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AVIRA: Awareness, Vision, Imagination, Role, Action

  • Free

  • classroom only
  • France (Fontainebleau, NA) |
  • May, 4th 2022 - May, 9th 2022
    • Certificate

    Today, leaders must operate in a world characterised by greater uncertainty about the future, a trust deficit and opposing economic patterns – constituted by static and worrisome trends in the established economies and dynamic trends in the emerging economies.

    This challenging environment notwithstanding, senior leaders are responsible for the performance and health of their organisations – especially in terms of developing and deepening talent and their own learning, reflection and growth. Further, leaders at the top of organisations must be able to distinguish and grapple with both challenges that require changes in technology and those that require changes in behaviour.

    AVIRA: Awareness, Vision, Imagination, Role, Action is a unique invitation to set aside the urgent to consider the important. It provides a forum for you to learn, reflect and grow. Facilitated by experienced session leaders, you will explore and discuss the characteristics of effective top executives and high-performance organisations. You will widen your international network of colleagues. Reflecting the motto of 'little teaching, lots of learning', the spirit and format of AVIRA is peer-led.

    Program Benefits

    • Discuss and understand where the world is coming from, where it seems headed and what the implications might be for your leadership and organisation.
    • Appreciate and learn the habits of effective leaders and the practices of high-performance organisations.
    • Reflect on your organisation's performance, your role and your influence – and depart with a concrete personal action plan for you to lead and deliver more effectively.
    • Hone your judgement and fine-tune your decision instincts.

    Who Should Attend

    This programme is designed for top executives who hold significant responsibility and who are grappling with dilemmas of organisational and personal transformation. Typical participants include CEOs, managing directors, C-suite executives, executive vice-presidents, board members and chairpersons.

    Faculty

    Enrico Diecidue
    Professor of Decision Sciences
    Philip Anderson
    Professor of EntrepreneurshipThe INSEAD Alumni Fund Chaired Professor of EntrepreneurshipAcademic Director of the Rudolf and Valerie Maag INSEAD Centre for Entrepreneurship (ICE)
    Antonio Fatas
    Professor of EconomicsThe Portuguese Council Chaired Professor of European StudiesChair, Economics and Political Science Area
    Subramanian Rangan
    Professor of Strategy and ManagementThe Abu Dhabi Crown Prince Court Endowed Chair in Societal Progress

    *Program faculty is subject to change

    Curriculum

    AVIRA is a peer-led seminar, raising questions and contesting alternatives through group and plenary interaction, and active exchange with session leaders. Beyond information and knowledge, the programme includes a transformational module based on peer coaching, facilitated by a professional coach, and includes post programme follow-up.

    The seminar enables you to take a closer look at and comprehend key macro-economic trends (e.g., rise of emerging economies; unstable political economy); macrosocietal trends (e.g., trust deficit; diversity; income disparity); and trends related to our ecosystem (that explain the rising salience of sustainability). This exploration will help you assess and adapt your organisation’s vision, mission, and strategy. You can more confidently ensure that your organisation’s resource allocation is adapting to our changing world.

    It also addresses, how, in an era of information overload, leaders build bridges to the external world and distinguish signal from noise. How to exercise better judgement in an ambiguous and uncertain world. How top organisations develop and deepen talent. How organisations build and reproduce a performance culture. It aims for helpful insight into the knowing-doing gap. Given that all action is social, AVIRA addresses how power dynamics in organisations boost or impede effectiveness in realising intended organisational action.

    The design of the programme includes peer coaching, providing you with the opportunity for self-reflection and a deeper understanding of your leadership needs and personal development. Guided by professional coaches and through discussions with peers, you will leave the programme with an action agenda that will guide your actions as soon as you return to your organisation.

    AVIRA (Awareness, Vision, Imagination, Role, Action) Awareness

    • What are the shifts and trends in the world economy and where is it headed? View the global economy through a historical and theoretical perspective and understand where growth really comes from

    • What is the role of business in society (climate change, inequality, gender disparity and water security)?

    • What is your professional identity and leadership style?

    Using 360-degree feedback and peer coaching, question your assumptions and approach issues from a fresh perspective

    Vision

    • What is your organisation’s aspiration and will it inspire performance and attract financial, intellectual, and human capital resources?

    • How does your organisation fit in the world? In what world does your organisation fit?

    • How future-proof in an ever changing environment is your vision and strategy?

    Imagination

    • What is the role of imagination in framing and choosing goals?

    • How to think outside the box and create alternative business models?

    • What is the role of imagination in non-market strategy?

    Role

    • What is the leader’s role?

    • What does it take to transform an organisation?

    • How do you assure the organisation’s future and develop intellectual, human, and social capital?

    • What is your accountability and stewardship for nature’s ecosystem – where to start and where to stop?

    Action

    • How to also be a leader of transformation and not only be a manager of turnaround?

    • How to close the knowing-doing gap?

    • What is the logic of collaboration and architecture of partnerships?

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