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| The Consortium
Approach to Executive Development |
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Introduction
World class
companies are setting a new trend in executive development
by forming their own customised consortium programmes.
In doing so, they are free to choose their consortium
partners and benefit greatly from shaping the content
of their programme to suit their own needs. |
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The Consortium Approach
A typical
consortium comprises 4 - 8 member companies drawn from
around the world, each of which contributes 6 - 8 delegates
to a class. The companies are brought together by a contracted
vendor such as PenLion and operate a Consortium Steering
Committee constituted under a Charter and mandated to
operate according to an agreed budget. The Steering Committee,
guided by the vendor, designs a customised development
programme that suits its specific needs. A programme usually
comprises three one-week modules, delivered by the vendor
on different continents and spread over a period of six
months. The programme content is jointly developed around
a central theme pertinent to each participating company's
business needs, whilst recognising the importance of flexibility
in global leadership styles.
Experiential and action learning lie at the heart of the
programme design and clearly set it apart from the typical
business school education programmes for executives. Executive
dialogues conducted one-on-one with Fortune 500 executives
further mark the experience apart from traditional offerings. |
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Why a consortium
approach is best
Thinking
globally requires a whole new approach to executive development;
one that is more responsive to the unique business needs
of participating companies. A cross-cultural experience
is crucial to understanding different ways of thinking
and responding to challenges; a multi-company mix, drawn
from different economic sectors and also different continents,
creates such an experience. |
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Expected consortium
results
Participants
will develop a deeper understanding of trends in business
and society on a global level. They will also develop
a strong global network of highly talented colleagues
from the business world as well as those from the scientific,
technological, academic and societal communities. Finally,
consortium activities will help participants gain a clearer
understanding of company challenges through the execution
of action learning projects assigned to them by their
own Chief Executive. |
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Management
Participating
in the formation and management of a specially selected
international consortium is an exciting prospect for any
company. There are, however, many issues and pitfalls
that need to be addressed if the consortium is to be successful.
The design, development and management of a consortium
and its customised programme is a comprehensive activity
requiring extensive global networks and attention to detailed
customer needs. |
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PenLion's
Experience
The Managing
Director of PenLion has personal experience in the management
of international consortia. In this respect he represented
the Standard Bank as a steering committee member of the
prestigious International Consortium Programme founded
by Boeing, ABB, ABN Amro and BHPBilliton. Presently, PenLion
is working with the Global Executive Learning Network
run by Yury Boshyk to form new consortia programmes. |
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