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CSCLeaders Tomorrow’s Commonwealth

Developing Global Leaders A report from CSCLeaders 2016

CSCLeaders is a partnership between the international leadership development organization, Common Purpose, and HRH The Duke of Edinburgh’s Commonwealth Study Conferences (UK Fund).

“I have been impressed by the calibre of the participants who bring their own experience and knowledge, and have opened their minds to new ideas and challenges. What I have witnessed has been transformational as the individuals overcome assumptions and form into high performing focused teams, and this is what makes the Commonwealth Study Conferences so special.” HRH Princess Anne, President, HRH The Duke Of Edinburgh’s Commonwealth Study Conferences

What is CSCLeaders?

CSCLeaders is an annual global leadership programme which assembles 100 exceptional, senior leaders selected from government, businesses and NGOs across the 53 countries of the Commonwealth. They collaborate to tackle challenges, build the global relationships and develop the Cultural Intelligence needed by the leaders of tomorrow. CSCLeaders is a partnership between the leadership development organization, Common Purpose Charitable Trust, and HRH The Duke of Edinburgh’s Commonwealth Study Conferences (UK Fund).

Executive summary

This report assesses the impact of the CSCLeaders experience on participants. CSCLeaders assembles a unique group of senior and talented leaders from different sectors, countries, cultures and backgrounds across the Commonwealth. Participants include board-level executives from global businesses, Chief Executives, Permanent Secretaries of Governments, Entrepreneurs, Pro-Vice Chancellors and civil society leaders. They all bring very different perspectives from across the Commonwealth, enriching discussions and enabling innovative approaches to problem-solving.

As a result of CSCLeaders, leaders adopt a much broader perspective, and have a greater ability to adapt to new situations and deal with complex problems within their own organizations. For many, their learning enhances how they work with their teams, clients and stakeholders in their countries and beyond. They build deep relationships and establish their own global network, which creates opportunities for knowledge sharing and collaboration across the Commonwealth.

CSCLeaders provides participants with a framework for improving their global leadership skills which enables them to build relationships globally, develop their Cultural Intelligence and broaden their horizons.

The scale of diversity at CSCLeaders helped participants understand the importance of cultural intelligence in order to work with people of all backgrounds, sectors, genders and cultures more effectively. Moreover, many participants actively take a different approach to leadership and decision-making following the programme. CSCLeaders also provides an opportunity to develop practical project outcomes in response to the 2016 Challenge; projects which participants continue to work on using the online platform and implement beyond the programme.

Each year a Challenge is set which resonates with all. The CSCLeaders 2016 Challenge is: ‘What would produce a step change in how the public, private and not-for-profit sectors work together?’ The Challenge underpins the leadership learning on the programme. Participants tackle the Challenge and collaborate to develop practical proposals before presenting them to a panel of experts.

Analysis of assessments and interviews carried out after Part One highlight changes in key behaviours, skills and competencies, demonstrating the impact of CSCLeaders on participants.

CSCLeaders is a blend of online and face-to-face learning. The CSCLeaders experience starts several months before the participants come together face-to-face, via the online platform. This enables participants to start building their global networks and engaging in discussions around leadership and the Challenge prior to coming together. Access to the platform is ongoing, enabling participants to continue to collaborate and learn from each other throughout and beyond the programme.

For highlights of the programme go to the CSCLeaders website


The overall impact of CSCLeaders on participants is a combination of the following:

Develop as a Leader

Broaden Your Networks

• Lead Beyond Authority • Grow Cultural Intelligence • Clarify Purpose

• Spot Connections • Work in Collaboration • Build Relationships

Make Better Decisions

Drive Bold Innovation

• Thrive in Complexity • Widen Context • Confront Bias

• Think the Unthinkable • Leverage Diversity • Move to Action



The Assessment

The interviews

Two months after CSCLeaders 2016 Part One, participants assessed their learning from the programme. This was a written online assessment, which required participants to quantify the extent to which they had developed certain competencies as a result of their experience. It also provided space for them to share their key insights from the programme. Participants will be asked to repeat this assessment after Part Two of the programme so that they can track their progress and identify development needs.

