Back to School

by Tom Miller

For some time now, I’ve felt the need to deepen my understanding of the issues I commonly encounter in my work – employee engagement, culture, levers of change, growing international influence. I read the books and articles that are out there, but I have a desire to know more and do more. A month ago, I went back to school.

I’m enrolled in a program jointly operated by Oxford and HEC that (assuming successful completion!) will result in a MS degree in Coaching and Consulting for Change. The curriculum has a direct relation to much of the work The Miller Company does for our clients and my classmates are as international a group as I’ve ever spent time with – 28 students representing 17 different countries from 6 of the 7 continents (Antarctica is absent…). Week long sessions throughout the year alternate between the Oxford campus outside London and the HEC campus outside Paris. While this sounds sort of “sexy”, for the week class is in session, we may as well be in Detroit (with apologies to the motor city). Basically, each day is 12 hours of class time, study group work and communal meals. I’m loving it. My observations after the first session:

· Employee engagement is a huge issue in the global business community. My interest is in how recognition and incentive systems can impact the issue. Other students are interested in exploring the engagement impact of compensation/benefits, communication, business process, organizational design and leadership. This will be a fascinating “test tube” to learn how all the potential levers of change inter-relate.

· The world is shrinking. While this is not breaking news, I have been reminded first hand that the business world does not revolve around the US – we are simply its most wealthy customer and, historically, have been in a leadership position, in part, because of our wealth. Since business follows money, our influence may shrink in relation to other countries as their economies grow.

· Change is a given. There was a time not long ago that being a “change advocate” was sort of new and daring – as if “change” was only possible with a guide who possessed the coded map for change that no one else could read. In my opinion, it is now a requirement that everyone involved in business be a change agent.

As my understanding of these issues expands, I’ll be discussing them in greater detail. Each is relevant to any business person. To those responsible for a recognition and reward system, the relevance is high.

Regards,

Tom

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