Emerging Asia Regional Integration and Next Step of KORUS FTA
Emerging Asia New Asian Global Leaders
Emerging Asia New Power Center, India
Emerging Asia China as Global Growth Motor
Emerging Asia Expansion of Asian Consumers: From Upper to Middle Class
Emerging Asia The Rise of the New Asian Countries
Emerging Asia Dialogue with Government Officials of New Emerging Countries
New Growth New Solution for Wealth Creation by Mechanism Management
New Growth 10 Successful Steps to Global Brand Leadership: Role of the CEO
New Growth Case Studies/ Japanese Entrepreneurship
New Growth Growth through strategic M&A
New Growth Innovative Entrepreneurship - Insiders Views
Evolution of Finance The Future of the Dollar & Asia Currency
Evolution of Finance Wealth Management in Asia
Evolution of Finance Go to Asia: How to become a regional Big Player
Evolution of Finance Finance CEO Round Table : Impact of Fund Capitalism
Leadership Government Leadership
Leadership How to Create High Performance Organization
Leadership Leveraging Women Talents
Leadership Developing Global Talents
Security & Prosperity Climate Change & Energy Crisis
Security & Prosperity The South-North Korea Summit & Future of East-Asian Security
Web 2.0 New Media and its Effects
Web 2.0 IT Round table: From Web 2.0 to Web 3.0
Web 2.0 Virtual Economy: Online vs. Offline Business
Web 2.0 Innovation in the Network Economy
[Emerging Asia]  Regional Integration and Next Step of KORUS FTA

Oct.17th 15:20-16:30, ART

The KORUS FTA represents a major step in Korea’s movement toward a more open, advanced economy. Above and beyond its impact on bilateral trade, the full value of the KORUS FTA to Korea will depend on Korea’s appetite and commitment for (1) enhancing global competitiveness of its industries, (2) maximizing the strategic values that the KORUS FTA could bring (e.g., balancing Korea’s trade shares with major trading partners, strengthening strategic alliance with the US in light of national security, etc.), and (3) enhancing its capacity for a series of future FTAs to come, including those with EU, China and Japan. Regionally, FTAs are rapidly emerging as the theoretically sub-optimal but practically attractive alternative to multilateral trade liberalization.
Will FTAs remain as the main driving force shaping the upcoming decades of global economic cooperation? Is Korea ready to take on the opportunities and challenges? What are the myths and realities of FTAs? What are the lessons learned from foreign cases, as well as Korea’s own experience with Chile (e.g., impact on Korea’s agricultural sector)?

- What are the prospects of the DDA? What will be the impact of active promotion of FTAs on global economy, especially on the progress of the negotiation of the DDA and the development of the WTO? How can the inherent inefficiencies and complexities of FTAs be addressed in the multilateral arena?
- What effects is the KORUS FTA likely to bring on the FTA map in East Asia and East Asian economic integration? Prospects for Korea-China FTA and Korea-Japan FTA?
- What are the evaluation of Korea's FTA policy and performance? How do you evaluate the KORUS FTA in economic impacts on Korean economy and regional economic cooperation with China and Japan?
- What will be the impact of KORUS FTA on the Korea-US relationship in term of national security? What impact will it have on peaceful resolution of the North Korean nuclear issue?
- What are your prospects for the ratification of the FTA by Congress? Any additional negotiation for Congressional ratification? Korea's promotion of a FTA with EU or China will work favorably for the FTA ratification?
 

Cheong, Inkyo    Professor of Economics,  Inha University
Fukagawa, Yukiko   Professor,  Waseda University
Roland-Holst, David   Adjunct Professor, Department of Agricultural and Resource Economics,  University of California at Berkeley
Li, Wei   Director, Academy of International Trade and Economic Cooperation,  Ministry of Commerce in China
Cho, Tae-yul   Deputy Minister for Trade,  Ministry of Foreign Affairs and Trade


[Emerging Asia]  New Asian Global Leaders

Oct.18th 15:20-16:30, COSMOS

The world is looking at Asian corporations as true global champions and not just as attackers. By 2010, 300 out of top 1,000 global champions will be Asian companies. Companies like Samsung, China Mobile, and the Bank of Tokyo-Mitsubishi UFJ have already surpassed market capitalization of $100 billion and have the resilience to withstand multiple “torpedoes.
These Asian champions are winning at home and well as abroad. Mittal’s acquisition of Arcelor and Lenovo’s acquisition of IBM PC business are examples of Asian corporations emerging as true global leaders. Mittal’s transformation from a small Indian steel mill to a global #1 player through more than 40 global acquisitions is a tough act to follow, even for leading Western companies. There are also home-grown, organic winners like Haier, who have emerged as a global top 5 white goods manufacturer. As these companies become global, they are blurring the traditional boundaries of corporate identity and shaping new rules of the game. What has given rise to the emergence of Asian global champions? Will the rise of Asian champions continue, or will this end as a short-lived phenomenon?