CSCLeaders conducted in-depth one-to-one telephone interviews and video interviews with participants reflecting a cross-section of industries, sectors and countries.


“CSCLeaders reaffirmed for me that as a leader there is never one single agenda. I feel better equipped to lead and influence with all the stakeholders in my city and to have those difficult conversations even when I am not in charge.� Alan Lau, Assistant Commissioner of Police / Regional Commander Marine, Hong Kong Police Force (CSCLeaders Alumnus)

Develop as a Leader

Develop as a Leader

Broaden Your Networks

Make Better Decisions

Drive Bold Innovation

CSCLeaders created an environment in which people were able to connect across many boundaries; geographic, cultural, religious, sectoral, and therefore, develop their Cultural Intelligence and practise collaborative leadership. The programme reinforced for many that as the issues facing the Commonwealth become increasingly complex, global leaders will need to be able to effectively lead across boundaries and beyond their usual sphere of control. By working with the diverse CSCLeaders participants on a complex challenge and visiting unfamiliar cities, participants found that they adapted their leadership styles or behaviours. In doing so, they started to develop their ability to make positive change happen even when they are not in charge or the subject expert. This also gave the participants the opportunity to reflect on the impact they have as leaders and ways they can use their leadership skills for greater benefit not just to their organizations but also their cities and communities.

Analysis of the results of both the assessment and the interviews shows that CSCLeaders helped participants to: • Grow Cultural Intelligence: the ability to cross divides and thrive in multiple cultures • Increase their ability to lead beyond their authority • Clarify Purpose


96% 84% 81%

feel more able to engage with people who are different to them are better able to lead or operate beyond their area of authority now have a stronger sense of purpose

“It has been exciting to get to know and learn from so many people from a variety of countries and backgrounds. CSCLeaders helped me to understand people better, to put myself in other people’s shoes. I am more conscious of cultures and understanding of where people come from. Vikas Handa, Regional Managing Director (EMEA), The Weir Group

“I have now realised that my approach has to be to see the stakeholder’s perspective. I no longer think I know everything or that I have the right answer. I am not antagonistic now, I listen and am much more organised in my approach and my colleagues have noticed the change in my behaviour. This has enabled me to interact and engage much better with the different sectors.” Oyebisi Oluseyi, Executive Director, Nigeria Network of NGO’s, Nigeria

“CSCLeaders gives you leadership skills and empowers you to build leadership capabilities personally. Key learning has been the importance of listening and observing. Typical to Asian culture is that we are prone to providing answers quickly and it is a significant step forward to be able to listen.” Arthur Poh, Director, Enterprise and Innovation Hub, Singapore Institute of Technology, Singapore

“Through the interaction with others from different sectors on the programme, I realised that I have been running in one direction throughout my career and CSCLeaders challenged me to think about my breadth outside my profession. I am now looking for opportunities to work on NGOs as well as getting involved in Weir’s education projects here in Malaysia. I now see that I need to get out of my comfort zone to explore my leadership and my personality more.” Randeep Mahajan, Managing Director, Weir Minerals, Malaysia


Broaden Your Networks

CSCLeaders has created a unique network of exceptional leaders, all of whom have in some way increased their ability to lead and connect globally. Many participants commented on the value of the global network for innovation and opportunity, particularly as the online platform enables participants to keep in touch and continue to collaborate beyond the programme. Having such a diverse network will generate new business and be a source of knowledge and new ideas. A number of participants commented that the exposure to different examples of collaboration showed them the value of a more collaborative mindset for their teams, organizations and cities.

