CEE 2018 Program Directory for Leadership Masterclass

Leading in a Disruptive
VUCA World
For further information, please contact:
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Tel: (65) 6789 0977 Fax: (65) 6789 0911
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Programme Directory for Leadership Masterclass Series on Leading in a VUCA World
© Copyright 2017 Centre for Executive Education Pte Ltd – All Rights Reserved Page | 1
Program 1: Leading in a VUCA World
Introduction
“There are two things we can say with certainty about the future: it will be different, and it will surprise. Now,
more than ever, leaders have to navigate unfamiliar, challenging times, a quickening pace of change,
increasing expectations, and a rising tide of rapidly-evolving conditions. This new and different environment
(VUCA) is challenging leaders to find new ways to lead their organisations and achieve sustained success.
As a result of these circumstances, there is a thirst for leadership, yet leaders face a whirlwind environment
laden with remarkable opportunities and daunting challenges through which to lead their people and
organisations.”
– Prof Sattar Bawany (2016)
Leading in a VUCA Business Environment: Leveraging on cognitive readiness and RBL for
organisational success
Leading in the future will revolve around managing challenges in a business environment that it is
highly disruptive and predominantly volatile, uncertain, complex and ambiguous (VUCA).
Technological advancements in artificial intelligence, robotics, sharing platforms and the Internet
of Things are fundamentally altering business models and industries. These changes are taking
place at unprecedented speed. Leaders at all levels need to develop the relevant competencies
and skills to successfully adapt to new realities when leading in a disruptive VUCA World.
VUCA is an acronym that emerged from the military in the 1990s. It describes the “fog of war” —
the chaotic conditions that are encountered on a modern battlefield. Its relevance to leaders in
business is clear, as these conditions are highly descriptive of the environment in which business
is conducted every day. Leadership as usual, including creating a vision, is not enough in a VUCA
world.

1. Volatile: Things change unpredictably, suddenly, extremely, especially for the worse.
2. Uncertain: Important information is not known or definite; doubtful, unclear about the
present situation and future outcomes; not able to be relied upon.
3. Complex: Many different and connected parts: multiple key decision factors, the interaction
between diverse agents, emergence, adaptation, coevolution, weak signals.
4. Ambiguous: Open to more than one interpretation; the meaning of an event can be
understood in different ways.
Leading in a VUCA world not only provide a challenging environment for leaders to operate and for
executive development programme to have an impact: it also provides a much-needed range of
new competencies. The new reality is resulting in the realization that new and different capabilities
are needed for leaders to succeed in this new normal.
The Impact of the Disruptive, VUCA Driven Business Environment
Leading in a world that is Volatile, Uncertain, Complex and Ambiguous (VUCA) not only provides
a challenging environment for leaders to operate and for executive development programs to have
an impact: it also provides a much-needed range of new competencies. The new reality is resulting
in the realisation that new and different capabilities are needed to succeed.
In a disruptive VUCA World, more and more leaders and companies recognise that they must
proactively disrupt, or risk being disrupted. But business-as-usual leadership, where big visions
are followed by detailed road maps and action plans, do more than stifle disruptive innovation. They
represent liabilities to success. Leading disruptive innovation involves adopting principles that fall
outside the traditional training of managers and leaders.

New leadership competencies such as cognitive readiness are required to navigate disruption. This
means uncovering one’s deeper motivations to drive meaningful opportunities for others; pushing
personal boundaries to challenge one’s own assumptions; taking steps into the unknown with the
view that failure isn’t failure at all but rather a stepping stone to learning and progress; and tuning
into surprises as a kind of portal for gaining new insights and uncovering opportunities. To lead
disruptive innovation successfully requires that we disrupt the most fundamental mind-sets and
behaviours that have led us to our current success.
Learning Outcomes:
Upon completion of this Masterclass, the participant will be able to better appreciate and/or
understand the context of leadership today’s VUCA business environment and how to develop the
mind-set and agility to achieve sustainable organisational results during these turbulent times.
The programme incorporates a number of unique features and works on a number of levels. It is
specifically aimed at enhancing and developing the skills, knowledge and behaviours of the
participants.
The participants will develop their understanding of Leadership Effectiveness and how it will lead
to a creation of a sustainable competitive advantage for their respective organisations through the
development of an organisational climate that will contribute towards enhancing employee
engagement and productivity during challenging times when operating in a disruptive VUCA
business environment.
Full Course Synopsis: www.cee-global.com/masterclass/leading-in-a-vuca-world
For copies of Clients' Testimonials for the delivery of these programmes, please visit here.