- How are the Asian champions reshaping the global markets?
- Who are the next rising global champions?
- What are the challenges of Asian companies going global, and what are the leading corporations doing to overcome the challenges?
 

KIM, Yeon-Hee    Partner,  Bain & Company Korea
FAN, He   Assistant Director ,  Chinese Academy of Social Sciences, Institute of World Economics and Politics
ISHIKURA, Yoko   Professor,  Hitotsubashi University
Li, Robin   Chairman and CEO,  Baidu.com


[Emerging Asia]  New Power Center, India

Oct.18th 15:20-16:30, GRAND

India is at an inflection point of economic growth, following China's path 15 years ago. On the current trajectory, India will surpass China as the fastest growing economy by 2012 and will emerge as the fourth largest economic powerhouse by 2025. India will also be one of the youngest and most vibrant economies of the world, with 70% of the population under the age of 36 and consumer demand exploding at a rate 3~5 times faster than the economy. Despite these prospects, India remains a mosaic of perplexing contradictions to many foreign corporations, especially to those that have the slowdown of 2002. Is the "India story" for real? There are four major forces that will shape the next chapters of India's evolution: (1) progressive and stable political and economic reform; (2) fast growing middle-class with increasing consumption power; (3) strong infrastructure investments; (4) emergence of strong "corporate India".

- Will India's economic reform continue?
- What are the opportunities to be captured in India's infrastructure transformation-transportation, telecommunications, and utilities -and the implications on India's economic reform?
- What is the substance of "Chindia", and what can corporations do to capture tangible benefits from it
- India's technical talent and service sector strength and china's manufacturing prowess?
- How do successful multinationals enter India?
- How can multinationals create ‘win-win' partnerships with Indian corporations?
- Will India protect intellectual property?
- When should India be considered a manufacturing base?
- What are the myths and realities of India's off-shoring?
What is India's potential to be a hub for regional economic collaboration in Asia
- e.g., between North East and the Middle East?
 

Narisett, Raju    Editor,  Mint, Hindustan Times Group
Pandit, Ranjit   Chairman of India Practice,  McKinsey & Company
Abhyankar, Rajendra   Representative,  Asia Foundation India
Das, Tarun   Confederation of Indian Industry,  Chief Mentor
Kwag, Chang-Ho   Head,  POSRI Delhi Office


[Emerging Asia]  China as Global Growth Motor

Oct.17th 15:20-16:30, GRAND

Since the end of the 20th century, the whole world watched China’s fast economic growth. As China is responding to the world, its economy has kept annually over 10% of economic growth. As the result, China economy has showed quantitative economic growth from input of raw materials labor forces. Moreover, has it showed qualitative growth from service and technical industries. In addition, It tend towards to increase of investing capital due to increment of private savings, Newly built up the middle-end market, and urbanization of underdeveloped cities in the remote region, resulting in regional development. Accordingly, it seems rosy prospective has widely expand that China’s economy will generate an energy that would lead to the Global economical growth.
However, China still has many unsolved and dangerous elements, and China has to solve them. It is anxious that the lags of money markets caused from focusing only on the manufacturing industries, the increase of unemployment rate, and the excessively ad uncontrollably holding of foreign currencies. The strained relationship between U.S & Japan Alliance regarding capturing the supremacy of the Asia implies tension for global economic growth. The China: country with am bilateral between risk and opportunity,

- What kind of key success factor do they have to grasp and capture?
- Which ways of building business relationship can make foreign investors avoid the latent perils?
- Confronted with different situation from the past, how the Korean companies avoid the threat from external factors?
- With which methodology do Korean companies have to apply for taking an opportunity?
 

Kwak, Dong Won    Partner,  AT Kearney
Meng, Fanchen   General Manager, Siemens Shanghai,  Senior Vice President, Siemens China
HUANG, Haibo   President,  Shanghai United Asset Equities Exchanges
Kim, Dong-Jae   Professor,  Graduate School of International Studies, Yonsei University
Hartmann, Bernhard   Managing Director ,  A.T. Kearney China


[Emerging Asia]  Expansion of Asian Consumers: From Upper to Middle Class

Oct.18th 08:20-09:30, COSMOS

In the next 10 years, 1 billion new upper mass consumers will be created in the developing countries, and Asia will capture the lion’s share of the 10 trillion dollar consumption power, rivaling the level of Western Europe. India and China’s middle classes will explode with 500 million and 300 million new consumers respectively. New product markets are being created at an unprecedented speed and scale to capitalize on the emerging consumer megatrends such as convergence of tastes and consumptions patterns across developed and emerging market economies. Tata’s 2,000 dollar passenger car and Bhati’s telecom innovations exemplify the new boundaries of opportunities and competition that are possible. Global corporations face a brand new set of rules of competition and need to fundamentally rethink their go-to-market strategies.
- What are the top 10 Asia consumer megatrends to watch?
- What are the winning strategies to capture India’s $400 billion consumer goods market in 2010, 5th largest in the world?
- What are the winning strategies to win Chinese consumers?
 