Analysis of the results of both the assessment and the interviews shows that CSCLeaders helped participants to: • Increase their ability to spot connections on a global scale • Work in collaboration • Build relationships


Develop as a Leader

Broaden Your Networks

Make Better Decisions

Drive Bold Innovation

92% 88% 92%

better able to spot common ground and make connections between people spotted new opportunities for their organization or city/country met people with whom they will stay in contact

“There is tremendous value in the networks and relationships created on the programme – the rolodex is bigger, but not just with exchange of cards, but rather with more meaningful/deeper interactions and even some friendships. I can clearly see around 60 people who I can tap into and around 10-12 who I have deeper engagements with. With technology, this is even more effective, since we are all connected on various social media platforms. The alumni network of CSCLeaders is like a gold mine – the critical mass will be very useful for the Commonwealth.” Sharan Singh, Director, Institutional Advancement and Internationalisation, University of the West Indies, Trinidad and Tobago “The ability to link up with people all over the world and build relationships will help me in my work. The charity I run has staff, trustees and users from all over Africa and the ability to relate to them, to understand their needs and to help and support those needs is crucial. CSCLeaders will help me to do that better.” Debbie Ariyo OBE, Chief Executive, AFRUCA, UK “I work with youth and youth development issues in India and it’s amazing that I can now have experience sharing sessions with people in Africa in Bangladesh in Pakistan, and not only our neighbouring countries but also countries like the UK, to see how youth development projects are run there. Looking at the different ways of doing things will help me and my organization to relook at how we work.” Deepa Menon, Senior Vice-President, PVR Nest, PVR Ltd, India “The CSCLeaders study tour clearly demonstrated that a new sector has emerged, the collaborative sector. There is room for a new type of leadership in this space. The programme provided an environment to help leaders better understand the dynamics needed to be successful in what has become a more complex business, social and public sector environment. We need new solutions to address old and new problems. In the new collaborative sector solving these problems is done in the context of partnership.” Benito Wheatley, Director and UK/Europe Representative, BVI London Office, British Virgin Islands 9

Make Better Decisions

Develop as a Leader

Broaden Your Networks

Make Better Decisions

Drive Bold Innovation

CSCLeaders participants often talk about how they have the confidence and ambition to make positive change as a result of their experience. They also give examples of how their approach to decision making and problem solving is different following the programme.

Analysis of the results of both the assessment and the interviews shows that CSCLeaders helped participants to: • Thrive in complexity • Widen context • Confront bias



feel they are now better able to navigate complex situations involving multiple stakeholders


are more likely to seek input from multiple diverse sources when making key decisions


can now recognise their biases and minimise their effects

“To do anything that involves interacting with people you need to understand their perspectives and communicate in a way that they can understand. CSCLeaders has been really useful to help me understand different perspectives and how they might play into where I am coming from.” Kieran Devlin, Head of Group Tax, Prudential plc “Problems/issues often present in complex, non-liner ways and hence have many dimensions. After the CSCLeaders experience I am more alert to differences in perspective and plurality or diversity can only strengthen organizations or produce better outcomes from processes.” Alex Awiti, Director, East African Institute of The Aga Khan University, Kenya “CSCLeaders for me has been really insightful in that my background is private and not for profit sector and I have never had much experience with the public sector or been exposed to it. Visiting the public sector organizations has been the most insightful part for me as it is something I hadn’t experienced before. To be completely honest I was mildly prejudiced against them. I’d always seen them as bureaucratic and slow moving but that is completely the opposite of what I have seen. So CSCLeaders has helped me break down my prejudice and give me insights to other organizations and best practice.” Kate Willoughby, Global CR Manager, DP World “CSCLeaders has helped me to understand other perspectives and to understand how others see me. It was useful to understand perceptions of me based on my background and help break some stereotypes.” Tom Bewick OBE, Military Assistant, British Army, UK


Drive Bold Innovation

Develop as a Leader

Broaden Your Networks

Make Better Decisions

Drive Bold Innovation

The learning outcomes from CSCLeaders indicate that participants seek out different perspectives when solving problems. The exposure to diverse people and the access to different perspectives, approaches and ideas encourages them to think outside of the box.