Program 2: Developing High Performance Organisation
“Because individuals in organisations can rarely be successful alone, they must influence, lead, and
coordinate their efforts with others in order to achieve their goals – to translate vision into action. A leader
success rests in large part upon his or her ability to influence the different groups he or she must relate to
in the organisation: the superiors, peers, and direct reports. The life of a leader has plenty of demands and
pressures. Having the skills to handle them would seem to be a pre-requisite for success. We have
identified several specific skills from a wide array of emotional & social intelligence competencies, as the
ones that differentiate successful leaders from other people. Fortunately, these skills can be improved with
the proper training and coaching.”
What makes a Great Leader? The importance of emotional & social intelligence competencies of
highly effective leaders.
Introduction
In a High Performance Organisation (HPO), the primary goals is to deliver service value and build
good customer relationships in order to generate sustainable results through their satisfied and
loyal customers. Employees being at the forefront of the service delivery chain hold the key to
building this satisfied and loyal customer base/
Employees who are engaged and motivated are instrumental in delivering the service experience
for the client which will result in customer engagement. The level of employee engagement is
dependent on the “organisational climate”, which here simply refers to “how employees feel about
working in the organisation/business unit/department/division.”
Leadership is all about the ability to have impact and influence on your followers using the right
leadership styles so as to engage them towards achieving your organisational results through both
Ontological Humility and Servant Leadership approaches blended with elements of social
intelligence competencies and socialised power.
We know that leaders create, transform and manage organisational cultures. The leader’s values,
beliefs and leadership styles will impact the organisation’s climate. We need “Level 5 Leaders”
who demonstrate ontological humility and possess emotional mastery. They also need to possess
essential integrity in discharging their day to day role and responsibilities towards engaging the
employees.

The Results-based Leadership (RBL) Framework
Putting the customer first has been the mantra of many companies for a long time. But however
correct the mantra may have been in the past, perhaps it’s time to question the wisdom of it in the
present-day context. Some companies have already done this, that is, they are putting the customer
second, after the employees. The results are surprising and enlightening – employees have
become more engaged and contented, helping companies post impressive results and get cited

for their best practices. Moreover, customers are satisfied. An example of an organisation that has
been successful in adopting this philosophy is The Virgin Group founded by Richard Branson.
The Results-based Leadership (RBL) Framework developed by CEE presents an operating model
and proven approach for putting employees first. Steady, long-term competitiveness requires an
organisation to be committed to putting employees first and developing quality training programs
that are linked to its strategic objectives. Without a true commitment to the employees at all levels
throughout an organisation, the journey to enhance organisational performance will be an elusive
adventure. Quality employees equate to organisational success. Unqualified and poorly trained
employees equate to organisational failure.
Importance of Emotional & Social Intelligence in a High Performance Organisation (HPO)
Emotional intelligence involves the control of one’s emotions to fit the particular situation. This is
different from a purely rational or intellectual response to various management situations. When
one has a high EQ, that person will react in a proper manner to the individuals in the situation, as
well as the situation itself. A person reacting with their IQ would simply react to the facts of the
situation and negate the “total picture”, which includes the irrationality of human behaviour.
Leadership in organisations requires mastery in a broad array of competencies. Leaders must
have technical or subject matter expertise and knowledge. Without it, they cannot achieve
credibility. They certainly need the cognitive ability to take in and absorb vast amounts of
information quickly; to cut through what is irrelevant, to recognise the salient patterns, and to focus
people’s attention on the parts that contain the critical meaning for the future success of their
organisations. Thus, of course, without a high level of intellectual capability, they cannot cope with
the complexity of the highly disruptive, VUCA world.
Self-awareness is arguably one of the most critical emotional intelligence competencies for highly
effective leaders. Effective self-assessment of feelings and emotions will help to improve a leader’s
confidence and self-esteem as those with strong self-awareness or self-regard have an accurate
picture of their strengths and weaknesses in dealing with the insurmountable challenges that they
faced when leading their teams in the disruptive VUCA World.
Learning Outcomes:
Upon completion of this Masterclass, the participant will be able to better appreciate the
significance and importance of developing their emotional and social intelligence competencies
which are crucial in leading and engaging their team effectively in a VUCA World.
participants.
Full Course Synopsis: www.cee-global.com/masterclass/high-performance-organisation