SHIN, Jang-Sup    Professor,  National University of Singapore
Fukagawa, Yukiko   Professor,  Waseda University
Guild, Todd   Director,  McKinsey & Company
MA, Chang-Min   Vice President of Strategy Planning Team,  LG Electronics Mobile Communications Company


[Emerging Asia]  The Rise of the New Asian Countries

Oct.18th 16:50-18:00, VISTA

Asia has never been hotter. T.V.T. and V.I.S.T.A. are acronymic signals of the emergence of the next emerging economies in Asia. Countries like Turkey and Vietnam are rapidly emerging as the bellwether for emerging market wealth creation. In the case of Turkey, for example, prospects of EU accession, FTAs in the Middle East, and broadening collaboration with North East Asian economies are placing the country in the center stage of the “global economic shift to the East”. Multinationals are looking at Vietnam as an attractive alternative to China as the global manufacturing base, and the recent summit talks between Vietnam and the US could accelerate this even further. Intel is making a $0.6 billion semiconductor investment in the country. Is this phenomenon another bubble waiting to burst, or does this represent an inevitable trend toward stronger Asia? Stronger foreign reserves and current account surpluses indicate that these economies are in much more robust positions than they were during the financial crisis, but foreign exchange volatility and inflationary pressures add uncertainties to their future prospects.

-Will the ‘rise of the next emerging Asia” continue, or is it another bubble waiting to burst? Is this more an opportunity or a threat to the global economy?
-Who will lead the next s-curve growth of the Asian economy, and what opportunities do they present to the global economy?
-Is Vietnam on its way to become the next China? What are the opportunities and challenges for multinationals?
-Can Turkey play a strategic role to bring closer economic collaboration between Asia and EU?
 

De Geus, Aart Jan   Deputy Secretary General,  OECD
Doan, Hong Quang   Senior Economist Poverty Reduction and Economic Management Unit,  World Bank in Vietnam


[Emerging Asia]  Dialogue with Government Officials of New Emerging Countries

Oct.18th 14:00-15:10, MGB2

Where in Asia is the investment destination after India and China?
Emerging countries in Asia such as Vietnam, Kazakhstan, Cambodia and Laos are rapidly changing, waiting for investors to arrive. Since 2000, these countries have opened doors for foreign investors and are evidencing remarkable economic growth. Global companies are rushing into these markets and showing active investments. These countries are rich in energy and natural resources and the labor cost is low. In addition, these governments are introducing reform policies, to alleviate restrictions on foreign investors.
However on the other side of the coin, obstacles remain. Global standard has not yet firmly set which increases uncertainty for investors. Moreover, these countries lack infrastructure.
In this regard, World Knowledge Forum has prepared the opportunity to hear from senior government officials from emerging Asian nations.

- Which countries will take the lead the along with Chindia?
- What should companies focus on when investing in these emerging countries, and what are the potential risks?
- How can we utilize the new markets and what chances are at our reach?
- What field are of great promise, and what measures are to be taken to ensure profit?
 

Choi, Wonsik    Partner,  McKinsey & Company
NAM, Viyaketh   Minister of Industry and Commerce,  Laos
Pan, Sorasak   Secretary of State Commerce,  Cambodia


[New Growth]  New Solution for Wealth Creation by Mechanism Management

Oct.17th 16:50-18:00, MGB2

This session on the "Mechanism-Based Management (MBM)" starts with a historic overview of a series of changes in the focus of strategic management from the CEO leadership in the 1930s to the industry characteristics in the 1970s, then to resources and capabilities in the 1990s, and finally the mechanism today. Practices of the mechanism-based management in a major Korean manufacturer (POSCO), an international joint venture (Samsung Tesco), and a major Chinese IT operator (Alibaba) are explained by their CEOs respectively. A leading scholar in Japan reviews the MBM in terms of pros and cons, applications and strategic implications.
1) How can a manager create an appropriate mechanism for her/his organization?
2) If and when the mechanism does not function well in the organization, who can fix it?
3) Is the MBM going to be the final destination of strategic paradigm? If not, what will succeed MBM as the fifth focus of strategic management in the future?
 