Analysis of the results of both the assessment and the interviews shows that CSCLeaders helped participants to: • Think the unthinkable • Leverage diversity • Move to action



feel they are now better able to create the conditions required for innovation to occur


are more prepared to lead or operate within a diverse team


feel better able to contribute to their organization, city or country

“The concept of core and flex is very interesting. There are certain things that are very entrenched or engrained within particular cultures where it is almost non-negotiable. At the same time there are areas where more flexibility could be exercised and I think knowing when to exercise the flex actually allows you to draw other people into the interaction and can bring about better solutions.” Kevin Lim, Chairman, Division of Surgery, Senior Consultant, Department of Orthopaedic Surgery, KK Women and Children’s Hospital, Singapore

“The need for diversity and innovation has become very clear – of late, I send back things that are incremental changes. I force my people to go back to the drawing board and come up with transformational solutions not constrained by what we have been doing so far.” Gopinath Govindan, Director Human Resources, CLP India Pvt Ltd, India “When you have people from across sectors and walks of life and from different countries, it allows you to get a more diverse range of views and ideas. I am thinking of bringing this back into my organization – such as a more diverse board and more diversity in the team coming together to brainstorm new ideas for the organization. It is a challenge but it helps in the long term. If you have a clear vision and can communicate that, this diversity of views becomes very useful.” Korvi Rakshand, Chairman, JAAGO Foundation, Bangladesh

“Enduring solutions take root when people have a stake in designing and implementing the solution themselves. This requires inclusive collaboration rather than a quick fix. It’s therefore important to create an environment where everyone can contribute and be part of the solution. Listening is a vital skill but can also be a challenge in this kind of environment. I will make more time to listen and consciously help ensure that everyone involved has the opportunity to be part of the solution.” Tom Bewick OBE, Military Assistant, British Army, UK


Impact stories from CSCLeaders 2016 Cultural Intelligence

Broader outlook

Randeep Mahajan Managing Director, Weir Minerals, Malaysia

Tiffany Watts Executive Director, Childreach International, UK

Randeep moved from India to Malaysia and was tasked with building a vision for his organization that brings everyone together. For 6 months, he would need to work with a team to develop the ‘Cultural Pillars’ of the business in Malaysia.

Collaboration has always been important to Childreach and to the success of the projects that Childreach delivers. Because of this Tiffany devoted time each week to seek out opportunities for collaboration.

Randeep’s biggest learning from CSCLeaders has been how to manage diversity. He had attended leadership programmes before, with people from the same sector and very similar to him. This was the first programme he attended where the participant group was so diverse – in terms of geography, gender, sector and perspective. He learned that even though the world is very connected – particularly through technology – an understanding of cultural context and cultural intelligence is hugely critical in enhancing the performance of leaders and businesses.

CSCLeaders gave Tiffany insights to different organizations and to many different examples of collaboration which challenged her to think more broadly about the types of people and organizations she looks to work with. As Tiffany says, “I got a huge amount from the visits to non-NGO organizations as this was fresh and new to me and gave me an insight to industries that I wouldn’t otherwise get. The visit to Ferguson Marine in Glasgow was inspiring; so different to what I am used to however I saw lots of similarities in the types of challenges they face which challenged some of my preconceptions. CSCLeaders gave me the opportunity to reflect on the kinds of people and organizations I spend my time with and I am now more aware of how to use my time well when looking for opportunities to collaborate.”

As Randeep says: “With my hugely diverse team I will be putting my learning from CSCLeaders into practice to bring the team together around a common purpose. We will then act as ‘culture carriers’ to develop understanding of the culture of the organization here. The true benefits of the programme will be gained over time as I get to know more about myself as I sustain this development over the next few years.”


