• Opening Ceremony
  • Chris McChesney.jpg
    Chris McChesney
    Global Practice Leader of Execution for FranklinCovey
    Keynote Session: Deliver Business Results By Creating Engagement And Meaning
    During these times of change and uncertainty, keeping your team engaged, motivated and resilient is a challenge many business leaders are facing. Companies that don’t prepare employees and managers to succeed risk losses to engagement, productivity, and performance. As a business leader and L&D professional, how do you ensure engagement, motivation and resilience in these times? And how do you keep focus on results? In this practical session, Chris McChesney, expert, and co-author of the world’s best-selling book on strategy execution, will share a toolkit of resources designed to enable both leaders and talent development professionals to build morale, stay motivated and deliver results during these uncertain times. During this practical 60 minute session, you will learn how to:

    • Understand the foundational principles of why we engage.

    • Create simplicity and transparency in the digital workplace

    • Enable employees to know they are winning, and equally important; that it matters.

    • Build trust in a culture of healthy accountability
  • Chris McChesney.jpg
    Chris McChesney
    Global Practice Leader of Execution for FranklinCovey
    Live Q&A With Speaker
    Chris McChesney, Global Practice Leader of Execution for FranklinCovey
  • Coffee Break
  • Dave Ulrich v2.jpg
    Dave Ulrich
    Rensis Likert Professor at the Ross School of Business, University of Michigan and a partner at the RBL Group
    Keynote Session: Digital Transformation and the Impact on Talent
    Nine talent investments to respond to the digital transformation

    · Acquiring the right talent
    · Managing employee performance
    · Developing employees
    · Managing employee careers and promotions
    · Communicating with employees
    · Retaining the best employees
    · Managing departing employees
    · Building and tracking employee engagement
    · Creating a positive employee experience

    For each of these nine talent initiatives, we will look at specific innovations and activities. We will also show the impact of these nine talent initiative on key business outcomes.
  • Dave Ulrich v2.jpg
    Dave Ulrich
    Rensis Likert Professor at the Ross School of Business, University of Michigan and a partner at the RBL Group
    Live Q&A With Speaker
    Dave Ulrich, Rensis Likert Professor at the Ross School of Business, University of Michigan and a partner at the RBL Group
  • Lunch
  • Pia-Maria-300-sq.png
    Pia-Maria Thorén
    Author and the Founder of Agile People
    Concurrent Session 1:The Future Role for HR and Managers – the Agile People Coach
    Welcome to an interactive session where we will cover what Leaders and HR managers need to be aware of when adjusting Ways of Working to the new paradigm of employee-driven organizations (self-management) and how to make people go in a certain direction without using formal power. In an agile organization, it is more about making it possible for teams to self-organize in an agile reality, unleashing human potential and optimizing for performance in a complex and agile world. You unleash human potential by knowing your employees deeply and taking time to understand what would make them go in the direction that you want them to go in, because THEY want to go in that direction.

    Leadership practices need to be adjusted to the new paradigm of employee-driven organizations and it will be more about creating prerequisites for innovation in infrastructure, culture, processes and systems, than providing strict rules & policies and ticking off compliance with the same.
    Motivating employees becomes possible with less control, transparent visualization, trust, and continuous improvement, together with a deep knowledge of what makes each and every employee tick.

    • Agile Leadership & HR – what is it?
    • Human theory X and Y
    • Self-organizing teams for optimal performance and engagement
    • Motivation – how discovering inner motives can help you drive performance and create Psychological Safety
    • Agile performance, learning, recruitment, and compensation – what is the difference from traditional HR processes?
    • Agile, learning, and Psychological Safety – what do they have in common?
  • Hedy Ho.jpg
    Hedy Ho
    Chief of Marketing and Operation at Microsoft Taiwan
    Concurrent Session 2: Empower Digital Talents with Technology, Achieve Purposeful Innovation
    Once, Microsoft's mission was to put “a computer on every desk and in every home”. Today, our mission is to “empower everyone and every organization on the planet to achieve more.”

