Great Monday to
all ka. Last week, it was as if I had taken up a full-time job again though it
was two different projects that happened at the same time ka.
Let me share
with you the first one which ended its two-year project on ‘Capacity Building
of the GMS-UC (22 university members from CLMVT without China). The finale
was for Rectors from this University Consortium and quite a few came.
For this last
activity, we designed for all to share reflections from expert teams,
participants, and representatives from non-GMS countries especially ASEAN
Secretariat and Japan Mission. In addition, we had two keynote addresses for us to gain some food for thought from a liberal arts
college President (unfortunately, he couldn’t come due to a college crisis) and
Khun Jeremy Osterstock, Chairman and Managing Director of Exxon Mobil (EM) Ltd.
(who’s on the Fulbright Thailand Board).
May I summarize
some key points he made ka:
· Starting from what I like best
ka – Khun Jeremy has a slide with three intersecting circles. On the top
circle is business needs, down left ‘capabilities’ and down right
‘personal interests’. He then shows that the top circle of business
needs can move away from what we are good at and now that it’s moving fast
and could be to the point that we don’t know how to do it nor could we keep
our personal interests alive as before. It’s a big ‘HOW’ to our own
selves and our universities to realize how the change affects the way we
learn and offer learning ka.
· We have to maintain balance between
professional and vocational skill development as he sees that our countries
are still in much need for vocational graduates. On the other end, social norms
with bias for universities over vocational education require attention for more
balance as classic industry is here to stay.
· World challenges have driven his
company to help train the next generation since they need to change their skill
sets for them and communication is high
on the list (repeated several times ka!)
· He shares that Esso hasn’t focused on traditional ways of
training only as it has included some approaches like Bootcamp, Debate, and EM
Talk.
· More importantly, employees and he himself must have accountability
in their own self-guided learning and micro learning through digital
platforms fits well. Besides reading, he watches TedTalk, becomes a member
of LinkedIn CFO Group to see what others are learning and how he can put it
into use.
· Leaders need to create experiences
and cultivate culture with a sense of purpose….what the younger
generation finds attractive to work with!
·
We should focus
individuals and interactions over processes and tools, working software over
documentation, collaboration over negotiation, and response to change not plan.
·
On strategy,
leaders need to take it with vision and inspiration alongside cultural
management.
· Career ladder model is evolving and
career path should be seen
differently since things have changed so much.
·
For him
personally, he has trust in his company when he has to move to a
different duty. He thinks the company knows and sees his potential ka.
One last point I recall when talking with him before
the session, I asked him about his experience as a teacher of biology, physics,
and chemistry for 3 years. He said one lesson he learned was as a
teacher, one has to ‘love the kids, not the subjects’ ka.
One more will
follow soon.
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