New York 2018 Vanguard Forum for Healthcare Leaders –…

New York 2018 Healthcare Forum

November 7-8


For the fifth year, the Vanguard Forum for Healthcare Leaders in New York City will bring together leading executives from across the healthcare ecosystem with current and former CEOs and advisors, for intimate dialogue on real-world issues and challenges at the highest levels of leadership.

This one and a half day, invitation-only leadership development program is designed for rising senior high potentials and newly minted top executives.

 

AGENDA

November 7 and 8, 2018

Location to be announced

See below for current list of Faculty

Wednesday, November 7

12:30 p.m. to 5:30 p.m. Registration

Light Lunch

 

Masterclass – Assessing and Developing Your Capabilities for Executive Leadership

This master class will begin by looking in the mirror: taking a structured and candid look at your leadership strengths, challenges, and areas of opportunity.

 

The assessment work will be followed by practical exercises and learnings on how to grow and strengthen your personal leadership in ways that can take you to the next level.

 

Workshop – How to Lead in the Age of Big Data.

 

This master class will begin by looking in the mirror: taking a structured and candid look at your leadership strengths, challenges, and areas of opportunity.

 

The assessment work will be followed by practical exercises and learnings on how to grow and strengthen your personal leadership in ways that can take you to the next level.

 

 

 

 

 

Faculty:

JUSTIN MENKES, Partner, Ventura Partners; Globally recognized leader in talent assessment and CEO recruitment.

 

 

 

 

 

Faculty:

RAM CHARAN, global CEO and Board advisor and best-selling author

5:30 p.m. to 7:30 p.m. Networking Reception

Thursday, November 8

9:00 a.m. to 5:30 p.m. Sessions

The sessions will be led by the members of the faculty (list below); assignments are in progress in consultation with the faculty.

Confronting Reality: What Winning Leaders See That Others Do Not

  • Why do so many top executives have an unduly rosy, or incomplete, picture of their business reality?
  • What are the steps to take, and questions to ask, to confront the reality?
  • Almost always, the most important reality is disruptive change in the environment.  How do great leaders see ahead and see around the corners?
  • How do you identify and prioritize what’s needed to get ‘in tune’ with reality, and make the tough calls?
  • Lack of alignment among top teams and within the employee ranks is the biggest reason new thinking and new plans fail. How can you turn your new understanding of reality into execution?

(Fireside chat)

 

Succeeding with the Active Board of Today:  How to work effectively with the new, more active and accountable board of today.

  • How can top executives create an effective ‘social contract’ with the today’s board?
  • What are the right strategies to convert potential interference and disruption by board involvement in operations, into value creating contributions?
  • What are the best ways to expose the board to next generation talent in the organization?
  • How do you get the best contribution from the board on strategy?
  • What are the best strategies for dealing with the disruptive or interfering board member?

(Panel, and dialogue with delegates)

 

Break

 

Talent Leadership:  How to identify, recruit, develop and keep talent at the top Why do so many top executives have an unduly rosy, or incomplete, picture of their business reality?

  • What are the special qualities you need in leaders at top levels of the enterprise in the converging healthcare ecosystem?
  • In flat organizations there are limited opportunities for promotion of top players.  What can you do to keep them engaged and motivated?
  • Are there new factors in leading millennial employees – or are the key leadership factors timeless?
  • What is the right role of HR as a partner at the top of the company?
  • It is often said that you should hire for people who are better than you at their job.  Is that true, and what does it really mean?

(Case studies and table-top working session)

 

Leading Across the Converging Healthcare Ecosystem:  Developing proven capabilities for cross-functional collaboration and leadership What are the special qualities you need in leaders at top levels of the enterprise in the converging healthcare ecosystem?

  • What are the new capabilities that are required in C-Suite leaders to work across sectors in healthcare?
  • What are the necessary new behaviors?
  • Which sectors are succeeding at this?  What can we learn from them?
  • What are the special qualities you need in leaders at top levels of the enterprise in the converging healthcare ecosystem?
  • In flat organizations there are limited opportunities for promotion of top players.  What can you do to keep them engaged and motivated?
  • Are there new factors in leading millennial employees – or are the key leadership factors timeless?
  • What is the right role of HR as a partner at the top of the company?
  • It is often said that you should hire for people who are better than you at their job.  Is that true, and what does it really mean?

(Panel and working session)

Break

 

What Your Investors Want You to Know:  A leading investor and CEO explain the do’s and don’ts of interacting with your investors.

  • What is the right role for CEOs and top management in investor relations?
  • How can you best keep investors informed? How close should you become to your investors?
  • EPS and share price are essentially trailing indicators of performance.  What are the leading indicators that you should attend to, and educate investors about?
  • What are the right strategies for working with activist investors?  Best case studies?
  • When CEOs are fired, the reasons are usually obvious in hindsight.  How can you see early warning signs of trouble, and respond?

(Fireside chat)

 

Succession Planning and You: A Board member, top CHRO, and top Search Consultant describe what they look for in successful C- Suite leaders – and what characteristics they see as warning signs. (Builds on Day 1 Master Class)

  • At the CEO level, do leadership qualities become more important than sector or functional knowledge?  What matters most?
  • EQ is widely identified as a ‘must’ for the winning CEO. But what exactly is that, and how do you develop EQ?
  • Who are some of the best CEOs of the past ten years, and why?
  • What are the three things Boards and their advisors look for in selecting a CEO? What are the three warning signs that most often put them off a candidate?

(Panel and dialogue)

5:30 p.m. to 7:30 p.m. Closing Reception

Confirmed faculty include:

  • Ashley McEvoy, Company Group Chairman, Johnson & Johnson Vision and Diabetes Care CompaniesTom Sabatino, Executive Vice President and General Counsel, AetnaRam Charan, CEO advisor and business author
  •         Cameron Durrant, Chairman and CEO, Humanigen
  • Justin Menkes, Partner, Ventural Partners
  • Tracy Duberman, President & CEO, TLD Group
  • Ashthika Goonewardene, Senior Biotech Analyst, Bloomberg Intelligence
  • Sally Curley, Founder and CEO, Curley Global IR
  • Bob Sachs, Chair, Advisory Board, TLD Group
  •         Orlan Boston, Global Life Sciences & Healthcare Senior Partner, EY

 

 

 

Attending a Vanguard Forum qualifies delegates for an ongoing curriculum of thought leadership and insights, as well as invitations to exclusive small group dinners with today’s top healthcare leaders.


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