    During her presentation, Hedy will share with the audience Microsoft's digital transformation journey, as well as customer stories from various industries. She will discuss the difficulties they faced during their own digital transformation journey and the solution applied to solve these challenges. Hedy will also delve into the current landscape of the tech industry and provide a thorough analysis on how companies can adopt the latest technologies like AI, so business decision makers can make insightful decisions quicker.

    In the post-pandemic era, enterprises and organizations must build their resiliency to strengthen competitiveness. Digital transformation is no longer an option. It is the key factor that determines companies’ survival in the digital era. Instilling an innovative and digital culture that enables change is also crucial to transformational digital success. When faced with unpredictability, companies must empower their people to build tech capabilities and apply tech adoption, through a secure and trusted platform, to unlock employee’s potentials.

    Lastly, Hedy will discuss how next gen talents can acquire digital skills and raise their own tech intensity, so that they may be prepared for challenges coming their way. Microsoft looks forward to forging meaningful partnerships and empowering more people and organizations in Taiwan to create purposeful innovation.
  • Mindy Yeh.jpg
    Mindy Yeh
    Vice President, Asia at Development Dimensions International, Inc.
    Concurrent Session 3: Survive and Thrive in the Digital Age
    · Think: How will CEOs revitalize their business post COVID?

    · Recover: Enhancing resilience by changing the operation mode and staffing composition

    · Re-Invent: Refresh your talent pool by adopting new mindsets in talent development

    · Outlook: How do you seize opportunities in the foreseeable future?
  • Break
  • Lim Khia Tat.jpg
    Lim Khia Tat
    Executive Council Member at the Singapore Human Resource Institute
    Concurrent Session 4:HR Forum- Developing Innovative HR Practice for Future
    The COVID 19 episode has changed the economies, jobs and especially the learning and development processes and productivity measures. With social distancing and work from home protocol still in place, trainers and learning consultants have to adapt to new norms in conducting employee orientation and training to ensure safety first rule for workforce.

    This session will discuss some of the new norms of employee on-boarding, workplace learning and employee engagement to keep productivity levels pre-COVID days.
  • Chaney Ho.JPG
    Chaney Ho
    Executive Board Director at Advantech Co., Ltd.
    Concurrent Session 5: Taiwan's Talent Development and Transformation Strategy in Global 3.0
    •Globalization evolution and reversal

    •New Taiwan opportunity and challenge

    •Taiwan's industrial transformation strategy

    •Taiwan’s challenge and strategy of industrial talent policy
  • Ping-Huang Liao.jpg
    Ping Huang Liao
    President at Team Development International Company, Ltd.
    Concurrent Session 6:Digitize Team Power
    Respond to the rule of keeping social distance, the epidemic disconnects team members. How to make team building developing in a long distance? Through smart phones, Digitize Team Power leads enterprises to unlock the eight key points of a team, including communication, trust establishment, conflict management, problem-solving ability, decision-making ability, leadership and corporation, and personal responsibility and social responsibility.
  • Chester Tsang & Charles Ho
    Head of Learning & Learning & Development (L&D) Manager at MTR Corporation Limited
    Concurrent Session 7:Driving Service Excellence Programme for Customer Service Ambassadors
    MTR Corporation Limited (“MTR”), a multinational railway operator based in Hong Kong, uncovered a demand for more caring service when customer complaints revealed the need for better communications from its 1,500 service ambassadors during challenging situations. Through a stakeholder needs assessment, Learning & Development team members observed that improving service skills was not enough to provide caring service to passengers, a continuous learning and holistic approach was necessary to reframe the traditional mindsets.

    The company’s “Driving Service Excellence Programme for Customer Service Ambassadors”, a four-stage initiative, strives to improve service performance through strengthening customer service–oriented training for ambassadors and their supervisors, ongoing monitoring and coaching, and continuous self-learning via text, online, and mobile channels. Moreover, the two-way coaching sessions between supervisors and ambassadors enable frontline staff to explore personalized solutions to challenges encountered on the job, instead of merely relying on one-way instruction to resolve customer problems.