CHO, Dong-Sung    Professor,  Seoul National University
CHO, Dong-Sung   Professor,  Seoul National University
LEE, Duck-Jin   Chairman,  Yuhan-Kimberly
Fujimoto, Takahiro   Professor,  Tokyo University
Liu, Ricky   Chairman,  3 Nod


[New Growth]  10 Successful Steps to Global Brand Leadership: Role of the CEO

Oct.18th 11:50-12:30, GRAND

The primary objective of boardrooms is to build and sustain shareholder value, and deliver competitive returns to shareholders. At the same time, branding is a very effective catalyst for better leadership and helps the boardroom to drive a shared vision throughout the organization.
The boardroom must manage by metrics, and balance short- and long-term perspectives and performance. The growing emphasis on brand strategy to drive shareholder value and competitiveness will move up the boardroom agenda and become one of the most prominent value drivers in Korea in this century.
The most important factor for building strong Korean brands is the mindset of the Korean CEO and boardroom. Branding is a boardroom discipline and successful brands can be built only when the boardroom, led by the chairman and the CEO, understands, appreciates and commits to treating branding as a strategic discipline and devotes the resources at the company’s disposal to support the brands in a continuous manner.

- What is the major factor of the succesful Asian brands?
- How can the Korean CEO employ branding as a successful catalyst for leadership and long-term performance?
 

Choi, Katy (Yoon He)    Vice President / Brand Consultant,  Brand &Company
Shim, Sue   Vice President, Brand Strategy Team, Global Marketing Operations, ,  Samsung Electronics Co., Ltd.
Roll, Martin   Brand Strategist ,  VentureRepublic


[New Growth]  Case Studies/ Japanese Entrepreneurship

Oct.18th 14:00-15:10, GRAND

This is a continuation of the 14:00 session on Oct 17th. Large Japanese corporations have traditionally been at the forefront of technical innovation. Entrepreneurship, venture companies, and business-model innovation have enormous influence and effect in the post-dotcom world.
How are large Japanese companies coping with these changes? What is the innovation process in such corporations? How have Japanese companies adapted to established US corporate models of mergers, acquisitions, spin-outs and spin ins, as a means of acquiring technological innovation created in venture companies? How can entrepreneurs in Asia develop relationships with large Japanese corporations? Can governments play a role? What are the issues and challenges faced by niche innovators and entrepreneurs in Japan? What are the high growth areas for entrepreneurship and venture companies in Japan?
 

BANGALORE Deepak    Chairman ,  SAMIXA
TANIMOTO, Tadashi   Founder and CEO,  REALCOM
HOSHI, Goro   General Manager,  Matsushita Electric Industrial Company Ltd
NAKAMURA, Michiharu   Fellow,  Hitachi


[New Growth]  Growth through strategic M&A

Oct.18th 15:20-16:30, MGB2

M&A has many purposes and benefits. Many players leverage “M&A” to pursue growth in a saturated industry/market or to achieve growth in an accelerated pace. Companies from emerging market or countries leveraged M&A as their stepping stone to enter a league of global players. Recent examples of Mittal and Lenovo demonstrated successful examples of leveraging strategic M&A as a mean of achieving global presence. However, achieving growth through M&A is a challenging task even for the domestic deals and doing so in a cross-border manner pose even more daunting task for companies. In addition, government regulations in each country do not always work favorably for their domestic companies pursuing growth through cross border deals.
In an era when more and more players become less clear about their “nationality”, both industry players and policy makers alike in Asia need to think about prerequisites of capturing the growth from M&A.
- What is the realistic way for Asian companies to leverage M&A to accelerate their
journey for the globalization and what are the challenges to overcome in doing so?
- Which industries will pose the highest potential of M&A for Asian players in the next 3~5 year?
- Do policies and regulations in each country have the right regulatory balance that supports domestic players’ pursuit of M&As and at the same time, inhibits hostile M&A from foreign entities?
 

Kim, Doo-Sik    Senior Managing Partner,  Shin&Kim
Han, David   Executive Director ,  JPMorgan Korea Investment Banking
Dobbs, Richard   Director,  McKinsey & Company
Lee, Sang-Hoon   Vice President,  Doosan Group


[New Growth]  Innovative Entrepreneurship - Insiders Views

Oct.17th 14:00-15:10, GRAND

Silicon Valley leads the world in entrepreneurship. Over the past several decades, a very robust and flourishing entrepreneurship ecosystem has evolved in the valley, which is entirely focused on nurturing entrepreneurship. From thousands of companies between Menlo Park and Gilroy, to Sand Hill Road Venture Capitalists, to Silicon Valley attorneys, head hunters, and even real-estate agents, everyone has just one main objective - wealth creation through entrepreneurship. What is unique about this entrepreneurship ecosystem? Is there a model for success that can be duplicated elsewhere in the world? Silicon Valley is becoming intertwined with India, the emerging economic giant in Asia. Most venture companies in Silicon Valley now place their R&D and engineering centers in India right at startup. The Bangalore region in India has emerged as the main counterpart to Silicon Valley. These two ecosystems are intimately intertwined and their interdependence will grow much stronger in the future. How has the entrepreneurship ecosystem in Bangalore evolved? What are future trends for Bangalore? Closer to home, Japan has to focus on Innovation to sustain growth in the future. What are the plans for an innovation ecosystem in Japan? How do major Japanese companies innovate? How can Japan participate in a global
 