Program 3: Winning the War for Talent 2.0
“Can companies win the “war for talent”? Will we be able to define and implement a retention strategy
that will give us the stable, committed, capable workforce required to achieve a competitive business
advantage? Consulting firm and research organisation reports, published books and articles, and internal
company retention studies suggest that everyone is following the same overall plan. How will this approach
give a company an edge? Few, if any, organisations today have an adequate supply of talent. Gaps exist at
the top of the organisation, in the first- to mid-level leadership ranks, and at the front lines”.
Winning the War for Talent 2.0
Introduction
For businesses to succeed in what is undeniably a quick moving world, having the right people,
with the best mix of skills and experience possible, is crucial. But knowing what that ‘best mix’ looks
like now can be tricky and predicting what it will look like in years to come can feel impossible.
So, how, in an ambiguous and ever changing world, could you ever hope to successfully talent plan
for your business?
Talent Management in a Disruptive VUCA Business Environment
The business environment has been described as fast changing and volatile now for twenty
years — long enough that perhaps we should say that this is the new normal. And now, perhaps
more than ever, a lack of talent will cost a business dear. Modern Talent Management should focus
on finding talented employees with great learning agility — meaning that they remain open to new
experience, and seek opportunities to learn and continuously improve.
It is crucial that talent management in a VUCA world should focus on finding individuals who
possess or demonstrate these behaviours — more than the traditional short list of management
skills such as analytical ability and drive, and certainly more than relying on previous experience
and success as an indicator of future leadership potential.
Organisations need to be agile as the turmoil of the VUCA environment would make it
advantageous for initiatives to operate on a shorter horizon. Healthy strategic talent initiatives,

however, are built for the long haul as they address ongoing organisational needs—acquiring the
best talent, developing strong leaders, managing performance succession.
Learning Outcomes:
Upon completion of this Masterclass, the participant will be able to understand and leverage on a
proven framework to identify, acquire, develop and manage talent that would be able to lead and
engage their team much more effectively and achieve success in a VUCA World.
participants.
Full Course Synopsis: www.cee-global.com/masterclass/winning-the-war-for-talent-2-0/

Program 4: Managerial Coaching for Success
“Today’s new business environments demand a change in the traditional manager’s role. Thus,
managerial coaching in organisations has been perceived as an important function of managers for the
development and growth of employees leading to performance improvement. Managerial coaching has
been given considerable attention in management and leadership and has consistently shown to have an
impact on the development of high-performance organisation”.
Creating a Coaching Culture: Leveraging on Corporate Coaching Skills
Introduction
Today’s knowledge economy has placed many managers in the position of providing leadership to
employees who have more expertise in key business processes than they (the managers) do. As
the amount of knowledge grows, managers are faced with increasing numbers of employees whom
they must lead without an in-depth understanding of what these employees do. Managers need to
let go of the traditional and out-dated practice of trying to be the expert—the person with the
answers—and move to a position of enabling the learning of their employees and creating
knowledge sharing both within their own teams and across the larger organisation.
Employees no longer expect company loyalty. Downsizing and layoffs have taught them otherwise.
These events have also taught employees that they must be marketable at all times, and to be
marketable they need to continually develop their skills and knowledge. Organisations that place
an emphasis on development are more likely to both attract and retain talented employees, and at
the same time build the critical capabilities the employees need to achieve business results in a
continually VUCA driven business environment. As those closest to employees, managers play
the critical role in facilitating this development.
The Importance of Managerial Coaching in a VUCA World
Today’s disruptive, VUCA driven business environment demand a change in the traditional
manager’s role. Thus, managerial coaching in organisations has been perceived as an important
function of managers for the development and growth of employees leading to performance
improvement. Managerial coaching has been given considerable attention in management and
leadership and has consistently shown to have an impact on the development of a high-
performance organisation which is crucial for success in this new normal.

