Organisational Development Innovation Congress 2017
Leveraging on Organisational Development Initiatives for Efficient Transformation

12 - 13 September 2017 | Novotel Singapore Clarke Quay

Organisational Development Innovation Congress 2017

• Understanding how is disruption changing the landscape of Organisational Development
• Exploring Organisational Development trends, initiatives and technologies innovations that drive productivity
• Creating a culture within your organisation that aligns with organisational goals and HR
• Transitioning into a data-driven organisation
• Creating high level of engagement within the organisation through Organisational Development
Themes to be explored: 
  • Driver 1: Cultivating culture that aligns with organisational goals
  • Driver 2: Transitioning into a data-driven organisation
  • Driver 3: Best practices and trends in organisational development
Conference highlights: 
  • 16+ extensive and intensive sessions on latest trends in Organisational Development
  • 17+ speakers from various industries
  • Panel discussion sessions as a platform for you to share and hear opinions from your peers
  • Case studies from UTAC and Daimler on how they leverage Organisational Development in developing future leaders within their organisation
  • Speed networking sessions which allows you to connect and meet new peers in the industry
  • The only Organisational Development focused event within the region for 2017

Featured Speakers

Featured Speakers

Sureash Kumar
Global Director - Corporate... UTAC Headquarters Pt. Ltd Read More
Pratima Krishnan
Head, Talent &... DBS Bank Read More
Gary Lee
Chief HR Specialist, Global... Grundfos Read More
Mayur Chaturvedi
Regional Associate Director C... Zimmer Pte Ltd Read More
Johan G van Vuuren
Director, People & Culture... Dimension Data Asia... Read More
Jaclyn Lee
Senior Director - Human... Singapore University of... Read More
Rosiah Ismail
Head of Human Resources Jamiyah Singapore Read More
Tarun Gulrajani
Head of HR REHAU Pte Ltd Read More
Mansi Agarwal
Director Talent Management,... Avon Cosmetics Read More
Sandeep Girotra
Head of HR – APAC DaVita Healthcare Read More
Cindy Dermawan
Head – Talent and Learning... Citi Singapore Read More
Joydeep Bose
President & Global Head,... Olam International Read More
Ruchira Chaudhary
APAC Leader - Organisation... Medtronic Read More
Eugene Lam
HR Director Kimberley-Clark Read More
Reddiam Raghu Ram
Head of HR, Global Specialties... Shell Read More
Aparna Kumar
Regional HR Lead – APAC Monsanto Read More
Jan Anne Schelling
Vice President HR Asia &... DSM Read More
Meghna Shukla
GM Talent and OD Fonterra Read More
Ng Kok Eng
Director – Human Resources Duke-NUS Graduate... Read More
Anita Hobson
Head, Talent & Organisation... Dimension Data Read More

Sponsors and Partners

Supporting Organisation

The Institute for Human Resource Professionals (IHRP) is the HR professional body, set up by the tripartite partners: the Ministry of Manpower (MOM), the National Trades Union Congress (NTUC) and Singapore National Employers Federation (SNEF). IHRP is the only HR professional body in Singapore authorised to implement the national HR certification, which is known as the IHRP Certification. IHRP has the goal of setting the HR standards of excellence and enabling human capital development in enterprises. Through the IHRP Certification, IHRP aims to enhance the competencies of HR professionals, as well as create developmental and professional pathways for them. This will professionalise and strengthen the HR profession practice in Singapore, allowing HR professionals to be key enablers in their organisations.



Registration and Coffee


Opening Address from HRM Asia


Speed Networking Session


Panel Discussion: Reigniting the Fire of OD Profession

A successful OD practitioner must be able to see around the corner in at least three areas: work trends, global trends, and technology trends. We will discuss current business issues that practitioners are facing today, identify emerging trends that will impact the future, and discuss how an OD practitioner can stay ahead of these trends.

  • Reflecting on past and current conditions in the OD field
  • Comparing their predictions about the future with other professionals
  • Reviewing existing literature about emerging trends
  • Discussing how to prepare for the future
  • Leveraging on OD’s abilities to support future challenges
Speaker(s) of this session
Eugene LamHR DirectorKimberley-Clark
Raghu RamHead of HR & Asia Talent LeadShell
Meghna ShuklaGM Talent and ODFonterra

Morning Refreshment Break and Networking Session


Designing to Win Through Merger and Acquisitions

  • Understanding the role of OD in establishing effective merger and acquisitions
  • Discussing on the importance and benefits of involving OD at pre-merger processes
  • Implementing effective merger and acquisitions processes to establish solid post-merger foundation
  • Pre-merger research
  • Pre-merger due diligence
  • Pre-merger discovery and courtship
  • Pre-merger planning and strategy formulation
  • Pre-merger restructuring
  • Pre-merger communication
  • Post-merger integration and assimilation 
Speaker(s) of this session
Joydeep BosePresident & Global Head, Human ResourcesOlam International