BANGALORE Deepak    Chairman ,  SAMIXA
ISHIKURA, Yoko   Professor,  Hitotsubashi University
KUROKAWA, Kiyoshi   Professor,  National Graduate Institute for Policy Studies(GRIPS), Japan


[Evolution of Finance]  The Future of the Dollar & Asia Currency

Oct.18th 15:20-16:30, VISTA

The dollar is weakening against the Euro.
The value of the dollar is even showing vulnerability to the movement of the top 5 countries in terms of foreign exchange reserves - China, Japan, Russia, Taiwan and Korea. Recently there have even been signs of evading the dollar. The middle-eastern oil producing countries are showing preference of the Euro over the dollar and in 2003, these countries lowered their dollar portion to below 70%. China with foreign reserves of over 1.3 trillion dollars has set a principle not to pile up on any more dollars. Large portions of capital are shifting from dollars and U.S. treasury bonds to Euros and natural resources such as petroleum and metal. How long will the future of the dollar remain dim?

- The U.S. recession and trade deficit continues to deepen. In order to address this, the U.S. government has been sticking to a weak-dollar policy for years now. How much more do you forecast the value of the dollar to slide?
- What will the consequences be on the global economy if the value of the dollar continues to drop?
And what are the prospects of changes in the dynamics between the Euro, Yuan, KRW and Yen?
-There have been discussions about a single currency for Asia in order to deal with dollar. Do you think monetary integration in Asia will be possible?
 

OH, Jong Nam    Professor,  Seoul National University
ZHU, Min   Group Executive Vice- President,  Bank of China
Phelps, Edmund   Professor,  University of Columbia
Fukunari, Kimura   Professor, Faculty of Economics,  Keio University


[Evolution of Finance]  Wealth Management in Asia

Oct.17th 15:20-16:30, COSMOS

With Asia rising in affluence after the Asian crisis in 1998 and the SARs in 2003, many international players have refocused their attention and activities in Asia, especially in north Asia. However,the wealthy customers in Asia are made up of various different backgrounds which will have a significant impact on the types of services they require from their banks. Some are beneficiaries of their parents' wealth while others are the first generation who created their wealth through hard work and determination. With the growing maturity, sophistication and complication of the customers in Asia, simple wealth management products or service models can no longer provide a differentiating factor to attract and retain customers especially when these products have been so heavily commoditized. So what must the wealth management providers do to win in this high growth but yet at a very different stage of evolution across different markets in Asia?

1. Do you know your target customer segment?
2. Do you know their key needs and services expected of you?
3. Are your biz and service models aligned with the target customer profile?
4. Can your relationship managers deliver the service quality so as to retain the customer loyalty?
5. Are you subsidizing your low profitable customers with high profitable customers?
6. How can you profit from Asia's booming wealth segment?
 

Kim, Jungsu    Manager,  Bain & Company
Chng, Johnson   Partner,  Bain & Company
NOJIRI, Satoshi   Director,  Fidelity Investments Japan Limited
Ryan, Chris   Chief Executive Officer ,  ING Investment Management Asia Pacific


[Evolution of Finance]  Go to Asia: How to become a regional Big Player

Oct.17th 16:50-18:00, VISTA

After the Asian financial crisis, many financial institutions in the region have begun to look abroad to seek for new growth engines with the growing consolidation of the Asian financial market, and the introduction of advanced financial engineering which has brought about a upgrade in the system. This movement is more evident especially in Korea mainly centering on banks. However, there are still numerous obstacles to overcome to reach their aspiration of being a “Regional Shaper” stemming from cultural differences, lack of transferable capability and global talents. Even so, expanding footprints in the Asian region will have to be an inevitable strategic choice if financial institutions are to enjoy sustainable growth and create shareholder value. This workshop will pursue the following agenda:

- Who are the Regional Shapers within the Asian financial market, and what expansion strategy did they employ?
- On which country or market should the focus be placed in order to become a Regional Shaper within the Asia?
- What are some of the practical ways Korean FI’s can leverage to address their issue of insufficient capability and talent when they are just trying to go overseas?
 