    An ongoing performance monitoring mechanism at MTR provides timely feedback regarding service ambassadors’ service performance. Good performers receive quarterly non-cash awards as a recognition of their excellent performance, while staff with performance below standards will receive field coaching support to help them improve their service quality.
  • Kenn Ross.jpg
    Kenn Ross
    Managing Director, Strategic Partnerships at Minerva Project
    Concurrent Session 8:Re-Imagined Education for the Modern Workforce
    Everyone knows that work has been changing. Most everyone knows that education has not kept pace with the dynamic demands of the fast-paced working world. Everyone, that is, except most higher education institutions. While 96% of university leaders think their institution is effectively preparing graduates for the modern workforce, only 11% of employers feel the same. There is a huge gap in what most universities teach and what modern learners require to effectively engage in today's workforce.

    As pioneers in education transformation, Minerva is now working with secondary, tertiary, and graduate education institutions, as well as directly with corporates and governments, to provide its innovative and transformational approach to learning and talent development. This includes Fully Active Learning Pedagogy, Cross-Contextual Curricular design, and use of Forum classroom and assessment environment. This comprehensive solution has been proven to produce improved learning outcomes focused on the key skills required in the modern workplace.
  • Christine Dai.jpg
    Christine Dai
    Head of Talent Operations, China & APAC at The LEGO Group
    Concurrent Session 9: From Challenge to Opportunity: How the LEGO Group Capitalized on the Pandemic to Embed an Enhanced Learning Culture
    2020 is the year of unprecedented uncertainty and disruption, presenting challenges and business risks for many organizations. However, it also offered opportunities for growth and learning if you were able to capture them. Based out of China and heading up the Asia Pacific region Talent Operations at The LEGO Group, Christine Dai will share how they leveraged this unique moment to embed the learning culture into the organization, and what upskilling strategy was set in place to prepare employees for post pandemic when we were still in the middle.

    The learning objectives for this session are:
    - How LinkedIn Learning was utilized to give employees a truly unique learning experience from wherever they are based
    - Reskill and upskill employees to better prepare them for post pandemic
    - Effective engagement and acknowledgement activities for top learners and performers
    - New competencies required to succeed in the futur
  • Megan Torrance.jpg
    Megan Torrance
    CEO of TorranceLearning
    Concurrent Session 10:Harnessing Change: Agile for Instructional Design
    The software industry is embracing Agile project management and there is much that we in learning & development can learn from them. Whether you’re using SAM, LLAMA®, Scrum or still exploring your options, there’s a lot to be learned from Agile teams in the ways that they manage their relationships and communications with the business in order to deliver their work on time, in budge and in line with expectations – even as those expectations evolve throughout the project.

    Agile provides a framework for adapting to change as it happens and working with the project sponsor to deliver what’s most needed by learners. In a rapidly changing environment, the Agile mindset helps us harness change for good (instead of resisting it) and Agile techniques offer solutions for making constant change a practical reality. Rapid iterative cycles of design & evaluation allow us to test our solutions before full implementation, opening the doors to constructive change along the way.

    And yet, software development projects face different challenges and have different needs than instructional design projects. A strict implementation of Agile methods may not apply to your L&D work. What can we borrow from this useful mindset and approach, and what do we need to shape specifically for an instructional or learning experience type of project?

    In this session we’ll start with a quick definition of Agile and its use within the L&D space, then spend most of our time exploring how L&D teams that use Agile handle constant change, build relationships and get the job done. Specifically you will learn:
    • How Agile in L&D is applied differently from the rest of the organization
    • How Agile helps L&D teams meet business needs when those needs are rapidly changing
    • How L&D teams can build strong relationships with SMEs, sponsors and stakeholders
    • How iterative development and evaluation moves projects along faster
  • Bill Treasurer.jpg
    Bill Treasurer
    CEO & President at Giant Leap Consulting
    Concurrent Session 11:The Courage to Lead and Learn
    The world is experiencing an unprecedented volume of change and challenge. As a consequence, many workplaces have become fraught with uncertainty, pessimism, and anxiety. Just when their organizations needs the workforce to step-up to meet today’s challenges, many people have become safety-seekers, hunkering down with FEAR … and fear is bad for business! What’s the antidote? COURAGE. As the lifeblood of leadership, entrepreneurship, and innovation, courage is the first virtue of organizational performance. This engaging virtual workshop will illustrate how courage can be used to help people step up to challenges, assert innovative ideas, and stretch their comfort zones … all for the good of the company. You will learn practical strategies for building workforce courage so you can become an opportunity-seeker and capitalize on the opportunistic changes occurring right now within your workplace.