Focusing on Faster, Simpler and Balanced Leadership Approach

  • Increasing leaders' self-awareness and emotional intelligence
  • Positioning leaders to develop leaders at every level
  • Developing the capabilities of the leadership team to achieve breakthrough performance
  • Broadening leaders’ understanding and alertness on trends that are crucial for sustainability and competitiveness in the market
Speaker(s) of this session
Johan G van VuurenDirector, People & Culture (AP) Dimension Data Asia Pacific Pte Ltd
Anita HobsonHead, Talent & Organisation Capability Dimension Data

Lunch and Networking Break


Panel Discussion: Developing a Comprehensive HR Strategies that Aligns with Organisational Goals

  • Analyzing the organization's strategic goals and needs to meet the demand of the business world
  • Identifying the gaps between current capabilities and future needs of your organisation
  • Developing change management and communication strategy to address culture changes and ensure effective transition
  • Understanding why is two way communications a vital but often overlooked element in HR transformation
Speaker(s) of this session
Cindy DermawanHead – Talent and Learning Management, Diversity and Inclusion Citi Singapore
Sandeep GirotraHead of HR – APACDaVita Healthcare
Aparna KumarRegional HR Lead – APAC Monsanto
Ng Kok EngDirector – Human ResourcesDuke-NUS Graduate Medical School

The Agile Organisation: Applying Agility to Businesses at Large

  • Using agile development practices to deliver goods and services to customers more effectively and with greater reliability
  • Discussing on the challenges in cultivating an agile organisation in a disrupted world
  • Understanding the four areas of restructuring in establishing an agile organization:
  • modifying their organizational structures to be more product or services oriented
  • improving interactions between the business and IT
  • redefining roles within business units and the IT organization
  • reconsidering budgeting and planning models
Speaker(s) of this session
Pratima Krishnan Head, Talent & Organisational DevelopmentDBS Bank

Building an Analytics Driven Organisation

  • Understanding the common roadblocks of cultivating data-driven organization
  • Establishing importance of utilising analytics for insight-driven decision making throughout the organisation
  • Organising and governing analytics capabilities across the organization
  • Sourcing out and deploying analytics talent to fill up skill gaps needed for the transformation
Speaker(s) of this session
Wan Ezrin Wan ZahariChief People OfficerTime dotCom

Afternoon Refreshment and Networking Break


Culture Change using Innovative Digital Tools and Crowd Sourcing

Organisational culture change is a long and complex process that typically takes years to complete and has a very low success rate. In this case study, Dr Jaclyn Lee will share her innovative work in the area of culture change using digital tools and a change methodology that uses the concept of crowd sourcing. The case study will focus on the following principles:

  • Culture change and its importance in today’s fast changing technological landscape
  • Role of Digitisation in Culture Change
  • Use of a novel IT Tool to speed up culture change and obtain alignment: THE SUTD CASE STUDY
    • Culture tool automation
    • Crowd sourcing platforms
    • Change Methodologies
  • How HR can position itself as a strategic partner to help organisations transform change at the speed of technology using digital tools
Speaker(s) of this session
Jaclyn LeeSenior Director - Human Resources/OD/HR Technology and AnalyticsSingapore University of Technology and Design

Leading and Working Within a Network of Teams

  • Comprehending the benefits of able to work in a team with other business units
  • Implementing effective strategies in grooming team leadership and motivation
  • Formulating strategies in enhancing team effectiveness
  • Understanding the characteristics and behavior that forms effective teamwork
Speaker(s) of this session
Gary LeeChief HR Specialist, Global Talent Development, Group Organisational DevelopmentGrundfos

End of Day 1


Registration and Coffee


UTAC’s Global Experience Case–Study: Organisational Development As Strategic Enabler In Driving Leadership Development Initiatives

  • Establishing The Burning Platform using analytics and business challenges/agenda
  • The OD specialist as change catalyst in engaging key stake-holders in the process
  • Leveraging on the OD Approach & Methodology to Diagnose, define Desired Outcome &  developing Solutions
  • The Planned change and outcomes - Leadership Development initiatives launched   
Speaker(s) of this session
Sureash Kumar Global Director - Corporate Talent and Organisational DevelopmentUTAC Headquarters Pt. Ltd

Multi-Generational Workforce – Revamping Strategies to Attract and Retain Them

  • Discussing on the benefits of having multi-generational workforce to your organisation
  • Understanding the challenges in managing multi-generational workforce
  • Implementing workplace democracy to understand employee’s view on top management as workforce retention strategy
  • Establishing flexible rewards and benefits strategies to accommodate different needs from workforce
Speaker(s) of this session
Rosiah IsmailHead of Human ResourcesJamiyah Singapore