Impact stories from CSCLeaders 2016 (continued) Collaboration

Charles Asiedu Managing Director, Ecobank, Malawi Prior to CSCLeaders 2016, Charles Asiedu, Managing Director at Ecobank, Malawi was searching for ways to create a bigger impact – not only in his organization, but in society. That year, his home country Malawi had faced a severe hunger crises following adverse weather conditions which affected negatively the production of maize, the main stable food of the country. That meant having to import cereals at prohibitive costs in order to feed the population. During his time on the programme, Charles, who was a quick thinker and used to acting immediately, saw the need to slow down and assess a problem to find an effective solution. He decided to take on the hunger issue using the things he learned about collaboration at CSCLeaders. As Charles says, “I engaged the government agency responsible for the food procurement and suggested a collaborative approach involving the Ministry of Finance, the Central Bank, the agency and Ecobank to resolve the food crisis. We brought the partners together and, after sharing what role we each thought we could play, together we designed a solution. Now we are mobilising $50million to support the importation of maize to help feed 8 million Malawians. Prior to CSCLeaders I wouldn’t have thought more broadly about bringing in other partners together to handle the crisis.” “Collaboration – I thought I knew it and practiced it but now I understand the real meaning and potential impact on society.”


Ideas generated on CSCLeaders 2016 CSCLeaders participants worked in self-selected groups to devise bold and innovative ideas in response the 2016 Challenge ‘What would produce a step change in how the public, private and not-for-profit sectors work together?’. On the final day of CSCLeaders Part One, eight project ideas were presented to HRH The Princess Royal and a panel of judges: Sir Jim McDonald, Vice Chancellor, University of Strathclyde; Her Excellency Mrs Foo Chai Hsia, High Commissioner for Singapore to the UK; Keith Cochrane, Chief Executive, Weir Group; Apoorva Chandra, HR Director, Group Head Office, Prudential plc and Julia Middleton, Chief Executive, Common Purpose Charitable Trust.

One Commonwealth One Commonwealth is addressing a real problem – the mismatch of supply and demand of key workers in different labour markets across the Commonwealth – and proposing a practical solution which requires collaboration between the sectors. The proposal is to create a cross-Commonwealth organization which identifies where there are shortages of labour in certain countries, over supplies in others, matches them and has the power to grant expedited visas to allow people to move from one to the other.

A Commonwealth Charter for Collaboration – ‘With us, through us, for us!’ The idea is to develop a Charter for Collaboration to build on the existing Commonwealth Charter. This will be underpinned by six essential components: • • • • • •

Best practice guidelines End-user representation Citizen advocacy body Self-certification Monitoring and evaluation Participatory governance and budgeting

Commonwealth Quality Mark for Collaboration The idea is to create an online framework and quality mark for improving cross-sector collaboration. Currently, complex challenges are mostly addressed separately within organizations and sectors. This online framework can be used to guide and connect leaders across the Commonwealth and help to develop shared solutions.

Social Value Commitment Capital investment projects should make a commitment to provide social value. This will require public sector procurements to include community benefit clauses, whereby private companies bidding for a construction or social services contract will need to show how they will add social value. Through the creation of a Social Value Index, organizations are assessed and ranked for the social value they create.

Our Place Our Place is a place-based application (‘app’) which is used to empower citizens and create a two-way dialogue between city leaders and citizens. Using this, you can access data about a city, provide your own feedback and input into city issues and the solutions to overcome them.

The Commonwealth Trust The Commonwealth trust for partnerships is a co-ordinated platform that matches private sector funding and volunteer resources with public and people sectors. It will establish good practices in governance and identify challenges across the whole of the Commonwealth.