Managerial Coaching is about developing and maximising an individual employee’s potential which
will consequently impact positively on the organisation’s performance. It is about more inquiry (ask)
and less advocacy (tell) which means helping that individual to learn rather than teaching. Coaching
sets out to embrace the employee as an individual and understands the organisational context in
which the employee operates. It seeks to achieve alignment between the individual employee,
team and organisational goals.
Learning Outcomes:
Upon completion of this Masterclass, the participant will be able to understand and leverage on a
proven coaching framework, “G.R.O.W.” to lead and engage their team of knowledge-driven
professionals in a much more effective manner towards achieving continued success in a VUCA
World.
participants.
Full Course Synopsis: www.cee-global.com/masterclass/managerial-coaching-for-success/

Program 5: Inspiring Your Multigenerational Workforce
“Every generation is unique with their distinctive values, priorities and beliefs. When a new generation
enters the workforce, it affects the existing workplace symmetry as management, human resource
personnel and older employees have to learn new management strategies and approaches so as to better
understand, engage and inspire them. Oftentimes, this results in tension and an us-versus-them mentality.
Apart from Generation Y (Gen Y), in the spotlight in today’s workplace is the Generation Z (Gen Z) who are
joining the corporate world in large numbers. Understanding the challenges that managers and leaders
face within their organisations when they deal with younger generations will lead to a better productive and
engaging workforce which is critical towards the development of high-performance organisation”.
– Prof Sattar Bawany & Adam Bawany (2015)
Inspiring Your Future Workforce: How to lead and engage Gen Y and Z effectively
Introduction
For the first time in modern history, workplace demographics now span four generations, meaning
that 20-year-old new hires can find themselves working side-by-side with colleagues who are older
than they are by 50 years (or even more).
Leaders today are facing a critical challenge: how to adapt their leadership practices and style to
get the best out of next generation of employees. They can’t do so alone. Organisations have a
responsibility to help managers understand how workers’ expectations have changed and how they
can adapt their leadership style to these new conditions. More importantly, organisations need to
provide leaders with the tools and processes which allow leaders to reward and recognise, train
and develop, empower generation Y employees more effectively.
Leading and Inspiring Your Multigenerational Team in a VUCA World
In view of the disruptive nature of the VUCA business environment and the impact on the
workplace, leaders at all levels would need to adopt new practices which will allow them to better
lead and engage their teams.

Flexibility is vital to managing Gen Y and Z, especially if your organisation comprises a
multigenerational workforce. By understanding Gen Y and Z and adapting your management styles
accordingly, you can effectively harness the potential of future generations of employees while
maintaining the loyalty of other staff, thus effectively attracting and retaining employees, building
teams, dealing with change and increasing employee engagement.
There are several benefits to be gained by the whole organisation when a multigenerational team
works well together. A positive, inclusive work culture can lead to business success by enhancing
recruitment, retention and profitability.
1. The team can attract and retain talented people of all ages.
2. The team is more flexible.
3. Decisions are stronger because they’re broad-based with multiple perspectives.
4. The team is more innovative and creative.
5. The team can meet the needs of diverse markets and can relate more effectively.
Learning Outcomes:
Upon completion of this Masterclass, the participant will be able to understand and harness the
potential of a multigenerational workforce and develop towards a high-performance organisation
so as to ensure a continued success in a VUCA World.
participants.
Full Course Synopsis: www.cee-global.com/masterclass/inspiring-your-multigenerational-
workforce/

Program 6: Developing High Performance Teams with
SCORE™ Framework
“In most teams, the energies of individual members work at cross purposes. Individuals may work
extraordinarily hard, but their efforts do not translate into a team effort, and this results in wasted energy.
By contrast, when a team becomes more aligned, a commonality of direction emerges, and individual
energies harmonise. You have a shared vision and an understanding of how to complement each other’s
efforts. As jazz musicians say, “You are in the groove.” From experience gathered through team
effectiveness consulting engagements, it is found that a high-performing team demonstrates a high level of
synergism – the simultaneous actions of separate entities that together have a greater effect than the sum
of their individual efforts. It is possible, for example, for a team’s efforts to exemplify an equation such as
2 + 2 = 5!"
Building High Performance Teams: Using SCORE Framework
Introduction
Teams have become a principal building block of the strategy of successful organisations. With
teams at the core of corporate strategy, your success as an organisation can often depend on how
well you and other team members operate together.
In today’s highly networked business environment, teams are critically important to getting work
done. Yet not all teams are created equal. Some fail to perform, or they perform below
expectations. Some start out well but later lose their focus and energy. Teams are extremely
valuable if they are working well. They are very costly if they are not. It is critical for managers
and team leaders to find ways to ensure their teams are working effectively and are achieving their
results.
The success of a team should be measured at regular intervals so that team spirit can be
encouraged, either through celebrating achievements or through sharing problems. In terms of
measuring success, it is perhaps easier to gauge the progress of a sports team than it is to rate
the performance of work-based teams. For example, the performance of a sports team can usually
be tracked by league tables.
Importance of Building a High-Performance Team in a VUCA World
Working as part of a successful team makes work enjoyable. It provides employees with a
supportive work environment and enables them to address any conflict that might arise in a
constructive way.
In high-performing teams, leadership shifts during the stages of team development based on team
needs. Unlike organisational leadership, which remains somewhat constant, team leadership can
shift from very directing, when the team is being formed, to more delegating, when the team is
functioning effectively. To transform into a high-performance team, an easily implementable
framework such as 'S.C.O.R.E.' would assist towards achieving that end goal.

