Key information
Key information
Leadership in a Technology Driven World course overview
Imperial Leadership in a Technology Driven World Programme is a five-day immersive course that equips participants with the skills to lead their teams through the digital age. The programme offers a practical and personalised learning approach, backed by theory and delivered through interactive coaching elements.
Leadership and Management
This digital leadership & management programme will help aspiring leaders to understand their strengths and weaknesses as leaders, understand the rapidly changing technological context of modern business, and emerge with the tools & management training to lead in this challenging context.
Coaching is a key element of this personalised programme, encouraging participants to leave their comfort zone and view their leadership style from new perspectives. Participants will work closely with their international peers to navigate the digital landscape and become adaptive leaders.
Who should attend?
This programme is designed for executives with team management responsibilities who need guidance on how to lead effectively in the digital age. Your class peers will come from a range of diverse, international industries and organisations.
Learning outcomes
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Receive insights through case studies, coaching and self-reflection into your personal leadership style
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Understand effective leadership skills and techniques needed to lead teams through the digital age
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Have a clear learning and development journey flowing from before the programme starts through to after its conclusion
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Network with international peers from diverse industries and backgrounds
Programme content
Before you arrive
At Imperial College Business School we believe that pre-program course work influences participant motivation and increases the activation of prior knowledge. Before you join the Leadership in a technology driven world you will be asked to complete:
- Coaching Session with programme director:
- Selective pre-reading
- Structure reflective work
- Diagnosing Profiling: Emotional and Social Competency Inventory (ESCI) 360º survey.
Day 1
Welcome to the programme and your learning journey
Nelson Philips, Abu Dhabi Chamber Chair in Innovation and Strategy at Imperial College Business School & Frans Campher, Seasoned executive coach and trainer
Who are you as a leader? Why are you the way you are? Where do you want to go and what are your leadership goals?
Industry View: Leading teams in a Digitally Human age
Rory Simpson, Chief Learning Officer at Telefonica
Leading the Digital Enterprise
Nelson Philips, Abu Dhabi Chamber Chair in Innovation and Strategy at at Imperial College Business School
Digital transformation is happening whether we like it or not. How does it affect you as a leader? What tools and approaches can make you more effective as a leader in a digital enterprise?
Network Drinks
Join your colleagues at the end of day 1 for a chat over drinks and canápes
Day 2
Emotional Intelligence
Nelson Philips, Abu Dhabi Chamber Chair in Innovation and Strategy at at Imperial College Business School
Emotional Quotient (EQ) is a powerful tool for leadership development. In this session, we will discuss EQ and provide participants with their ESCI reports
Authentic Leadership
Frans Campher, Seasoned executive coach and trainer
To be an Authentic Leader you have to know who you are at your core. You also have to manage potential pressure points between your own values and those expected of you by your organisation.
Coaching as a Leadership Style: WHY?
Frans Campher, Seasoned executive coach and trainer
Coaching as a Leadership Style: WHAT?
Frans Campher, Seasoned executive coach and trainer
Day 3
Coaching as a Leadership Style: HOW?
Frans Campher, Seasoned executive coach and trainer
Coaching as a Leadership Style: PRACTICE?
Frans Campher, Seasoned executive coach and trainer
Becoming an Adaptive Leader
Nelson Philips, Abu Dhabi Chamber Chair in Innovation and Strategy at Imperial College Business School
Adaptive leadership is a leadership approach developed to help leaders succeed in highly uncertain times. When facing new challenges for which the correct response is unknown, adaptive leadership provides a proven approach to engaging and motivating individuals and teams to take on challenges and come up with innovative solutions
Day 4
Cognitive Diversity and High Performing Teams
Nelson Philips, Abu Dhabi Chamber Chair in Innovation and Strategy at Imperial College Business School
In this session, we will talk about the diversity challenge facing managers in modern organizations. But while effectively managing diversity is challenging, it also creates important opportunities for building teams highly effective, cognitively diverse teams.
Building an Innovative Culture
Nelson Philips, Abu Dhabi Chamber Chair in Innovation and Strategy at Imperial College Business School
Innovation culture is the work environment that leaders cultivate in order to nurture unorthodox thinking and its application. Workplaces that foster a culture of innovation generally subscribe to the belief that innovation is not the province of top leadership but can come from anyone in the organization.
Crucial Conversations
Nelson Philips, Abu Dhabi Chamber Chair in Innovation and Strategy at Imperial College Business School
Some conversations are important yet have the potential to result in conflict and negative emotions. At the same time, not all potentially conflictual conversations need to be had. How do you decide which difficult conversations you need to have and how can you best approach these conversations?
Managing your Boss
Nelson Philips, Abu Dhabi Chamber Chair in Innovation and Strategy at Imperial College Business School
Managing your manager means building a relationship with your boss where he/she think highly of you, advocate for you and are active participants in advancing your career.
Industry View: Digital Disruption
Ron Kalifa, Deputy Chairman at Worldpay
Day 5
Using Big Data to Innovate
Mark Kennedy, Associate Professor at Imperial College Business School
Big data is one of the most important new digital technologies. But sometimes it seems more hype than actuality. In this session, we will explore the potential of big data to revolutionize innovation in organizations and what leadership capabilities are required to get the most from big data.
Managing Your Personal Brand
Omar Merlo, Associate Professor at Imperial College Business School
Leaders in organisations are more successful when followers and peers know and understand what they stand for and what their core capabilities and goals are. Understanding and managing your personal brand is therefore an important leadership capability and has an important impact on leadership success
Industry View: How leaders can manage their physical and mental well-being for sustained leadership success
Cath Bishop, World Champion Rower and Olympic Medallist
Programme Wrap-Up and Certificates
Nelson Philips, Abu Dhabi Chamber Chair in Innovation and Strategy at Imperial College London & Frans Campher, Seasoned executive coach and trainer
Programme content
Orientation Week
Teaching sessions begin on 19th January 2021. You will have access to the learning platform from 12th January 2021. There will be no formal teaching between these dates, though you will have the opportunity to familiarise yourself with the learning platform and prepare for the programme.
