• Thursday, October 13

Session Venue
Opening Opening by Dean of INSEAD, Dipak C. Jain Mugunghwa Hall
Presentation Decision traps and cognitive biases: Forewarned is forearmed Mugunghwa Hall
BREAK Mugunghwa Hall
Presentation Working through the Dualities of Talent Development Mugunghwa Hall
LUNCH Mugunghwa Hall
Presentation Business Model Innovation Mugunghwa Hall
BREAK Mugunghwa Hall
Presentation A Discovery Culture for Quality Growth Mugunghwa Hall
  • Decision traps and cognitive biases: Forewarned is forearmed

  • Time/Place 10.13 09:30 ~ 10:50,  Mugunghwa Hall
    Synopsis Most of the activities performed by senior leaders involve interactions with people: subordinates, peers, bosses, boards, shareholders, external stakeholders, etc. In the modern world characterised by volatility, uncertainty, complexity and ambiguity, these relationships are increasingly being conducted at a distance (as opposed to face-to-face), under ever more intense performance pressures, with increasingly diverse individuals and with increasingly ambiguous authority patterns. Despite that context, managers often pride themselves on their ability to make decisions - 쐀usiness decisions and 쐏eople decisions. Unfortunately, several aspects of the way managers gather, process and act on information delude them into over estimating the accuracy of their judgment, especially when people judgments are concerned. This session will give us an opportunity to review the major biases and traps managers must be aware of and against which they must learn to protect themselves.
    Speaker Jean-Francois Manzoni(INSEAD, Professor)
  • Working through the Dualities of Talent Development

  • Time/Place 10.13 11:20 ~ 12:50,  Mugunghwa Hall
    Synopsis A major challenge in most countries of Asia is the need for talent, especially the leadership talent to expand internationally in this global world. Based on his research and experience as well as other leading edge INSEAD research, Professor Paul Evans argues that value-added practices in talent management are built around creatively harnessing a number of tensions. He will talk through some of these tensions - providing challenge and managing the risks; developing people and maintaining control; managing the upturn with future downturns in mind; meeting the needs for change and continuity; synchronizing the top-down with the bottom-up.
    Speaker Paul Evans(INSEAD, Professor)
  • Business Model Innovation

  • Time/Place 10.13 13:50 ~ 15:20,  Mugunghwa Hall
    Synopsis Innovation is at the heart of entrepreneurial success, and transformational growth in large businesses. Conventional strategies for innovation are typically based on Product Innovation i.e. designing new products or services that address unmet market needs or leverage new technology to satisfy existing market needs.
    In this session, we will focus on an alternate, novel method for innovation-Business Model Innovation. In contrast with conventional strategies for innovation, Business Model Innovation does not rely on developing new products or services, but on delivering existing products and services to existing customers with innovative operating models. We examine a set of pioneering companies that use their deep understanding of the trade-offs in their operating models to design new models that revolutionized the way of doing business in their respective industries.
    Speaker Karan Girotra(INSEAD, Professor)
  • A Discovery Culture for Quality Growth

  • Time/Place 10.13 15:40 ~ 17:00,  Mugunghwa Hall
    Synopsis The pursuit of business growth can be an easy task when carried by favorable economic factors. It can also become very tedious when increased resources have to be allocated just to maintain a historic trend. Most countries, most regions, most businesses have experienced such cycles over time. But minorities of countries, regions, or businesses have developed an ability to feed sustained growth over several cycles. Innovation has often been identified as the key engine of such continuous achievements. This is mainly because innovation is a very visible symptom of a growing organization, but it is not the fundamental driver for sustained change. Moreover, innovation often fails if it is internally driven. The research done by Professor JC Larreche indicates that sustained growth has to be efficient, and qualitative as well as quantitative. It is not engineered by resources, but it is systematically fueled by continuously discovering new insights on customers, citizens, and partners. The real engine of quality growth is indeed a discovery culture, and the development of this culture is the best long term investment for a country, a region, or a business.
    Speaker Jean-Claude Larreche(INSEAD, Professor)