rhythm to each day on the programme, and the week overall. Intellectual inputs (theories and perspectives) are juxtaposed with experiential sessions (such as music, theatre, poetry). Time to reflect and digest is crucial to the success of the programme design, and through this, a level of intensity is created very different from the pressure of everyday work and deadlines. This level of intensity comes not from ploughing through reams of material, or working on case studies, but from the variety of the stimuli you receive. Meet our Programme Director, Tracey Camilleri to learn more at www.sbs.oxford.edu/oslp

oxford STRATEGIC leadership programme

The programme surprises people but its often their own response to the week that surprises them more. tracey camilleri Programme Director

WHAT WILL YOU GAIN FROM ATTENDING THE PROGRAMME? By attending this programme, you will encounter a holistic approach to leadership, as you are encouraged to see your role in the context of todays ever changing, global environment. You will debate big issues economic, political, technological and social as you consider questions such as what does this mean for my organisation? and what does it mean for me as the leader? We aim to re-energise you as one who leads other leaders. Through exposure to new ideas, different viewpoints, challenging experiences and peer to peer learning you will resume your role refreshed, and with greater clarity of thought and vision. On leaving at the end of the week, many of our new alumni express their initial thoughts; for many it has been an important time to reconnect with the self. They feel they have been on a journey that has lifted a fog created by day-to-day pressures and demands, and they can once more properly evaluate what is important. Over the past 30 years, participants on the OSLP have been an eclectic mix of leaders from around the world CEOs, leaders of political parties, headteachers, defence chiefs, senior partners of law firms, industrialists, regulators, central bankers, civil servants, entrepreneurs to name a few. Nonetheless, despite their different backgrounds, they have been united by a common desire to learn and to develop better minds, hearts and hands.

You will see yourself anew, reflected within a trusted group of faculty and peers. On this programme we choose not to rely on 360 degree assessment, or psychometric tests. Instead, we provide an opportunity to step outside your comfort zone, in a safe, risk-free environment. You will be able to use your peers as your sounding board, and from this, focus on the areas of most personal relevance to you.

WHAT MAKES THE OXFORD STRATEGIC LEADERSHIP PROGRAMME DIFFERENT FROM THE LEADERSHIP PROGRAMMES OF OTHER BUSINESS SCHOOLS? Sad Business School lies at the heart of the 800-year-old University of Oxford. The programme is able to integrate some of its most cutting-edge research, particularly in the area of 21st-century contextual challenges and opportunities. This research is not confined within the boundaries of the Business School; the programme draws on the resources of the wider University. This means that leadership is explored through many different lenses, to stimulate you to think more broadly about the context in which you are leading. Those who join this programme do not come to find new tools for the kitbag. They come for the opportunity to reflect, to reconnect with themselves, to be challenged and discomfited, to question and be questioned. How do we achieve this? By adopting the Universitys pedagogic model the tutorial as a key programme cornerstone. Learning is iterative and at its most powerful when the result of conversation and engagement; disagreement is valued as a great asset in the theatre of Oxford. The programme employs University tutors who accompany participants throughout the week and who act as sounding boards, provocateurs and coaches, both in small groups and 1:1.

www.sbs.oxford.edu/OSLP

The Oxford Strategic Leadership Programme is not a binder that you place on a shelf and quickly forget; it remains a part of your DNA. gail lyle Previously Commissioner of Finance, State of California, USA

programme delivery
Uniting those with a passion for learning and a desire to be a world class leader A great source of learning on the programme is the participant group itself. The opportunity to connect with others who share similar challenges and to debate new concepts and ideas together, with tutors, is invaluable. There is a blurred boundary between faculty and participants, promoting a collaborative spirit. Teaching and learning is always two-way. Most participants bring with them years of experience in a number of different roles, as well as highly individual personal leadership challenges. Having already held senior leadership positions for some years, the average age range of participants is usually 4055 years. Multiple Layers of Interaction The programme has different layers of interaction built into it, creating a rich ecosystem of conversational opportunities. Plenary sessions are complemented by the syndicate group six or seven participants, facilitated by a tutor providing a thread through the week. This creates an intimate space in which to air, share and contrast different views, reactions and insights. The syndicate group is in many ways the engine room of the programme and gives you an opportunity to explore the particular themes and issues most pertinent to you. Syndicates are, in turn, reinforced by sessions that bring together different combinations of participants with faculty members. Here, interaction and learning is catalysed (drawing on, for example, poetry, a classic text or some other stimulus) to provoke semi-structured conversations. Towards the end of the week you will have the opportunity for individual conversations with tutors and other faculty. This focuses attention on the issues or themes that have the most personal relevance and are a means of helping you sort through the key strands of the leadership narrative that is emerging for you. faculty Constantly evolving, OSLP keeps up with cutting-edge management best-practice and the rapid pace of change. Around 2030% of the programme changes with each iteration to ensure our team of faculty bring fresh, challenging ideas and perspectives to the week. To see an updated faculty list visit www.sbs.oxford.edu/oslp

oxford STRATEGIC leadership programme

As someone considering this programme, you will have significant experience and will be responsible for leading others and making important decisions. You may find yourself facing new leadership challenges or welcoming an opportunity to re-examine your leadership assumptions. On this programme you will be part of a group with a wide range of cultural and organisational backgrounds.