    Learning Outcomes include:
    •Understanding why courage is the premier personal and professional virtue.
    •Learn how modulating comfort and discomfort is the key to personal and professional development.
    •Clearly differentiate between two different leadership dispositions, Fillers (encouragement) and Spillers (discouragement).
    •Be versed in the distinct types of courage (TRY, TRUST, and TELL) and how to differentiate among them.
    •Get tips on how to increase your own courage while inspiring more workplace courage.

    The workplace is fraught with daily challenges—challenges that may provoke fear, stress, or even excitement; but challenges nonetheless. These challenges can, potentially, inspire our courage or undermine our performance. This virtual workshop, taught by courage-building pioneer Bill Treasurer, will help you enlarge your Courage Capacity so you can meet organizational challenges with more confidence and less fear.
  • Yueqiang Zhang.jpg
    Yueqiang Zhang
    Vice President at Yonyou Network Technology Co. Ltd.
    Concurrent Session 12:Technology Innovation Empower Talent and Organization Development
    Technological innovation represented by mobile applications and social networks has promoted the Internet revolution and has penetrated into all aspects of social life and economic management. At the same time, consumption and living habits that focus on user experience quickly extend to work and business management. The era of VUCA (volatility, uncertainty, complexity, and ambiguity) has become the new normal in the production and operation of enterprise organizations. Technological innovation and digital transformation have increasingly become important factors in organizational capacity building. How to explore from the inside and amplify the certainty of business management to deal with the uncertainty of the external market environment, building agile organizations, improving employees' soft skills, and enhancing organizational capabilities have become the most urgent tasks for business managers, especially human resource managers.

    This session discusses the development and activation of talents in enterprise organizations through technological innovation from the perspectives of enterprise digital transformation and organizational capacity building.
  • Coffee Break
  • Beth Davies.jpg
    Beth Davies
    Former Director of Learning & Development at Tesla Motors
    Concurrent Session 13:Lessons from Tesla: Designing Digital Learning That People Adopt
    For years, people owned and were happy with gasoline-powered cars. Then, Tesla introduced its electric vehicles and the world changed. In less than 10 years, EVs went from being a crazy idea to the fastest growing car segment worldwide.

    We face a similar challenge in Learning & Development. People have been happy with classroom-based learning and are reluctant to embrace new, digital approaches.

    Tesla’s success wasn’t an accident. It very deliberately designed its cars to change people’s perceptions and create demand. What if we borrowed Tesla’s approach to developing cars and applied it to how we design learning? Could we get people to more readily adopt digital solutions?

