EFMD Annual Conference 2014: Plenary V – Panel on Technology & Blended Programmes

Richard Straub

Richard Straub, introduced the final session of the EFMD Conference 2014, stating then blended learning seemed outdated and the need to discuss what would go beyond this methodology and take us to the next stage.

Kai Holger

Kai Holger Liebert

Kai Holger Liebert, Head Global Learning Campus, Siemens AG, DE

Kai Holger Liebert stated that it seemed like a boring topic, although at Siemens they had been doing it for 20 years. The company is looking to connect the 360,000 people who are working and learning at the company. The challenge is however that while the content already exists, young people often don’t believe that educators are always telling the truth. The challenge is therefore to actively use new types of learning. Siemens now has a video platform and is teaching its employees how to use it.


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Stephane atsou

Stephane Atsou

Asked by Stephane Atsou how they would deal with the problem of losing control, Kai answered that there are certain givens such as in engineering so a balance is still necessary in control. Patrick de Greve added that faculty is used for pushing content and they now using marketing competences from around the world. This in turn creates a very powerful learning platform. Stephane pointed out that the technology already exists and now it is just a question of how much we take ownership to direct our own learning and advance ourselves.

Kai added that young people in particular have a very short fuse with technology and it has to work on the first go. He even added that MOOCs are old-fashioned as well because other technology is starting to replace it. In fact self-directed learning will be at the core of future learning.

patrick de greve2

Patrick de Greve

Patrick stated that the biggest challenge to this is not the technology but the people. Much of the faculty are content and programme driven but now the role of faculty is now changing. They have been coaches on the side of the football field but not actually playing the game. Coaches are also the first to get first. Motivation systems are also an important factor. We cannot continue to have our reward systems based solely on teaching hours. If you look at it, all of us now suffer from ADHD – Any Device, Head Down. During presentations people are always looking and checking their devices.

If you build a campus, you need to have a good reason to do it. You also need to think about how much you are going to spend on technology compared to the bricks and mortar.

He also emphasized that there is a time when people are open to learning (such as learning finance during the budget period) and we need to be capture these moments and make the most of them.

straubrichard_170pxRichard Straub (UK)

President, Peter Drucker Society Europe

In his 32 years with IBM Dr. Richard Straub has held key international executive functions such as Deputy General Manager for PC Europe and Global Chief Learning Officer. Since 2006 he has started a new career working with non-profit organizations – as part-time executive and as social entrepreneur. He is currently executive committee member at the European Foundation for Management Development (EFMD) and Secretary General of the European Learning Industry Group (ELIG). In addition he retained a strategic advisory role for the IBM Global Education Industry. As a social entrepreneur he founded in 2008 the Peter Drucker Society of Austria and in 2010 the Peter Drucker Society Europe. He is the president of both. The Peter Drucker Society has as its mission to be a catalyst for the improvement of Management as a vital role in modern society. As the crystallizing yearly event the Drucker Society organizes the Global Peter Drucker Forum in Vienna.

kai holgertKai Holger Liebert

Head Global Learning Campus, Siemens AG, DE

Learning is the red thread in Kai’s professional career. He started at AEG ElectroCom (Konstanz, Germany) developing Computer Based Training Programs and Curricula for Maintenance staff of hi-end Letter Sorting Machines. Later he was responsible for all technical training and technical documentation of the Siemens Postal Automation Branch. In 1999 he moved to Siemens Corporate HR (Munich, Germany) discovering all perspectives of a Corporate Learning Business. Since 2009 he is responsible for Global Business Learning at Siemens, heading the Siemens Global Learning Campus as well as holding the governance function as Siemens’ Global Learning Manager. His main task is the globalization of Siemens’ Business Learning activities and serving more than 50.000 participants per year all over the world. Kai holds a PH.D. in Educational Science of the University of Heidelberg and worked as a journalist and musician before entering the industrial world. He has three children and three grand-children and lives in Munich.

patrick de grevePatrick de Greve

General Director, Vlerick Business School, BE

Having worked at Vlerick since 1993, Patrick developed a passion for leadership development, organisational change and strategy execution. Over the years he has designed and delivered programmes with “impact” for diverse set of clients and executives, ranging from young, middle to senior management. Challenging participants during the learning journey of the Advanced Management Programme were for many years his habitat. Today next to his responsibility of General Director, he is leading the team of customised programmes and still enjoys the contact with the clients . Since 2 years he is heading the Vlerick Learning Innovation Centre where a mixed and heterogeneous group of talents develops blended learning approaches for the executive world. Being both creative and innovative as well as flexible and pragmatic, his motto is straightforward “Design and deliver a learning journey that hits the head, heart and hands” of our participants. Unless you are ready for change or impact, do not contact him.

stephan atsouStephan Atsou

Head of Continental Europe Operations, CrossKnowledge, BE

Stephan Atsou joined CrossKnowledge in 2007. He is in charge of operations in Continental Europe. He often speaks at international conferences, and is co-author of “e-learning: a solution for your company” (Edipro, 2009). He is also invited regularly as a guest speaker into Universities in Belgium and in the Netherlands to share his knowledge with students.

See also:

AACSB Annual Meeting (ICAM 2013): 5 Essential Social Media Practices for Academic Leaders (Dr. Michael Williams, Pepperdine University)

Cover picAt the AACSB Annual Conference in Chicago, Dr. Michael Williams from Pepperdine University gave an excellent, practical talk on some of the strategies we can adopt for using different social media efficiently in our jobs. Dr. Williams recognizes that “we are all trapped in a high flow information world” and struggling to cope with all the different media forms that exist. The meeting was organized by the Associate Deans Affinity Group and was attended by 70 delegates.

AACSB Associate Deans Conference 2012: Lessons from Change in Business Schools

One of the opening sessions of the AACSB Conference for Associate Deans Conference brought together panelists from 4 business schools; Latha Ramchand, Dean at the University of Houston, Lynne Richardson, Dean at the University of Mary Washington, Deborah Spake, Associate Dean at the University of Alabama and Kristie Oglivie, Interim Associate Dean at California State University. The Panel was chaired by Susan McTiernan, Associate Dean at Quinnipiac University and Vice Chair of the Associate Deans Affinity Group.

Peter Drucker Forum 2013: “The Top Mangement Perspective: Is Complexity on the Agenda?”

Final Panel Discussion
Lynda Gratton, Professor, London Business School; Founder of the Hot Spots Movement, a research and consulting team melding both business and academia; and a well known organizational theorist, led a Q&A session outlining whether complexity is really in the minds of top business leaders when managing their companies.  Two top business leaders, Rick Goings, CEO of Tupperware Brands, and Natarajan Chandrasekaran (Chandra), CEO and Managing Director of Tata Consultancy, gave her their take on complexity in organizations.

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Filed under Business Schools, E-learning, Higher Education, Innovation, Management, MBA, Technology

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