Week 1
Leading the Digital Enterprise
Digital transformation is happening whether we like it or not. How does it affect you as a leader? What tools and approaches can make you more effective as a leader in a digital enterprise?
This session will feature an industry expert who will share their experience and showcase how you can implement your learnings in your organisation.
Coaching as a Leadership Style – Why
Learn to adopt a coaching mindset so you can expand from being a manager who organises to a leader who inspires.
Week 2
Coaching as a Leadership Style – What, How and Practice
We will discuss the What and How roadmap, explore learning models, learning cycle, situational leadership as well as the importance of psychological contracting.
To be an Authentic Leader you have to know who you are at your core. You also have to manage potential pressure points between your own values and those expected of you by your organisation.
Week 3
Finding your Leadership Purpose
In what sort of leadership situations are you really at your best? In this session, we will discuss what makes you distinctive and unique as a leader and challenge you to explore the implications of your leadership purpose for your leadership practice and career goals.
Managing your manager means building a relationship with your boss where he/she thinks highly of you, advocates for you and are active participants in advancing your career.
Some conversations are important yet have the potential to result in conflict and negative emotions. At the same time, not all potentially conflictual conversations need to be had. How do you decide which difficult conversations you need to have and how can you best approach these conversations?
Cognitive Diversity & High-Performance Teams
In this session, we will talk about the diversity challenge facing managers in modern organisations. But while effectively managing diversity is challenging, it also creates important opportunities for building highly effective teams and cognitively diverse teams.
Week 4
Leaders in organisations are more successful when followers and peers know and understand what they stand for and what their core capabilities and goals are. Understanding and managing your personal brand is therefore an important leadership capability and has an important impact on leadership success.
Emotional Quotient (EQ) is a powerful tool for leadership development. In this session, we will discuss EQ and explore how you can use this tool to enhance your leadership.
Cath will share her experience of being in and leading high performance teams to showcase how you can implement these learnings in an organisation.
Programme faculty
Nelson Phillips
Nelson Phillips is Professor of Innovation and Strategy, Co-Director of the Centre for Responsible Leadership, and the Associate Dean of External Relations at Imperial College Business School in London, UK. Professor Phillips’ research interests cut across strategy, innovation, and leadership, and he has published widely for both academics and practitioners. He is currently the co-editor of Innovation: Management and Organization, sits on the board of governors of the Academy of Management, and is on the advisory board of the Society for the Advancement of Management Studies. Professor Phillips teaches leadership, strategy and digital business on the MBA and EMBA programmes at Imperial, as well as delivering executive education for a wide range of corporate clients.
Frans Campher
Frans Campher is a seasoned executive coach, trainer and facilitator and is Programme Co-Director of Imperial Leadership in a Technology Driven World Programme. He has extensive knowledge of global markets, business practices and protocols. He has worked with CEOs, managing directors, senior executives, leaders and partners in national, international and global organisations, in both the public and private sector. Frans’ client list includes major corporate organisations such as Anglo American, Atkins, Billiton, BP, Citibank, Cabinet Office, Deloitte, Dell, Del Monte, DFID, Ford Europe, Foreign & Commonwealth Office, GlaxoSmithKline, Greene King, ICON, Johnson & Johnson, Royal Bank of Scotland, Sasol, Sappi, Shire Pharmaceuticals, SwissRe, and Wates.
Omar Merlo
Omar Merlo is an Assistant Professor at Imperial College Business School. As a consultant and executive educator, Omar has worked with many organisations around the world, such as McKinsey & Co., Samsung, Airbus, ARM, ING Bank, The Gap, among others. His main teaching, research and consulting interests are in the areas of strategic marketing, services and relationship management, customer engagement and customer management.
Mark Kennedy
Mark Kennedy is an Associate Professor at Imperial College Business School. Mark has substantial experience in consulting and high technology. Before becoming an academic, he was the Principal Management Consultant of a computer sciences corporation and, before that, a software engineer and product manager for a Santa Clara, CA-based startup. As a consultant, Mark has served clients in technology, healthcare and entertainment on difficult issues at the intersection of strategy, leadership, and organisational change. Mark’s research includes the emergence of new markets and industries and the more basic building blocks of organising —categories, identities, forms, strategies, practices and reputation criteria.
Guest Speakers
- Cath Bishop, World Champion Rower and Olympic Medallist
- Rory Simpson, Chief Learning Officer at Telefonica
- Ron Kalifa, Deputy Chairman at Worldpay
Participant testimonials
It was a fantastic combination of lectures, real life experiences from CEO's who have faced the challenges of strategy transformation in a technology driven world as well as hearing from those that are real game changers, leading the way in what successful digital transformation looks like and the tools and mindset that make it successful.
As a leader it’s easy to neglect the regular health check on how I am doing in the eyes of the people I lead but also ensuring I have the right toolset to adapt to the constant fast paced changes driven by technology developments. The course gave me the space and structure to do that which is invaluable. It resets the mind, the motivation and is a chance to keep developing.
The six days were stimulating, motivating and really highlighted what an incredibly exciting time of change we are working in. The course gave me the tools to draw on to help manage transformation in a refreshed and relevant way that can move with the pace of our digital transformation.
The programme was excellent and following a few epiphanic moments throughout the course, I now understand what is required to move from Director to Leader. Creating department strategy and recognising the value of reaching coach status. I would recommend the course for anyone who would like a high level understanding of leadership and access to the tools required to achieve this.
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