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Caroline WilliamsT: +44 (0)1865 422830E: caroline.williams@sbs.ox.ac.uk
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Oxford Advanced Management and Leadership Programme
Overview

Neil Brennan, Managing Director, Central Highlands Water Corporation, Australia
The structure of the programme; the limited number of participant places, the calibre of an international faculty, the opportunity to access University of Oxford leaders in other fields outside the course programme and the informal interactions that occur over lunch and dinner, all combined to develop me as an individual, and have broadened my self awareness and leadership style.

For Senior Managers who must deliver highly relevant strategies within today’s turbulent business climate, this intensive programme examines the current challenges facing organisations and develops robust strategies required for competitive advantage and sustainability over the next 12 months, 5 years and beyond. Greater understanding of key business functions gives greater insight into examining and building synergies within participant organisations, and participants develop high impact approaches to tackle challenges head on. Reflecting upon the leadership capabilities demanded from today’s Senior Executives, participants complete pre-programme assessments to determine strengths and areas for development, which in turn, are enhanced using a highly customised approach.

You should consider this programme if you want a highly personal development experience, and you are ready to take on higher level responsibilities, deal with the unlimited consequences of today's economic recession and implement sustainable business models.

In 2009, the Oxford Advanced Management and Leadership Programme (OAMLP) has been re-designed to deliver transformational development in just 21 days. Programme Director, Dr Lalit Johri, explains why...
'Today, executives are bringing an ‘ever wider’ and ‘more urgent’ range of issues to the programme, for that reason a good curriculum must be in a state of continuous evolution and change. But not just in content, in this economic climate we must consider fee and structure too. The aim of the new three week format is to make the OAMLP more accessible to Senior Managers who deal closely with the pressures of today, particularly those of leadership in the 21st Century, and want to focus on the next level of intensive development required in their career.

How is the new programme structured?The OAMLP consists of three interconnected one-week modules. The first module will continue to answer real-time questions: what is really driving this world, and why is there so much chaos and madness in it? It will address the fundamental concerns executives have including the impact of the financial crisis; how to deal with complexity; challenge of climate change; how to interpret the future; how long to plan (six months, a year, more?); how to make necessary investments required in the face of uncertainty.
These questions are always at the forefront of participants’ minds given the current situation. It is not just that we are experiencing a recession but that we have reached a tipping point where the traditionally rich countries are going to have to find a new equilibrium with developing economies. The OAMLP model has faculty facilitating discussions on this subject, but it also has participants from both regions debating first hand experiences, this gives us much deeper insight into the issues presented.

And modules two and three?The second module focuses on key organisational functions and issues, including the key issue of talent management - how to capture, get the best out of and groom the ‘bright stars’ of tomorrow. International mobility is now a given and is a strong strategic consideration in the running any organisation.

The third module is the most personal for participants: how and whom should I lead? Pre-programme assessments will provide a mirror to ones leadership strengths and areas for development. We will consider who should be our leadership role-models; should it be someone like Jack Welch or more like Barack Obama? We look at a range of leadership styles, review management use of media and assess how decisions can be made.

These questions transcend matters of personal leadership style. They encompass a whole range of issues to do with people, organisation, regulation and strategy and direction and whether our focus should be on the short- or the long-term.

How is the programme participant-focused?Everyone must have a proper visualisation of the interrelated challenges we are facing. In a connected world we are not alone. From the point of view of the individual participant, it will focus on the issues of ‘your global challenges and insights’, ‘your organisational challenges and choices’ and, finally, ‘your leadership journey - past, present and future’.

How has the range of participants changed over the years?The make-up of our participants has changed markedly. We are getting more participants from lesser known countries, and social organisations such as Oxfam, are more strongly represented than before.In the re-launch we shall continue to strengthen the international and institutional diversity of the participants. In essence, we want to make the programme a mini-version of the United Nations engaging in Oxford UN-style debates on key issues, for instance the complex question of corporate social responsibility.

How do you see your own role as programme director?To be the director of a programme like the OAMLP you must consider every detail. People are observing and listening to you all the time. You are always ‘on’, from eight in the morning to twelve at night, constantly challenging them and engaging them in dialogue.

My own style? I try to focus on everything and everyone and on participants’ individual needs – professionally and emotionally and whether expressed or unexpressed. I have to keep tabs on their day-to-day experience of the programme – but without in any way infringing their autonomy and the dynamics of their own learning journey. A key challenge is to keep the whole group together. Bonding the group together is one of my main concerns. I try to have the same close relationship with everybody.

