When organization deals with business situations and ways of working post-pandemic, it is necessary to prepare and create new strategies to succeed in the 'new normal' era.

During the increasingly Volatile, Uncertain, Complex and Ambiguous (VUCA) world, board of directors need to take strategic steps that can be a direction for workers in the new normal era. These various uncertainties and disturbances which are no longer temporary should be comprehensively as well as responded and require good cooperation between the board of directors, commissioners and executives in the company.

The challenge is how to create a business strategy that can break through the difficulties in the midst of many existing business ideas. Concept of "Blue Ocean Strategy" is expected to be a solution in this new normal era. For the board, besides looking for breakthroughs in business strategy, it is also necessary to develop organizational innovations which are not only aware of the many changes taking place but also able to respond to changes effectively as well as to be positioned to cope with the 'upcoming changes'.

The Board of Directors has the task of making business strategies as well as building organizational culture in a changing world of work and for the future of the company. In addition, the Board of Directors and senior management also play an important role in helping their respective teams navigate the 'new normal' in order to improve the company's performance.


At the end of the program, participants will be able to: Understand the strategic role of the board in providing direction at organizational meetings, challenges in the digitally-driven and changing workplace of the future. Gain insight into how to support the transition from 'present work’ to 'future work' as well as understand the role of multiple stakeholders in this transition. Understand innovation (and what it is not) and its impact on the sustainability of the organization. Gain perspective on how to think about 'disruptive innovation'. Articulate best practice of tools and frameworks to drive innovation and build organizational innovation for the digital economy. Support the development of an innovative culture to encourage ideas, passion and productivity


  • BOD members
  • Senior Executives
  • Senior Managers
  • Managers

Tuesday, Sept 28, 2021

09.00 AM – 10.30 AM


Session 1

Role of Executives for Sustainable Business in Pandemic Era

It is critical that the Board understand their role in not only in the survivability, the sustainability and subsequently the growth of their respective organisation, especially with the impact of the Pandemic today.

  • Identifying the existing strengths and how to execute them
  • Developing tripartite relationship between the Board, CEO and the Strategic Leadership Team
  • How to design business strategy to the future?

Facilitated by :
Taranjeet Singh

10.30 AM – 10.45 AM

10.45 AM – 12.00 PM

Session 2

Understanding the Future Workplace & Implications for the Changing Workplace

Boards need to understand the implications and impact of these disruptive changes on contemporary work practices and understand how to support the design of a secure future amidst this disruption and answer the following questions:

  • What new, disruptive technologies are on the horizon?
  • How will jobs change? What challenges will employers and employees face?
  • How can breakthrough processes and systems help businesses and employees create innovative solutions to overcome such challenges?

Facilitated by :
Prof Sattar E Bawany

Wednesday, Sept 29, 2021

09.00 AM – 10.30 AM


Session 3

Role of Executives for Sustainable Business in Pandemic Era

Innovation is the lifeblood of high-growth, private companies as their future success is dependent on innovation strategy. Without innovation, there is nothing new to offer to the marketplace, and without anything new, there will be no progress. If an organization is not making any progress, it simply cannot stay relevant in the hyper-competitive industry. With a three-to-­five-year time horizon to major growth injection points, companies that want to grow must aggressively pursue innovation in all aspects of the business. Boards must support innovation efforts not only in product development but also in sales and marketing (e.g. in the implementation of social media engagement to reach and retain customers), finance, and in all other areas across the organization.

Facilitated by :
Prof Sattar E Bawany

10.30 AM – 10.45 AM

10.45 AM – 12.00 PM

Session 4

Role of Boards in Creating an Innovation-Driven Culture

One of the key roles of the board is to facilitate innovation — by creating and supporting a corporate environment that fosters innovation; ensuring that the board is comprised of directors who can knowledgeably advise and question the company about the impact and risks of innovative strategies; and by developing a boardroom culture that is consistent with a tone of innovation. When it comes to fostering an innovative corporate environment, the board plays a critical role in striking the right balance between accountability and risk tolerance. This session will help boards consider how they can support their organization’s innovation agenda by asking the following questions:

  • What are the organization’s innovation culture and infrastructure?
  • Who are the innovation champions in the organization? Which innovation strategies are they pursuing?
  • How can the organization support and nurture innovative ideas?
  • How has the digital disruption affected speci­fic organizations and industries?

Facilitated by :
Prof Sattar E Bawany

Profile of Facilitator

Prof Sattar Bawany
Chief Executive Officer of the Disruptive Leadership Institute (DLI) and the Centre for Executive Education (CEE) (Singapore)

Prof Bawany is presently the Professor of Practice of Disruptive Leadership for the Executive MBA in Digital Transformation by the IPE Management School, Paris. He was until recently the Adjunct Professor with Curtin Graduate School of Business (CGSB) and a member of the International Advisory Board of Curtin Business School, Curtin University.

Prof Bawany was awarded the “2019 Best Executive of the Year - Human Resources Consulting” at the Singapore Business Review (SBR) Management Excellence Awards 2019.
He has over 30 years’ international business management and entrepreneurial experience, including 20 years in executive coaching, group facilitation, and leadership development and training with global management consulting firms. In addition to his business and consulting career, Prof Bawany has over 20 years of concurrent academic experience as an Adjunct Professor teaching senior executives international business strategies and human resource courses at various leading universities.

Prof Bawany is an accomplished author and his book on “Transforming NextGen Leaders: Meeting the Leadership Challenges in the era of the Fourth Industrial Revolution (Industry 4.0)” (2019) published by Business Expert Press (BEP) LLC, New York.

Profile of Facilitator

Taranjeet Singh
Chief Executive Officer of Quantum steppe Advisory (Malaysia)

Taranjeet Singh is an experienced professional with over two decades of experience in the Consulting world. Experienced in the area of Organizational Transformation, he brings to the table a detailed understanding of key considerations relating to how disruptive thinking can in turn enhance organization efficiencies, performance and productivity improvement, value realization, leadership and cultural assessment, strategic planning, and employee engagement exercises to name a few.

He has also played key leadership roles in driving National Agenda crafting and execution in a variety of countries within Asia Pacific and now in Central Asia. The sectors he has covered are from Aviation, Banking, Petrochemical, Telecommunications, Fast Moving Consumer Goods to name a few.

Tarajeet has also supported the senior leadership team of SME Corp in its vision alignment to the national agenda, managing the human capital components of the M&A involving Malaysian Marine & Heavy Equipment Bhd and Sime Darby Engineering with a specific focus on the harmonization of human capital aspects as well as bring over the nearly 1000 man strong team from the target company to the acquiring company. To this end, he worked closely with the Board of MMHE, the Steering Committee, the Senior Management Team and the Strategy Consultants to operationalise the business strategies from an organizational / people perspective. This relates to pivotal role identification and role person fit. A huge component of the merger exercise entailed the harmonisation of the total rewards package of the impacted staff.


  • Head Office

    Graha Intipesan,
    Jl. Baung IV No. 36A (Kebagusan) Jakarta Selatan 12520

    Phone: (+62) 21 781 5858 ext. 122

    Fax: (+62) 21 7883 8781


Drop Your Message