a typical class profile Number of participants by sector

EDUCATION ELECTRONICS/COMPUTER FINANCE/INSURANCE HEALTHCARE 2 2 4 3

MEDIA/ENTERTAINMENTS/ART 3 OIL & GAS PHARMACEUTICALS/BIOTECH PROF SERV/CONSULTING/LAW PUBLIC SECTOR/NGOS 2 2 1 7

RETAIL/WHOLESALE 3 TELECOMMUNICATIONS 2

number of participants by region

6 2 4

1 1

To learn more about those who attend the OSLP visit www.sbs.oxford.edu/oslp

www.sbs.oxford.edu/OSLP

OSLP presents a wide range of learning experiences through the week. These are challenging, innovative, fun, and have given me many opportunities to think through how to get the best out of people, and achieve goals. janet dore Chief Executive Officer, Transport Accident Commission, State of Victoria, Australia

programme experience
audrey branch Deputy Director of Banking, Guernsey Financial Services Commission November 2011 Why did you join the Oxford Strategic Leadership Programme? When I was promoted it was recommended that I should participate in a leadership course. A colleague had previously attended this programme. It was clear that he had benefited I could see that he had fresh ideas and was using them. He was promoted and I got his job! I looked for an alternative, but identified that this was the only programme that met all my learning objectives. How would you describe the learning experience? I was impressed by the variety of different learning opportunities, presented by people with passion for their subject. The tutors were outstanding; posing what appeared to be simple questions that set our group off on discussions that challenged our thinking. The sessions were so well facilitated that I learned as much from other participants leadership stories as I did from the sessions themselves. It was fascinating to discover that although we were a diverse group of individuals we all had common leadership themes to address through participation in the course. Our learning was embedded through group and individual practical activities, including play. So we had fun too and everyone participated. Highlights for me were the discovery of leadership through conducting a choir and a group discussion Leadership and the Humanities with Professor John Lennox, which could have continued for hours. What impact did the programme have on you? Apart from the learning experience this was an opportunity to take time out from the office and reflect on my own leadership behaviour patterns. I have a new freedom. Im more confident and more engaged with other peoples stories. Leadership skills are life skills. What advice would you give someone who was considering joining this programme? You wont be given the answer to a specific leadership problem you may have, but you will be given a leadership toolbox, which is much more valuable. Expect to surprise yourself.

oxford STRATEGIC leadership programme

greg baxter Vice President (Partner), Booz and Company, UK May 2010

Why did you join the Oxford Strategic Leadership Programme? Partnership in a professional advisory firm is lived in the service of clients and development of colleagues. Looking forward I could see an ever increasing demand to provide leadership externally to our clients and internally within the firm. Looking back, I realised my perspectives on leadership were based on an eclectic and fragmented mix of experiences, opportunities and research. The OSLP provided a unique opportunity to challenge and expand my thinking on leadership, facilitated by a remarkable and diverse set of practitioners and researchers. What impact did the programme have on you? The programme provided the time and space to reflect deeply on the experiences, to absorb them and personalise them. I found

myself asking what was my story, and why would people choose to follow me? While no programme could provide answers to these fundamental questions, the programme expanded my horizons, provided structures to help formulate my thinking and created a greater understanding of the role in awareness and connectivity in professional leadership. All of this, learnt in a wonderful array of settings; from childs play, classic literature, music, personal and practical experience and research. This was a rare retreat to challenge myself, and has, hopefully, made me a richer and more expansive leader and thinker.

To watch a recent participant talking about the programme go to www.sbs.oxford.edu/oslp

www.sbs.oxford.edu/OSLP

programme experience
sue plummer Chief Executive/ Director of Patient Services, the Peace Hospice, UK May 2010 How would you describe the programme experience? Reflecting a year on, I believe the programme experience was more about developing a better understanding of myself and having the chance to reflect on my own leadership capabilities. My learning was most definitely enriched by spending time with peers who came from such very different backgrounds there were only two others in the health sector.

I was exposed to many different ideas, approaches and perspectives. This was very stimulating, being further enhanced by spending time with others whose leadership experiences were very different to my own. To give an example: one member of my syndicate group arrived with very fixed ideas about leadership. Watching him change over the week, seeing how his ideas about leadership changed, gave me real insight into how my own people approach change and how sometimes it can take a very long time.

