Sessions

Strong performance and effective leadership in practical terms.

Economic, political, and trend factors affecting local and global business.

Debates financial, humanistic, and populist approaches as recommendations to offer.

Questions and answers with experts from six sectors of technology.

The decisions we make purely on our perceptions.

Directors from start-ups seek member advice.

Tracing and recalling the evolution of our managerial theories and practices.

Why businesses fail and the practical lessons that come from failure.

How business pressures and decisions shape culture and values.

What helps companies develop and what holds them back.

Shared experience of adapting to different countries and cultures.

Methods that lead to success or failure, and the reasons why.

The struggles, solutions, and work-arounds on the road to improvement.

Live business issues brought to the group for advice.

How diversity shapes development, thinking, and outcomes.

As AI evolves, its impacts, and the changes it is driving.

Purpose and passion, innovation and transformation, and outcomes rather than behaviour.

A practical planning and execution event with New Zealand Police Search and Rescue.

How internal leadership style is reflected in market outreach.

How suppliers, the company, and customers can see the same situation differently.

Case studies from high-profile organisations applying the value of hindsight.

Workshop at Civil Defence Headquarters focused on ecological sustainability and disaster planning.

How a leader's words are interpreted, diluted, and often misunderstood.

New Zealand companies that suffered and later emerged stronger.

Security exposure through alert exercises testing strategy, technical competence, and deviousness.

How to engage with the media during a crisis.

A survival scenario built around the four pillars of governance best practice.

A practical scenario-based exercise to build a tender for government.

Building and resourcing in times of natural and economic disaster.

Strategies taken from the life-threatening Copper Canyon and Leadville 100 events.

Live pitches for products under development.

Building two competing companies in a changing landscape.

Background and exercises from Chris Voss's negotiation work.

Practical media training exercises.

Plans disrupted by lockdowns alongside organisations that leapfrogged ahead.

Decisions made during COVID and the way they shape the future.

Sustaining and rebuilding strategy for the post-COVID era.

Coordinated incident management and business continuity planning.

The lockdown dichotomy affecting intellectual property and culture.

Leadership under lockdown pressure.

New strategies for the period after COVID.

Continuity, resilience, and coping through lockdowns.