Cooper, Simon   President & CEO,  HSBC Korea
ZHU, Min   Group Executive Vice- President,  Bank of China
WATTS, Kevan   Vice Chairman,  Merrill Lynch International


[Evolution of Finance]  Finance CEO Round Table : Impact of Fund Capitalism

Oct.18th 14:00-15:10, VISTA

For several decades, private equity buyout firms have been shaping global corporate finance. Among them, some have consistently created better performance than public companies and have contributed to the improvement of corporate governance. However, they have been also criticized for being too much focused on short-term financial performance of invested funds instead of long-term strategy or growth. These private equity firms are now facing different challenges from the past. The personal networks of private equity managers no longer give them access to exclusive deals, and their creative-financing models have become commonplace. This workshop will look at:
- Impact on global corporate finance which private equity firms create and challenges which they are facing
- How will private equity firms continue to add values in the future?
- Differentiated factors between outperforming private equity firms and average private equity firms
 

WATTS, Kevan    Vice Chairman,  Merrill Lynch International
Roach, Stephen S.   Chairman ,  Morgan Stanley Asia
Sands, Peter   Group Chief Executive,  Standard Chartered Bank
Kim, Michael B.   Partner,  MBK Partner
Ryan, Chris   Chief Executive Officer ,  ING Investment Management Asia Pacific


[Leadership]  Government Leadership

Oct.17th 15:20-16:30, MGB2

What is the secret behind advanced nations that have surpassed per capita income of 30 thousand dollars? It is leadership. Leadership is essential for countries to record continuous growth and development. Not only the leadership of the country head but also the leadership of members of the cabinet who lead the government is imperative.
We must set a clear vision for the nation based on our current position and historic factors.
And the government, society, businesses and citizens must work collectively to realize that vision.
From Dubai’s creative management, Ireland’s growth policy to public sector innovation projects of advanced nations, each example of countries with a per capital income of over 30 thousand dollars emphasizes the importance of government innovation.
- What is the secret of leadership possessed by advanced nations with a per capita income of over 30 thousand dollars?
- OECD countries have been pursuing government innovation in order to effectively respond to the environment and demands that have been rapidly changing since the 1980s. What are the challenges for government innovation?
- Setting a vision for the country and architecting new policies is a very important part of leadership. What kind of leadership is called for to become a winner of the global competition in the 21st century global era?
 

Kwon, Tae-Shin    Ambassador,  the Permanent Delegation of the Republic of Korea to OECD
Al Mulla, Habib   Chairman,  Dubai Government Strategic Affairs Committee
Ko, Kheng Hwa   Managing Director ,  Singapore Economic Development Board


[Leadership]  How to Create High Performance Organization

Oct.17th 14:00-15:10, ART

In a world where speed and adaptability can make or break a business, organization increasingly is how companies win-and keep on winning. Yet Bain & Company research indicates that only 15% of companies have an organization that helps them to outperform. What sets apart the high performers is the quality of their decision making. They make the most important decisions well, and then they make them happen, quickly and consistently.

The difference is striking: More than 90% of the high-performance organizations we surveyed believe that significant decisions get made well in their organizations, resulting in prompt,effective action. By contrast, nearly half of those who rated their organizations less effective believe they often fail at making and executing decisions.

The key for high performers is that they don't just focus on the org chart, but rather build an integrated decision-driven organization. Key questions for your organization include:

1. Have we given our people a clear framework for decision-making - the priorities for driving value, how they should behave?
2. Do we have an organization structure and clear decision-making accountabilities which ensure the most important decisions get made and executed effectively?
3. Can we win the war for talent, with systems that attract, develop and deploy the best people?
4. Does our front-line make the every-day decisions which allow them to consistently outperform the competition?
5. Does our culture capture the hearts and minds of our people, inspiring them to set high aspirations and drive prompt decisive action?
 

Shim, Seungtaek    Manager,  Bain & Company
Meehan, Paul   Managing partner of Bain & Company Japan,  Bain & Company
Saliling, John   Head of AP Region Strategy,  Cisco
Naughton, Desmond   President,  British American Tabacco Korea


[Leadership]  Leveraging Women Talents

Oct.18th 14:00-15:10, COSMOS

Efficient utilization of women is serving as the source of corporate, organizational and national competitiveness. As we face shortage of human resources in the ageing society, women are being recognized as invaluable assets in supplementing areas where there is a lack of labor and complementing the current competitive edge.
The female workforce accounts for an average 61.2% (2003) of the total workforce in OECD countries. In fact, leveraging female employees has become an important element of corporate strategies.
Even so, conservative and skeptical Asian culture still raises questions as to ‘Can women do a good job?’ Here, we shall search for ways to maximize utilization of women workers against prejudice male chauvinism.

- How can Asia overcome its prejudice against women?
- What is a creative organizational model that utilizes women leadership and strives to discover outstanding women workers?
- What kind of efforts should be made by the private and public sectors to encourage and expand the participation of women in society?
 