What impact did the programme have on you? What has been lasting for me is that I am now prepared to think more widely not to be channelled into thinking I have to know all the answers, or to think in a particular way. It is easy to get overwhelmed with the day-to-day challenges of leading an organisation. I learned from the different approaches we were exposed to. I think I am now more emotionally engaged with the people who work for me and understand more their reasons for working at the Peace Hospice.

What impact did the programme have on you? I am really glad that I attended the programme. The timing was perfect for me it came at a time of change. trueman goba Executive Chairman, Goba (Pty) Ltd, South Africa November 2009 Since attending, I feel weve made great progress. Whether I could have done this without Oxford is difficult to tell. But certainly I was able to clarify some key things in my mind during my time on the programme.

I have also recently faced some of my biggest challenges to date; this has been very emotionally challenging. Again, whether I could have got through this without the insights I gained at Oxford I am not so sure. What advice would you give to someone who was considering joining this programme? I wouldnt share all the details its always different after all! Id encourage the person to come if he or she was

somebody who aspires to do things well, and continually to improve. You meet fantastically interesting people from all over the world who have one thing in common everything within their organisation ultimately rests on their shoulders. I would advise them just to be curious, to be open to asking questions and to be prepared to be part of discussions with people who sometimes have a very different perspective.

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oxford STRATEGIC leadership programme

leadership skills are life skills.

www.sbs.oxford.edu/OSLP

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I think its amazing how OSLP pulls together what I would consider to be cutting-edge best practice management activities and sessions. todd krieble General Manager, Reporting & Communications, Ministry for the Environment, New Zealand

peer to peer network

Oxford draws together a high level of regionally diverse participants from a wide range of sectors. This enhances the learning experience itself, but also by joining this programme you will become part of a network of senior professionals who have been through this transformational programme themselves.

Participants were working for the following organisations at the time of their programme attendance:
Aerospace/Automotive/Machinery Anand Automotive Systems Ltd BAE Systems Behr India Ltd Unipart Group of Companies Agriculture/Forestry/Mining Barrick Gold Corporation Federal Land Development Authority (Felda) Kulim (Malaysia) Berhad Construction/Real Estate/Building Materials Chardon Industries Ltd Goba (Pty) Ltd Kokon Architecture & Urban Planning SITQ Education Kingsbridge Community College Monash University St Peters CE Primary School University of Waikato Electronics/Computer Hardware/ Software Canonical Group Ltd MIS International Inc Extra-Territorial Organisations/ NGOs/Charities European Commission European Patent Office The Peace Hospice World Vision

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oxford STRATEGIC leadership programme

Finance/Insurance Arizona State Credit Union Asian Development Bank Bank of Jamaica Brookwood Financial Partners LP Central Bank of Norway Citibank Nigeria Limited Commerzbank AG Deutsche Bank AG Eastern Caribbean Central Bank Ernst & Young AG PricewaterhouseCoopers The Royal Bank of Scotland Food/Beverage Producers Bodega del Desierto British American Tobacco Bangladesh Wells & Youngs Brewing Company Ltd Healthcare Canadian Agency For Drugs and Technologies in Healing KPJ Healthcare Bhd St Marys Hospital Center UK National Health Service Leisure/Hospitality/Media/Arts Guardian Newspapers Ltd Radisson Edwardian South African Rugby Union Wiley-Blackwell Oil/Gas/Energy Producers British Nuclear Fuels Plc Exxon Mobil Corporation Petroleo Brasileiro SA Petrobras Shell International Gas Limited Pharmaceuticals/Biotechnology Emergent Biosolutions Merck KGaA Teva Neuroscience Teva Pharmaceuticals

Professional Services/ Consulting/Law Accenture Grant Thornton LLP KPMG Platinum Underwriters Bermuda Quagon Consulting Temporal Brand Consulting (Thailand) Ltd Public Sector Government of New Zealand London Borough of Merton Ministry of Education, Malaysia New Zealand Ministry of Health Royal Australian Navy Warwickshire Police Force Welsh Assembly Government Raw Material Processing (Chemicals/Steel/Paper etc) Dow Chemical Company ExxonMobil Chemical Henkel Teroson India ICI Pakistan Ltd Retail/Wholesale Capital Shopping Centres plc Digital Elite Nigeria Ltd McDonalds Europe Pick n Pay Telecommunications 3Com BT Plc Saudi Telecom Company Vox Telecom Ltd Transport/Logistics DHL Kansas City Southern Railway Port of Tilbury London Ltd TNT Holdings Deutschland GmbH

Range of roles/job titles which reflect the level of experience of participants:

