In the first part of the learning journey, you will reflect on today’s toughest business challenges. Facing disruptive changes, leaders need to be more prepared and adaptable to new workplace issues. Begin your learning journey in an immersive experience that promotes networking and focuses on the key issues on any Leader’s Agenda.


The New Leader’s Agenda

João Duque

This session prepares you for the journey this program represents. We start with the agenda of a leader of when you were taking the first steps as a young professional. This leads us to discuss what’s new and changing in the agenda of a leader in the 21st Century.

After opening your appetite for the next sessions – that cover the great challenges the world and its leaders currently face – this session focuses attention on the organization of work and leisure in the future. We examine the impacts of flexible work solutions and, in particular, the 4-day working week that so many fear while others crave for.

Leading with Strategic Agility

Joana Santos Silva

If society learned anything from the events of 2020, it was that unpredictability and change can strike at any moment. Productivity issues, employee engagement challenges, emotional stress, financial losses, and the inability to forecast and plan the foreseeable future were symptoms that impacted entire industries.
The changes occurring across the business landscape have only reinforced the need for the development of an agile mindset and adaptability toolbox. In this session, participants will discuss the new strategic thinking related to Dynamic Capabilities and the need to sense and act in a timely manner to the challenges and opportunities presented in the marketplace. They will also discuss the theory behind super-agility, adaptative DNA profiles and prompts for strategic change.

Global Economy

Vítor Constâncio


From Governance to Prosperity: New Opportunities and Challenges for Leaders in the 21st Century

Colin Mayer

What is business for? Day one of a business course will tell you: it is to maximise shareholder profit. This single idea pervades all our thinking and teaching about business around the world but it is arguably fundamentally wrong. It has had disastrous and damaging consequences for our economies, environment, politics, and societies.

This session challenges the fundamentals of business thinking. It sets out a comprehensive new agenda for establishing the corporation as a unique and powerful force for promoting economic and social wellbeing in its fullest sense – for customers and communities, today and in the future.
In this session we will discuss a radical and carefully considered prescription for corporations, their ownership, governance, finance, and regulation. Drawing together insights from business, law, economics, science, philosophy, and history, we will see how the corporation can realize its full potential to contribute to economic and social wellbeing of the many, not just the few.
Prosperity tells us not only how to create and run successful businesses but also how policy can get us there and fix our broken system.

Nudging Teams to Succeed in the Future

Joana Pais/Sandra Maximiano

Companies spend big money training leaders in management fundamentals, leading with strengths, and communication styles, yet executive teams often fail to achieve their goals and their boosted engagement is short lived. On one hand, instructing people to act in a certain way or relying on carrot-and-stick incentives to change behavior is usually destined to fail. On the other hand, in a fast-paced constant changing world even highly motivated leaders can easily become task-focused and forget fundamental leadership practices, such as giving effective feedback or showing appreciation. What can make leadership training and communication more effective? Nudge theory!

Nudging techniques take into account people’s knowledge and skills, attitudes and values, as well as cognitive and emotional bias to design the choice environment that helps people make the right decisions without direct instructions or strict enforcements. Companies can nudge their leaders and leaders can nudge their executive teams to perform better by leveraging behavioral insights.

Sunset Session: The Power of Gratitude

Mariana Carreira


Global Forces and Scenarios for the Future

Leading in an uncertain and fast changing world

Paulo Soeiro de Carvalho

We live in an increasingly turbulent, unpredictable and rapidly accelerating world. These characteristics are pressuring all of us to act and maintain our relevance (and in some cases our very existence) in an increasingly challenging environment.
The Importance of Strategic Intelligence: What are the main forces of change that are already and will continue to shape our future? We’ll talk about Megatrends and Trends, Weak Signals and Wildcards (Black Swans).
Learning how to deal with Uncertainty: What are the critical uncertainties that your organization, team or project will face in the future? How can you incorporate those uncertainties into your decision-making or innovation processes?
Building and Exploring Possible Futures. Instead of thinking about the future as something we can predict and quantify, we should be able to master a set of concepts and tools that allow us to think and act in multiple futures. We call these possible, alternative and contrasting futures … Scenarios.

Finally, how can we translate future scenarios in a portfolio of actions and projects that will be the drivers of strategic innovation and competitive advantage


Arlindo Oliveira


Human-centered Leadership

Matt Dunsmoor

We can’t choose the game. We can’t choose the rules. We can only choose how we play. In finite games, like football or chess, the players are known, the rules are fixed, and the endpoint is clear. The winners and losers are easily identified. In infinite games, like business or politics or life itself, the players come and go, the rules are changeable, and there is no defined endpoint. There are no winners or losers in an infinite game; there is only ahead and behind. The more we begin to understand the difference between finite and infinite games, the more we can see that infinite games are all around us. We will realize that many of the struggles that organizations face exist simply because their leaders are playing with a finite mindset in an infinite game. These organizations tend to lag behind in innovation, discretionary effort, morale and ultimately performance. The leaders who embrace an infinite mindset, in stark contrast, build stronger, more innovative, more inspiring organizations. Their people trust each other and their leaders. They have the resilience to thrive in an ever-changing world, while their competitors fall by the wayside. Ultimately, they are the ones who lead the rest of us into the future. The ability to adopt an infinite mindset is a prerequisite for any leader who aspires to leave their organization in better shape than they found it.



Aziz Mulay-Shah

This session will engage participants in a debate about some of the key geopolitical trends for 2024. Following a brief introduction to the world of geopolitical risks and the impact on business strategy, the participants will have an opportunity to establish a set of geopolitical risk priorities that will be developed through a priorities and impact simulation using real-world examples.