KIM, Mi-Hyung    Vice President,  Kumho Asiana Group
Jensen, Rolf   Chief Imagination Officer,  Dream Company Inc.
Fukagawa, Yukiko   Professor,  Waseda University
Coombs, Jane   Ambassador,  Embassy of New Zealand
Fikes, Deborah   President ,  D.H. Fikes International Inc
Billings-Yun, Melanie   Senior Partner,  Global Resolutions Pte Ltd


[Leadership]  Developing Global Talents

Oct.17th 16:50-18:00, GRAND

In order to manage your company in the global arena, securing global minds is the utmost important task to tackle. In addition, in order to ensure those global talents become accustomed to and survive in Asian culture, efforts need to be concerted to globalize corporate culture.
It is equally important to provide continuous opportunities to learn and grow in order to retain your global talents. Then, how can we foster and secure talent in order to survive the fierce global competition? Here let us take a look at what kind of strategies companies should pursue to foster global talent and secure global competitiveness in areas ranging from products, technology and brands.

- What are some efficient ways to foster and manage global talents?
- Global talents with different nationalities and cultural backgrounds suffer from cultural conflict.
- What are the prerequisites for building a mature organization and social culture that welcomes global talent?
- What are some efficient ways to secure global talent that can sharpen the organization’s and company’s overall competitiveness?
 

Ko, Kheng Hwa    Managing Director ,  Singapore Economic Development Board
Jensen, Rolf   Chief Imagination Officer,  Dream Company Inc.
Billings-Yun, Melanie   Senior Partner,  Global Resolutions Pte Ltd


[Security & Prosperity]  Climate Change & Energy Crisis

Oct.18th 08:20-09:30, ART

Climate change is causing disruptive weather patterns all around the world. Consequences of global warming are appearing worldwide. With temperatures of sea surfaces rising, some regions suffer from floods and droughts while yellow dust, acid rain, depletion of the ozone layer and pollution cause meteorological disasters in others. The main culprit of such climate change is the increase in greenhouse gases.
Nations and academic societies are rushing to find measures for sustainable living. Discussions on forming international regulations to restrict greenhouse gas emissions are taking place as well as implementations of carbon taxes and emissions trading systems. Will climate change remain as an inevitable calamity?
- The government needs strong support from industries and the general public in addition to their own concerted efforts in order to reduce greenhouse gases. How can industries and the general public be of help?
- Emissions trading is expected to expand in 2008 in line with the Kyoto Protocol. Will the emissions trading system be able to bear fruit?
- In order to alleviate climate change, restrictions against carbon emissions are becoming stricter. What kind of strategies should companies establish in order to survive amid such changes in the international regulatory environment?
 

Suh Joo-Suk    Professor,  Ajou University
Galiteva, Angelina M.   Chairperson,  World Council for Renewable Energy (WCRE)
Roland-Holst, David   Adjunct Professor, Department of Agricultural and Resource Economics,  University of California at Berkeley


[Security & Prosperity]  The South-North Korea Summit & Future of East-Asian Security

Oct.18th 08:20-09:30, MGB2

The three countries in East Asia, namely China, Japan and Korea, are seen as some of the most dynamic countries in the world.
They represent more than 90% of Asia’s total GDP at 11 .9 trillion USD, even more than 11.6 trillion USD of the United States. Intra trade also accounts for nearly 55%, a greater portion than that within NAFTA. Asian integration through infrastructure is also taking place rapidly with projects including the Trans-Asian Railway, Asian highway, northeast Asia Ferry, trans-Asian optical fiber cable and pan-Asia Natural Gas Line actively under way.
However, the North Korea nuclear issue still lingers as an insecurity hindering cooperation among the three Northeast Asian countries. Will North Korea abandon its nuclear ambitions in line with the result of the six-party talks?
-W ill North Korea abandon its nuclear ambitions in line with the result of the six-party talks?
-W hat kind of leadership is called for the representatives of the six-party talks in order to denuclearize the Korean Peninsula?
- There has been little progress in economic integration and the formation of a Northeast Asia FTA among China, Japan and Korea. What are the challenges to pursue economic integration as well as prosperity in Northeast Asia?
- Environmental issues are also being highlighted in East Asia. What are some joint efforts countries can make to conquer environmental issues such as the yellow dust phenomenon?
 