You’ve created quite a diverse learning journey, can you explain more?Well, we will be diversifying the cases we use in order to include more material on Asia and Africa and we will also be diversifying learning activities beyond traditional lectures and syndicate groups. We have designed some very creative exercises that really create a ‘glue’ to bring the group together. To extend and refresh them, participants on the last programme engaged in some very effective reflection activities that included fishing, painting, yoga and archery! There will be more ‘Concept Cafes’ which will explore participants’ ‘journeys’, role models, inspirational stories and how they see their role in society. In all of these ways, participants will be able to focus more on their own personal development and challenges.

How will participants benefit from this programme?Participants will benefit at several levels. They will leave with a better understanding of their organisation, the challenges they face within it and the surrounding environment, and commitment to focused action plans for continued development. The personal tutorial element, I should add, is still a firm fixture within the programme, and as before, contact with tutors after the programme will be strongly encouraged.
I have been delighted to see that Alumni from this programme have typically repositioned themselves within the organisation, gained instant promotions and have developed working sustainable strategies to navigate their changing global business landscape. Each story is a successful testament to this type of development process.

OAMLP is not built on a bullet-point approach, it embraces the true Oxford philosophy of learning. It is about new ideas and insights, questions, sharing thoughts about and around an issue and immersing oneself within a holistic experience. Participants on the last programme said they experienced a big personal change in themselves which is core to their development here in Oxford - and the beginning of their learning journey.

If you would like to join our October 2009 session of this programme, please email caroline.williams@sbs.ox.ac.uk for more information or download an application form from this site and send it to amlp@sbs.ox.ac.uk

I invite Senior Executives from all sectors to explore further details of the OAMLP and I look forward to hearing from them.

Lalit JohriProgramme Director
Lalit Johri, Fellow in International BusinessDirector, the Oxford Advanced Management and Leadership Programme Academic Director, Saudi Oxford Executive Development Programmes
Lalit Johri is a Fellow in International Business at the Saïd Business School. He directs the Oxford Advanced Management and Leadership Programme.

Professor Johri’s areas of expertise are international business and strategic management. He holds an M.Sc in Physics and an MBA and a Ph.D in business administration. He also holds a Diploma of International Teachers Program (ITP) in Managment and a Diploma in Management Consultancy and has attended the Aspen Seminar. Before joining Oxford, Lalit was Professor of International Business and a Founder Director of the Executive MBA Programme, Asian Institute of Technology and Professor at University of Delhi, India.

Lalit Johri’s research, teaching and consulting experience is in the field of international business. His research focus has been on growth strategies of international companies in automobile, agro business, processed food, ready to wear products, telecom services, engineering solutions and public utilities. Professor Johri is a consultant to several international companies and agencies. His recent training and development assignments were with MAN Germany, Vivendi Environment, Veolia Environment, Ansell Worldline, EADS, Unido, TOT Thailand, the Royal Thai Government, Aspen France and Rakisa Holdings of Saudi Arabia. As an advisor to the Ministry of Agriculture and Cooperatives, Royal Thai Government, Lalit designed global strategy for increasing market share of fresh agro producrs from Thailand.

Professor Johri is also the Academic Director of Saudi Oxford Advanced Management and Leadership Programme. The programme aims to develop leaders, who will contribute towards enhancing the competitiveness of the Kindgom of Saudi Arabia.

Professor Johri has served on the board of Building Partnerships for Development (BPD), UK. He is on the editorial board of Internationl Journal of Emerging Markets; and the Production and Operations Management Society Chronicle. He is also a member of the McKinsey Quarterly Online Executive Panel. During 2001-2004 he was a Member of the Board and Vice President (Australasia) of the Production and Operations Management Society.

Professor Johri is a visiting professor in several business schools and corporate academies in Europe and Asia. A recipient of several fellowships, he was awarded the Aspen Scholar of the Year in 1998, by the Aspen Institute, Washington, USA for outstanging professional accomplishments and public contributions.

Recent Publications1 “Complementary role of organizational learning capability in new service development”, The Learning Organisation, 2009.2 “Localisation drivers in an emerging market: case studies from Thailand”, Management Decision, Vol. 46 No. 9, 2008.3 “Managing local employees: expatriate roles in a subsidiary”, Management Decision, Vol. 46 No. 5, 2008.4 “Value-based localization strategies of automobile subsidiaries in Thailand”, International Journal of Emerging Markets, Vol. 3 No. 2, 2008. 5 “Dynamics of Manufacturer -Supplier Relationships in Emerging Markets: A case of Thailand” Asia Pacific Journal of Marketing and Logistics, Vol. 20 No. 1, 2008.


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