Crowd Collaboration Creation of a not-for-profit platform to help NGO, private and public partnerships to support collaboration to turn great ideas into successful, sustainable outcomes. It will be a platform where one can find other people working on ideas and partnerships around the Commonwealth, where partnerships can be identified and explored, and where someone can be matched with an experienced business mentor to support you them in taking your their ideas forward. City Stories City Stories grew out of the recognition of how powerful the stories on CSCLeaders have been. These social purpose stories will have people at their core, engage different sectors, be about insightful story-telling and have a clear resolution and call to action. This is a motivational and inspirational approach to getting every person to feel they helped write the story of their future in their city, so they are invested in bringing the city’s collective story to life.

“It has been a life enriching experience learning selfless, inspiring stories from the conference attendees and the various NGO and Companies we visited in Glasgow. I believe I have also learnt to have more Cultural Intelligence, focusing on common purpose and the good of all partnerships (rather than an individual agenda).� Young Lee Chu Vice President, Head of Finance Business Partner & Advisory, Astro Malaysia, Malaysia

Media at CSCLeaders 2016 CSCLeaders received a lot of media attention in the UK – both traditional and new media. The press coverage in Manchester and Glasgow was very positive and participants engagement on social media was particularly high. @CSCLeaders




Appendix: CSCLeaders 2016 Participants First Name Yemi Wendy

Surname Adamolekun Alexander

Katherine Debbie Charles Alex

Anderson Ariyo Asiedu Awiti

Role Executive Director Vice Principal (Pro-Vice Chancellor) International Director Legal and Risk Chief Executive Managing Director Director

Rob Tom Amanda

Bell Bewick Bloor

Director, Strategy Military Assistant Chief Officer



Young Lee




Jane Dee

Cole Cotgrove

Kieran Nthanyi

Devlin Dhumazi



General Manager, Services and Learning Vice President, Head of Finance Business Partner & Advisory Deputy Head of Partnership Development Managing Director Executive Head of Communications Head of Group Tax Business Executive Limpopo Head of Newsroom

Elsa Marie


Melissa Kenneth Thabo Colin Yvonne Andy

Eaglesfield Er Fako Ferguson Field Furlong



Gopi Vikas

Govindan Handa



Sydney Patrick

Henry Hodson

Lisa Morag

Ibrahim Johnston





Aggie Karim

Kalungu-Banda Kanji

Az Deborah

Khan Kimathi

Managing Director and Co-Founder Deputy Director Chief Executive Vice Chancellor Director - North West Founder/CEO Professor/Dean for Research Head of the Governance Office and Commission Secretary Director, Human Resources Regional Managing Director (EMEA) Deputy Chief Executive Projects Manager Chief Superintendent/ Deputy Regional Commander Marine Police CEO/Executive Director Assistant Director of Financial Services Council Secretary: Church & Society Council National Co-ordinator Board Member President and Chief Executive Director Chief Executive Officer


Organization Enough is Enough (EiE) University of Dundee

Country Nigeria UK

Auckland Council AFRUCA Ecobank Malawi Ltd East African Institute of The Aga Khan University Paul Hamlyn Foundation British Army Harrogate and Rural District Clinical Commissioning Group The Reach Foundation

New Zealand UK Malawi Kenya

Astro Malaysia


Save the Children


Blackpool Transport Met Office


Prudential plc Auditor General South Africa

UK South Africa

African Union - United Nations Information Support Team (AU-UNIST) Red Dot Foundation (Safecity)


Big Lottery Fund National Parks Board University of Botswana Teach First Ubele Initiative University of Glasgow

UK Singapore Botswana UK UK UK

House of Commons


CLP India Pvt Ltd The Weir Group

India UAE

Commonwealth Parliamentary Association UK Sandals Foundation Hong Kong Police


Arkitek Ibrahim Glasgow City Council

Brunei UK

The Church of Scotland


Southern Africa Human Rights NGO Network Action Aid Ireland Sutter Hill Group of Companies