Morning Refreshment and Networking Break


Inspiring Staff through Effective Recognition and Rewards Strategies

  • Developing rewards and compensation strategies without traditional annual performance review
  • Establishing work-life balance without affecting productivity
  • Communicating rewards – Understanding how are reward strategies perceived by employees
  • Leveraging on analytics in determining the best mix of rewards to cater to multi-generational workforce
Speaker(s) of this session
Mayur Chaturvedi Regional Associate Director C&B, AP cum HR ASEAN & India Zimmer Pte Ltd

Incorporating Bite-Size and Digital Learning as Part of Workforce Development Initiatives

  • Embarking Just-In-Time learning initiatives through adoption of digital learning
  • Promoting self-accountable in upgrading and enhancing skill sets in your workforce
  • Aligning and integrating with workforce planning and performance management for a more effective learning experience
  • Enables gamification as a way to increase engagement by promoting friendly competition among peers
  • Aligning learning objectives with business goals to stay competitive in the business world
Speaker(s) of this session
Tarun GulrajaniHead of HRREHAU Pte Ltd

Lunch and Networking Break


Quality of Hire: Drilling Down on the Quality of Hiring Processes

  • Developing comprehensive career development plan as part of onboarding initiatives
  • Implementing flexible support mechanism to new hires such as provision for relocation and orientation support
  • Equipping recruiters with the right skills in identifying the desired characteristics that fits the job scope
  • Providing a feedback form for the interviewee to rate his interview experience and interviewer as a mechanism for continuous improvement
Speaker(s) of this session
Jan Anne SchellingVice President HR Asia & Regional VP HR DNP APAC DSM

Back to the Future with Performance Management

  • Establishing the right performance management strategies that fit your organisation
  • Integrating performance management with talent management
  • Driving strategic decisions with analytics in performance management
  • Equipping line managers with the right skills for quality performance conversations
  • Integrating coaching initiatives into performance management
Speaker(s) of this session
Mansi AgarwalDirector Talent Management, APAC Avon Cosmetics

Afternoon Refreshment and Networking Break


The Role of Organizational Culture in Mergers & Acquisitions

Corporate culture is acknowledged as the only truly sustainable advantage and the root cause of any merger’s failure or success. Yet statistics tell us otherwise.The failure rates of M&A range from 70-90%. What makes seemingly ‘soft’ mergers so hard and how can OD partner with business leaders to ensure culture remains a key priority at all stages during M&A.

  • Understanding why more mergers fail than succeed?
  • Discussing  cultural barriers and how to overcome them
  • Understanding the complexity behind cross border mergers and how to effectively mitigate the same
  • Analysing the Acquisition Integration Matrix
  • Aligning our Cultural Integration Objectives to Our Acquisition Objectives



Speaker(s) of this session
Ruchira ChaudharyAPAC Leader - Organisation Design & DevelopmentMedtronic

Re-organising for the Complex and Disruptive Economy

  • Determining the level of disruption and how it impacts your organization
  • Analysing on the three factors in assessing the abilities and disabilities of their organization as a whole
  • Resources
  • Processes
  • Values
  • Cultivating a culture of innovation within your organisation to cope with the drastic changing business world

End of Day 2

Demographic change is the main reason organizations need to adapt their practices in order to respond to increasing diversity within labour markets. Diversity alters pools of potential employees, and the needs of employees, as well as influencing broader business objectives like service provision. In addition, the constantly changing demographic profile of the broader population means that organizations need to develop strategies that will meet the needs and desires of the country’s citizens.

Capturing new global markets requires product, cultural, and communicative adaptability. Catering to new demographics and identifying opportunities and threats as they appear in the global market is integral to adapting for optimal value.

The 2008 economic collapse is a strong example of why adaptability is important. As consumers tightened their belts, organizations had to either do the same and lower supply to match lowered demand, or come up with new goods to entice them. Migrating from one volume to another can financially challenging, and change strategies such as creating new affordable product lines or more efficient operational paradigms are key to changing for success.

Changes in the competitive landscape, such as new incumbents, mergers and acquisitions, new product offerings, and bankruptcies, can substantially impact a company's strategy and operations. For example, if a competitor releases a new product that threatens to steal market share, an organization must be ready to change and adapt to retain their customer base.

New laws and legislation can dramatically change operations. Companies in industries that impact the environment must constantly strive to adapt to cleaner and more socially responsible operating methodologies. Failing to keep pace can result in substantial fines and financial detriments, not to mention negative branding. Changes in employment legislation also make a huge impact to any organisation.

Technological changes are a constant threat, and embracing new technologies ahead of the competition requires adaptability. Adaptable companies find ways to evolve their operations to stay competitive. Many companies that could not evolve quickly failed.


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