Ambassador Board Director CEO/Chief Executive Chairman Chief Financial Officer Chief Information Officer Chief Operating Officer Commissioner Consultant Deputy Chairman Deputy Chief Executive Deputy Director Deputy Vice Chancellor Director Divisional Board Member Executive Chairman Executive Director Executive Vice President Financial Director Founder General Manager Group Chief Executive Group HR Manager Group Manager Head of Legal Head of Project Management Head of Strategy Head of Unit Headteacher Management Consultant Managing Director Managing Partner Minister Operations Director Partner President Principal Senator Vice Chairman

Having already held senior leadership positions for many years, the average age range of participants is between 4055 years. As experienced leaders, they see the programme as a chance to reflect on their experience and re-energise both themselves and their organisations.

www.sbs.oxford.edu/OSLP

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Your Oxford Strategic Leadership experience does not end with the completion of the five-day programme. You will be invited to engage in continued debate and interaction with your peers, continue to learn from the work and research of Sad Business School leadership faculty, and participate in further events, activities and opportunities designed to build on your experiences on the OSLP.

networks
THE SKOLL WORLD FORUM ON SOCIAL ENTREPRENEURSHIP PRIVATE EQUITY FORUM Organised by the Skoll Centre for Social Organised by the Oxford Private Equity Entrepreneurship, the Skoll World Forum is Network and supported by Sad Business the leading annual global event for social School, the Private Equity Forum entrepreneurs. Previous speakers have addresses the opportunities and challenges included: Mohammed Yunus, Founder facing global investors in todays dynamic of the Grameen Bank and pioneer of environment. Previous panellists have microfinance initiatives in the developing included: Christopher Spray of Atlas world; Penny Newman, CEO of Caf Ventures; Edmund Lazarus of Englefield Direct, and Will Hutton, CEO of The Work Capital; Jonathan Blake of SJ Berwin; Foundation. Markus Golser of Graphite Capital; Robin Jarratt of CVC Capital Partners and Joe THE DISTINGUISHED SPEAKER SERIES Haim of Egon Zehnder. The Distinguished Speaker Series provides a further opportunity for all students SILICON VALLEY COMES TO OXFORD of the School to meet with leaders in Once a year Sad Business School business on an open and informal basis. invites technology business leaders, Previous speakers (who are normally CEOs, entrepreneurs, venture capitalists and chairmen or founders) have included: Sam others from Silicon Valley, California, Laidlaw, CEO of Neptune Oil & Gas; Hector to come to Oxford and take part in Sants, CEO Europe of CSFB; Richard masterclasses and panel discussions. Greenhalgh, Chairman of Unilever; Roland These classes give valuable insight into Berger, Founder of Roland Berger & Co up-and-coming technologies as well as and Dame Stephanie Shirley, Founder of providing networking opportunities with the FI Group. key members of the Silicon Valley business community. Previous guests have included: OXFORD BUSINESS NETWORKS Max Levchin, Chief Technical Officer Oxford Business Networks provide an at PayPal; Raymond Nasr, Director of exclusive opportunity for you to develop Executive Communications, Google Inc; your interest in a particular industry sector Jeff Skoll, Co-Founder and President, Ebay through networking with Oxford alumni and Bob Weinschenk, President and CEO in business. Each of the networks is of Pixim, Inc. driven by a student-alumni partnership. Students organise talks, workshops and company visits and benefit from a focused networking opportunity. Networks open to participants include: THE OXFORD BUSINESS ALUMNI The Oxford Business Alumni (OBA) was established in 1998 in order to build a world class business and management network for Sad Business School and Oxfords collegiate university. As a member of the OBA, graduates of the Oxford Strategic Leadership Programme will be able to maintain a lifelong connection with the School and the wider University of Oxford. Joining the OBA provides access to the network directory, an invaluable tool for networking with organisations throughout the world, and the opportunity to attend high profile events both in Oxford and internationally. Further information can be found at www.oxfordbusinessalumni.org

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oxford STRATEGIC leadership programme

apply now
Candidates should apply online at www.sbs.oxford.edu/apply If you require any assistance with your application or would like to discuss any aspect of the programme please contact Angela Adams.
Apply now to register for a forthcoming programme If you have further questions about this programme, please do contact me. I would be very pleased to discuss this programme in more depth. I am also happy to arrange for you to speak to a past participant in your own country or industry sector so that you can decide if this is the right programme for you. But if you are already confident that joining this programme will help you tackle your leadership challenges and deliver outstanding results apply now online to register for your place on our next programme.

For further information contact Angela Adams tel: +44 (0)1865 422767 email: angela.adams@sbs.ox.ac.uk or visit: www.sbs.oxford.edu/oslp

www.sbs.oxford.edu/OSLP

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Sad Business School University of Oxford Executive Education Centre Egrove Park Oxford OX1 5NY United Kingdom Contact: Angela Adams Tel: +44 (0)1865 422767 angela.adams@sbs.ox.ac.uk www.sbs.oxford.edu/oslp

Said Business School Sad Business School is one of Europes youngest 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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