Brunswick Group Vision Africa - Give a Child a Future

India Kenya

UK UK UK Australia


Jamaica Hong Kong

UK Canada

Appendix (continued): CSCLeaders 2016 Participants First name Ravi

Surname Kulkarni

Role Professor and Head, Mechanical Engineering Department Chief Executive Chief Executive

David Alvin

Kuria Laurence





Steve Phillip

Lungu Madinga

Randeep Nathalie Geeta

Mahajan MaillĂŠ Malhotra

Chairman, Division of Surgery, Senior Consultant, Department of Orthopaedic Surgery Director, Obesity Prevention & Management Division Lawyer Group General Manager, Corporate & Commercial Banking Managing Director Executive Director Country Director



Executive Director

Mary Ellen Deepa

Matusi Menon





Mike Olivia Mirembe

Murray Musisi

Executive Director Senior Vice President - PVR Nest Director of Communications and Fundraising Executive Council Member/ Vice Chairperson Head of Entrepreneurship Managing Director



High Commissioner

Boniface Hadijah

Mwangi Nabukenya







Team Leader Deputy Head of Vision Group TVs Head of School - Sport and Exercise Director of Projects and Strategy Director

Carmen Imasiku

Nibigira Nyambe

Regional Coordinator Director

Oyebisi Jenny Arthur

Oluseyi Paterson Poh

Korvi Rohit

Rakshand Ranganathan



Executive Director Director Director, Enterprise and Innovation Hub Chairman Project Leader and System Architect, Environmental Sensors BU Senior Fellow & Director

Elisha Bheki

Satvinder Sibiya

Chairman Chief Executive


Organization R V College of Engineering

Country India

Africaqua Seychelles National Youth Council (SNYC) KK Women and Children's Hospital

Kenya Seychelles

Health Promotion Board


Law Association of Zambia First Merchant Bank

Zambia Malawi

Weir Power & Industrial Conseil des arts de Montreal Rural Education and Development (READ) India Bangladesh Youth Entrepreneur Advice & Help Centre Atma PVR Ltd

India Canada India



Tourism Confederation of Tanzania BongoHive Innovations Ltd Dalgamo Construction and Engineering Ltd Zambian High Commission Pretoria PAWA Initiative The New Vision


University of Gloucester




Civil Service College International East Africa Tourism Platform University of Zambia Directorate of Research and Graduate Studies Nigeria Network of NGO's The National Autistic Society Singapore Institute of Technology JAAGO Foundation ams Semiconductors India Pvt Ltd


Institute of Islamic Understanding Malaysia Dignity for Children Foundation Leadership Matters



Bangladesh India India

Zambia Uganda South Africa Kenya Uganda

Kenya Zambia Nigeria UK Singapore Bangladesh India

Malaysia South Africa

Appendix (continued): CSCLeaders 2016 Participants First name







University of the West Indies

Trinidad and Tobago



Scottish Government








Director, Institutional Advancement and Internationalisation Director of Energy & Climate Change International Ecommerce Manager President


Mir Afzal


Canada China Investment Association Aga Khan University




Vikas Andrea

Vij Vujnovich

Department of Higher Education, Ministry of Higher Education IDEX Auckland University of Technology

Tiffany Benito

Watts Wheatley

Childreach International British Virgin Islands London Office

UK British Virgin Islands



Save the Children




DP World


Associate Director and Head Graduate Programmes Deputy Director of Higher Education Managing Director Head of Corporate Governance and Development Group and General Counsel Executive Director Director and United Kingdom/European Representative Head of Account Management, Corporate Partnerships Global CR Manager



India New Zealand

Headline sponsor

Contributing sponsors

CSCLeaders is a partnership between Common Purpose and HRH The Duke of Edinburgh’s Commonwealth Study Conferences (UK Fund).

Š The Common Purpose Charitable Trust | Company Limited by Guarantee 2832875 | Registered Charity 1023384.


CSCLeaders Developing Global Leaders Report 2016  
CSCLeaders Developing Global Leaders Report 2016