Cultivating a group of individuals into a high performing team, responsible for achieving the shared
vision of the organisation, is critical to business success. As research shows, for any team to
perform at its best, you must be aligned with vision and values. For leadership teams, in particular,
you must be able to draw upon your collective creativity to effectively navigate through increasing
levels of volatility, uncertainty, complexity and ambiguity.
Learning Outcomes:
Upon completion of this Masterclass, the participant will be able to leverage on a proven framework,
“S.C.O.R.E.™” to lead and engage their teams towards a high-performance organisation so as to
ensure a continued success in a VUCA World.
participants.
The Course Synopsis could be viewed at: www.cee-global.com/masterclass/building-high-
performance-teams-with-score/

About Your Masterclass Facilitator
Prof. Sattar Bawany
CEO & C-Suite Master Executive Coach, CEE
Professor Sattar Bawany is the Chief Executive Officer of the
Centre for Executive Education (CEE).
Prof Bawany is concurrently the Strategic Advisor & Member of
the Board of Trustees and Governing Council of the
International Professional Managers Association (IPMA);
Managing Director and C-Suite Master Executive Coach with
Executive Development Associates (EDA) and Master
Facilitator with Action Management Associates, Inc. (AMAI).
He has over 30 years’ international business management
experience, including 20 years in executive coaching, group
facilitation, and leadership development and training with global
management consulting firms. In addition to his business and
consulting career, Prof Bawany has over 15 years of concurrent
academic experience as an Adjunct Professor teaching senior
executives international business strategies and human
resource courses at various leading universities.
He is currently the Adjunct Professor with Curtin Graduate School of Business (CGSB) and a
member of the Advisory Board of Curtin Graduate School of Business (CGSB), Curtin University,
Western Australia.
He is especially skilled at coaching leaders work through leadership transition issues, whether
individually or systemically. As a seasoned coach, he truly cares about others, listens with an open
mind, and adds value in unexpected ways. His approach to executive coaching encourages new
insights into the key capabilities and unique strengths needed to sustain practical behavioural
change over time, resulting in the executive’s enhanced self-awareness, better decision making,
and continuous performance improvement.
Prof Bawany is an astute advisor and coach to executives who need to know how they are
perceived and want to focus on what is most important in their professional and personal lives. He
has coached a range of leaders, from CEOs to senior vice presidents, and high potential managers.
His current work in organisations focuses on encouraging individual initiative and leadership from
a systemic perspective in order to achieve clearly defined business results. His speciality is
effectively linking people processes to business outcomes.
Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The
Chartered Institute of Marketing (CIM). He is a Professional Member of the Society for Human
Resource Management (SHRM) and the Chartered Institute of Personnel and Development
(CIPD). He is also a Practising Member of the International Coaching Federation (ICF) and
International Association of Coaching (IAC).
Prof Bawany’s complete Profile can be found here and also on LinkedIn.