Howell, Lee    Director, Head of Asia and Head of Global Agenda,  WEF
LEE, Su-Hoon   Chairman,  Presidential Committee on Northeast Asia
Larsen, Kirk   Korea Foundation Associate Professor of History and International Affairs,  George Washington University
Cumings, Bruce   Professor,  Chicago University
LIM Won-Hyuk   Fellow,  Korea Development Institute


[Web 2.0]  New Media and its Effects

Oct.18th 16:30-17:30, ART

Newspapers, radios and televisions have enjoyed the mass media leader position for decades. The traditional media vehicles share one common concept: “suppliers chose the audience.” However, it becomes obvious that supplier driving media has been shifting towards audience driving media such as internet/UCC portal, blogs, IPTV and mobile TV. These personalized, interactive media are usually using leading-edge technologies such as broadband access and DMB. As a leading country in internet and DMB service, Korea will be the most appropriate places to outlook the forthcoming media.
Though it will be very difficult to predict the whole picture of next media, it is undoubtedly easy to say that the next media after 5 years will be very different from that of today. For visioning and preparing
the future, in this regards, it will be helpful to listen to various viewpoints of global opinion leaders in this sector.
- What is going on the powershift from media companies to prosumers?
- What will be the impact of personal media proliferation to media industry value chain?
- What will be next media in the future?
- Who will be key players and the winner of next media era?
 

LEE, Yong-Kyung    Professor,  KAIST
Tronc, Jean-Noel   CEO,  Orange Mobile
MOORE, Scott   Senior Vice President,  Yahoo!
Karim Taga   Head of Middle Europe,  Arthur D. Little


[Web 2.0]  IT Round table: From Web 2.0 to Web 3.0

Oct.17th 15:20-16:30, VISTA

Wealth Creation by IT, From Web 2.0 to Web 3.0 (IT CEO Round Table)
In terms of its utilization, Web 2.0 is creating its contents on their own, which used to be a one-way information source. For the general Web 2.0 tools, there are user-developed contents such as Wikis, blog, VOD service and so forth. As Web 2.0 has created a world where more users are the pillar of influencing the whole web, more diverse contents are now able to develop and conventional information sources are faced with challenges. Competition and cooperation is everywhere. Recently, the future of Web 3.0 has appeared as a hot potato. There are no firm definition of Web 3.0 and there are various opinions how it will display its aspect. Regarding the new Web 3.0 Era, filtering function, which can sort out useful information from the flood of information, and accessability where people can reach their information in demand ubiquitously, will be the issue.

- What will Web 3.0 display in the future?
- What, now, is the drive that will bring Web 3.0 world?
 

Sun, James    CEO,  Zoodango.com
Glaenzer, Stefan   Former Executive Chairman and investor ,  Last.fm
Glaser, Rob   Chairman&CEO,  RealNetworks, Inc.
Tronc, Jean-Noel   CEO,  Orange Mobile
Li, Robin   Chairman and CEO,  Baidu.com
Rosedale, Philip   President / CEO,  Linden Lab


[Web 2.0]  Virtual Economy: Online vs. Offline Business

Oct.18th 16:50-18:00, MGB2

Net users are living in virtual economy lately. Previously, online users met the new world where they could mainly enjoy e-commerce and e-trade. Pecently, with the advent of Web 2.0, these consumers are showing huge interest in 'virtual products.' Under this social network service, people can make purchase of clothes to dress up their avaters, and at the contents sites, there are increasing trades of music and games. In this tide, the focus on virtual currency is greater than ever. The companies that provide this Internet services are introducing new methods to develop this virtual currency. Among this trend, Second Life, with close to 9 million subscribers now, is opening the exchange rate of virtual money and real money every single moment.

- What is the limit of virtual products?
- What is the importance of 'Virtual currency" and what is the future of this money?
- Will virtual economy enhance the quality of life for the sake of mankind?
 

Hong, Michael Byungchul    CFO,  Pandora TV Co., Ltd.
Liu, Tony J.   Business Operation Senior Manager,  IBM China Research Lab
Glaenzer, Stefan   Former Executive Chairman and investor ,  Last.fm
Rambam, Alan   Senior Vice President and Partner,  Fleishman-Hillard
Yoon, Gin Su   Vice President,  Linden Lab


[Web 2.0]  Innovation in the Network Economy

Oct.17th 16:50-18:00, COSMOS

Under the Network Economy, where the globe is connected to one, the music industry is now finding back its security and safety. Due to development of digital technology, contents industry is in crisis, but at the same time it is protecting contents copy rights. However, there is no clear roadmap of newpaper or broadcat media, and revolutionary changes ongoing in advertisement market. What is the future of Network Economy and what are the risks and challenges?

- What is the solution to overcome piracy of music industry in Network Economy?
- How will traditional media such as newspaper or television broadcasting adjust the recent Network Economy?
- What opportunities are tech companies seizing under this Network Economy?
 

Hong, Michael Byungchul    CFO,  Pandora TV Co., Ltd.
Lee, Ellana   Managing Editor,  CNN International Asia Pacific
Glaser, Rob   Chairman&CEO,  RealNetworks, Inc.
Ridding, John   CEO,  Financial Times