    In this session, Beth shares stories from her time at Tesla to illustrate what L&D professionals can do to design digital learning that people want to adopt. She’ll cover:
    · Principles that need to be applied when designing modern learning solutions
    · Strategies for getting people to WANT what you’re introducing
    · Techniques for decreasing resistance
    · Strategies for addressing concerns and objections
    · Practices that increase the likelihood of success
  • James Loo.jpg
    James Loo
    Head of Human Resources
    Concurrent Session 14:Our HR Digital Transformation Journey
    In this session, DBS Taiwan's Head of Human Resources, James Loo, will be sharing their HR Digital Transformation Journey, started from setting the audacious goals, how they buy and build future-ready talents, cultivating the culture, driving data & digital and be employee-focused. He will also be sharing how HR leverages technology to enhance employee journeys, optimize processes and increase efficiency.
  • Mei-Jung Chen.jpg
    Mei-Jung Chen
    Managing Director
    Concurrent Session 15:Building Bionic Companies
    To make the most of the technological opportunities proliferating in the digital age, companies must become bionic—they must intertwine new technologies with human capabilities to power growth, innovation, efficiency, resilience, and advantage.
  • Coffee Break
  • Wayne Lai
    Concurrent Session 16: New Talent in the Digital Era
    -Key issues for CEO in post-COVID-19 era.
    -Key Successful factors of business in the digital age.
    -Innovative strategy for future talent.
    -Case studies
  • Amanda Barnard & Danielle Clark
    Director of Talent Development , Asia Pacific , Australia and Japan & Senior Director of Global Human Development at Adobe
    Concurrent Session 17:Customer Zero: Accelerating Our Own Digital Transformation
    At the end of 2019, after months of work the Talent Development team launched the Adobe Capabilities: Be Creative, Be Focused, Be a Leader. Little did the team know how critical and prescient they would be as the team navigated all of the challenges that 2020 has presented. Danielle Clark and Amanda Barnard will share the teams’ own accelerated digital transformation and how the Adobe Capabilities have helped break through real and perceived barriers that were holding the team back – from content and delivery format, communications strategy, senior stakeholder engagement. At Adobe when we use our own products we refer to ourselves as “customer zero” – for our Global Talent Development team we adopted that same mindset. We were forced to be creative, to prioritize, to focus. We had no choice but to adopt our freshly launched Adobe Capabilities.
  • Sung Chi-Chen.jpg
    Sung Chi-Chen
    Human Resource Department Manager at Taiwan FamilyMart Co., Ltd.
    Concurrent Session 18:How to Apply the New Technology to Transform the Human Resources in the Retail Industry
    In this session, Sung Chi-Chen will share the following issues:
    1. What kind of talents needed under digital transformation in retail industry.
    2. Your talents today obstruct yourself tomorrow- professionalism declines over time.
    3. Career transformation and self-succession program by using Technology.
    4. Job redesign and training under digital transformation.
  • Lunch
  • Julian Birkinshaw.jpg
    Julian Birkinshaw
    Professor of Strategy and Entrepreneurship and Faculty Advisor for Executive Education at London Business School
    Keynote Session: Leading and Managing in a Post-Covid World
    As business leaders work their way through the current crisis and look to the future, they are rethinking many aspects of their work. In terms of their externally-facing role, leaders need to develop effective ways of making decisions and allocating resources under conditions of high uncertainty. In terms of their internally-facing role, leaders need to develop new ways to manage and motivate their employees when many of them are working remotely.

    In this keynote speech, Professor Julian Birkinshaw will share insights from his current research and consulting work, to provide you with practical advice on how to lead and manage in this new business environment. Key take-aways include:
    • The biggest challenges companies face in dealing with disruptive external forces
    • The techniques you should use to define your strategic priorities in a post-covid world
    • Where the biggest management challenges are in a virtual working environment
    • How to get the best out of your team to keep them motivated and to help them develop
  • Julian Birkinshaw.jpg
    Julian Birkinshaw
    Professor of Strategy and Entrepreneurship and Faculty Advisor for Executive Education at London Business School
    Live Q&A with Speaker
    Julian Birkinshaw, Professor of Strategy and Entrepreneurship and Faculty Advisor for Executive Education at London Business School
  • Coffee Break
  • Shan-Chi Liu, Andrew Liu & Michael Lee
    Shan-Chi Liu, President at Cathay Life Insurance Company, Ltd. & Michael Lee, General Manager of Business Solutions Group at Qisda Corporation
    CEO Forum: The Key to Successful Digital Transformation of Enterprise
    With the advent of globalization 4.0 accompanied by data economy, changes are happening faster and faster. Digital transformation is a critical issue that companies can no longer bypass. With the vision of “insurance + technology, happiness closer,” Cathay Life Insurance is committed to providing more individualized and comprehensive insurance service experience to customers.

    Cathay Life Insurance have implemented the “DIGI+: Digitization and Upgrading talent” talent development strategy. By making our talent more diverse, interactive, global and intelligent, we help them become more valuable and guide them to think outside the box and exhibit all-around competency which drive the company’s digital transformation. Therefore, Cathay Life Insurance is the three-time winner of ATD BEST awards.

    This session will provide you the understanding of digital transformation in Cathay Life Insurance from physical to mental changes. In addition, the key factors to enforce this digital transformation are unveiled as well.
  • Closing Ceremony