r*prasarana
Prasarana Malaysia Berhad (467220 -U)
(Formerly known as Syarikat Prasarana Negara Berhad)
B-20-1, Level 20, Menara UOA Bangsar, No.5, Jalan Bangsar Utama 1, 59000 Kuala Lumpur.
Tel : 03-2299 1999 / 2287 5959 Fax : 03-2299 1919 Website : www.myrapid.com.my
Our Ref : PRASARANA/GMD/013-2014
26 August 2014
Prof Sattar Bawany
Chief Executive Officer, CEE Global
C-Suite Master Executive Coach, EDA Asia Pacific
CENTRE FOR EXECUTIVE EDUCATION (CEE)
259 Tam pines Central
Singapore 915209
Dear Prof Bawany,
EXECUTIVE COACHING SUPPORT FOR PRASARANA MALAYSIA BERHAD'S
(PRASARANA) SENIOR LEADERSHIP TEAM
We would like thank you for the excellent partnership over the past year in delivering
the executive coaching support for our Senior Leadership Team (SLT).
The "Managerial Coaching Skills" Workshop which you had successfully facilitated
has allowed the SLT members to leverage on a fully developed coaching model
which enable them to immediately implement in the workplace resulted in the
development of a coaching culture within Prasarana.
The Group Executive Coaching sessions as well as Individualised Executive
Coaching for selected members of the SLT members have raised their standards for
constructive, collaborative conversations with their respective teams, and they have
developed practical, business-based skills and competencies. This has not only
shaped the individual leader's performance but also, increasingly build broader
organizational capacity.
I highly recommend you as an Executive Coach to any organisation that requires
effective executive development support for their senior leadership team.
Thank you.
Yours sincerely,
PRASARANA MALAYSIA BERHAD
DATO' SRI SHAHRIL MOKHTAR
Group Managing Director
tprasarana Group I ri prime pride r'rapidbus rapidrail

75 Farrer Drive, 02-01 Sommerville Park, Singapore 259281
21 October 2014
Professor Sattar Bawany
CEO, Centre for Executive Education
Singapore
Dear Professor Bawany,
KEY NOTE ON “TRANSFORMING THE NEXT GENERATION OF LEADERS”
On behalf of the London Business School Singapore Alumni Club, I just wanted to say
thank you for being a part of our event on Tuesday, 7 October 2014 at the British High
Commissioner’s residence. The London Business School Worldwide Alumni Celebration is
an annual event that stretches across the globe in about 100 countries. Here in Singapore
we try every year to make the evening bigger and better. And with your help we did!
Thanks so much for delivering a really interesting and thought-provoking presentation on
the above topic to our Alumni. It was certainly one of the highlights of the evening and we
really appreciate you taking the time to share your expertise and perspective with us. I
just wish we had had more time for the Q&A segment as the guests were clearly
interested in and engaging with you on the contemporary topic which are relevant to the
Alumni members most if not all of whom are senior business leaders from various
industries across the region.
Wishing you even more success in the future and hope to hear you speak again soon.
Sincerely,
Vivian Pei
President (volunteer)
Singapore Alumni Club
Mob: +65.9758.7480
vpei.mba2000@london.edu
London Business School
www.london.edu

/(grnh,,,,
4Coa.uar'65**r,
1December2011
ProfSattarBawany
StrategicAdvisor
IPMAASIAPACIFIC
259TampinesCentral
Singapore915209
DearProfBawany
FACILITATIONOF2-DAY'HIGHPERFORMANCETEADERSHIP'WORKSHOPON5TO5OCTOBER2O1O
Fromthe beginning,thefellowparticipantsandI expectedto gainfromtheexperience,butneverdid
we anticipatethe tremendousamountof insight,knowledge,and practicaltoolsthat my senior
leadershipteamandI learned.
Thereis no doubtin my mindthatthisleadershipdevelopmentprogramwouldnot havebeenas
successfulwithoutthebenefitofyourexcellentfacilitationanddeliveryskills.our leadershipteamwere
a bit hesitantat the initialmentionof "consultants,"buttheysoondiscoveredthatyoudidnottell us
whatto do;rathertheyledourseniorleadershipteamandmethrougha processof learningand
analysis,helpingusto developasenseofself-awarenessineachof us.
Mostimportantly,asa resultsoftheimpactfulprogramcontent(andtheaccompanyingknowledgeand
skills)on EmotionalIntelligence,Effectivecommunicationstylesandthe GRowManagerialcoaching
Model,we havelearnedhowto effectivelylead,develop,andcoachour peopleandensurethatour
workforceisalignedwiththecompany,scorevalue.
I wouldwhole-heartedlyrecommendIPMAand yourselfto any companywho is seriousabout
strengtheningtheirleadershipbenchstrengthandis willingto be introspective,honest,andopen-
mindedaboutit intheprocess.
Warmestregards
DesmondChan
ManagingDirector
MenloWorldwideLogistics,SouthAsia

CEE 2018 Program Directory for Leadership Masterclass

CEE 2018 Program Directory for Leadership Masterclass

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