HSATM Conference 2010

Howe School Alliance for Technology Management

Nineteenth Annual Conference

New Thinking for Today's Leaders

Tuesday , June 15, 2010

8:45 AM - 4:45 PM

Babbio Center, Room 122

Stevens Institute of Technology, Hoboken, NJ

The process of leadership is undergoing profound transformation, driven by the powerful forces that are re-shaping the business environment.   Among these forces are the shrinking of the world due to the revolution in communications; an increasingly virtual work environment; the increasing diversity of the workforce that has introduced a wide array of differing values, perspectives and expectations; the explosion of cross-cultural engagements as companies establish their services across vast geographic spaces -- all of which, among others, are overlaid on the most severe disruption to the world economy since the Great Depression.

Fortunately, significant advances in contemporary research and practice are providing new approaches to help forward-thinking leaders contend with the daunting challenges.  The 19th Annual HSATM Conference will examine the practical implications of these developments for leaders at every level.   The presentations will describe how the best leaders apply the new thinking, especially with regard to decision-making, strategy formulation, change and transformation.   Attendees will take away many practical insights into how leaders, at every level, should be thinking as they confront today's complexities and uncertainties.  The Conference will appeal to those leading organizations of all sizes and disciplines: operations, marketing, business development, project management, HR, technology -- in short, to everyone concerned with leadership, at any level of the organization.



(click on titles to see abstracts and speaker biographies)

Leading Successful Change: Creating Competitive Advantage Instead of Chaos
Dr. Kevin Peters, President, Strategic Partners Management Consulting Group

The New Role of Leaders in Managing Knowledge 
Jim Lee, Practice Leader, Knowledge Management Advisory Services, APQC(American Productivity and Quality Center)

Leadership and the New Paradigm: Winning across Cultures  
Dr. Kirpal Singh, Director, Wee Kim Wee Center and Associate Professor of Literature & Creative Thinking, Singapore Management University

Lessons for Leaders: Driving Organizational Transformation under Pressure
Tom Kielty, CEO, Aequus Technologies Corporation

Systems Thinking: A Powerful Approach to Organizational Leadership
Tom Castaldi, Director of Science and Technology Programs, Navmar Applied Sciences Corporation

Leading Successful Change: Creating Competitive Advantage Instead of Chaos

Download presentation: Leading Successful Change

Dr. Kevin Peters , President, Strategic Partners Management Consulting

Oh what a year!  Everyone says 2009 changed everything, and required significant change just to stay afloat.  Critical to future success?   Leaders must lead change and foster innovation!

This presentation draws upon the latest research findings to provide leaders with pragmatic tools that can be applied immediately to make organizations more successful at leading innovation and managing change in order to create competitive advantage.  It will cover:

Change Management -- What are the Keys to Success?  Everything is changing, but what does the most recent research indicate leadership must do to be successful in an ever-changing environment?  Kevin will discuss the unique challenges and new responsibilities of senior teams in leading change, and the key requirements for doing this successfully in a dynamic environment.

High Performing Leadership Teams   Individual leaders can't do it alone; "high-performing leadership teams" are required to change effectively and sustain success.  What does the new research indicate are the characteristics of such teams?  What analytic tools can one use to develop teams to lead innovation?  Kevin reviews the newest approaches and how they can apply within your organization.

Leading and Designing Organizations for Successful Innovation.  Leading creative, multi-generational people to provide innovative solutions in a changing environment has never been more important.  New, soon to be published research indicates there are critical components in organizational design, leadership and culture that must be present to provide the basis for success in innovation.  Kevin will discuss these areas, with special emphasis on the leadership behaviors which support successful innovation.

Dr Kevin Peters , President, Strategic Partners Management Consulting Group

Dr. Kevin P. Peters ( [email protected] ) is President of Strategic Partners Management Consulting Group, which assists business leaders in building organizations capable of superior performance in rapidly changing environments.  His specialty is working closely with key leaders, as individuals and as teams, on the management of organizational change, providing advice on the development and implementation of new competitive strategies aimed at increasing long-term profitability and growth.

Kevin has over twenty-five years of experience as a senior level organizational consultant, with extensive internal and external experience in creating competitive advantage through effective change management of business strategies, organization design, leadership, culture and core processes.  Prior to starting his own firm, he was a Director at Delta Consulting Group and Senior Advisor Worldwide of Organizational Development at Exxon Corporation.

He specializes in high-commitment approaches to strategic organizational growth, effective strategy implementation and international/cross cultural development.  He has a strong background in strategy, organizational design, project management, leadership and team development.

Kevin is a frequent speaker on the topics of organizational change, leadership effectiveness and change management.  He has authored and presented a number of important articles on organizational performance, leadership and innovation.

He holds an Ed.D. in Psychology and a dual MS/MBA from the University of Utah in Organizational Effectiveness.

The New Role of Leaders in Managing Knowledge

Download presentation: The New Role of Leaders in Managing Knowledge

Jim Lee , Practice Leader, Knowledge Management Advisory Services, APQC (American Productivity and Quality Center)

In today's connected enterprise, the traditional responsibilities and expectations of leadership have evolved away from command and control to model and support.  While management theories have also evolved to recognize this change-the servant leader, for example-the leader as coach alone is not enough.  The fundamental changes in the way members of an organization interact today dictate that changes in the leader's role must also occur.

Whether or not an organization engages formally in the process known as Knowledge Management -- in the broadest sense, the process through which organizations generate value from their intellectual and knowledge-based assets -- isn't even a prerequisite for these necessary changes.  Knowledge Management does emphasize the need and increases the velocity of the change, but enterprises of the future will likely change the leader more so than the other way around.  The ubiquity of "always on, always connected" capability among today's newest professionals -- and certainly to be expected of later generations from this point forward -- ensures that cause and effect.

Tomorrow's leaders must break the paradigm of their industrial age, and even information age predecessors if they're going to be successful.  Future leaders will find themselves with far less control over their "organizations", as even the definition of what an organization is will change.  We will show how Knowledge Management can be an enabler of successful change for both the leader as well as for the enterprise.

Jim Lee , PMP; Practice Leader, Knowledge Management Advisory Services, APQC (American Productivity and Quality Center)

Jim Lee ( [email protected] )  is practice leader of APQC's Knowledge Management advisory services.  He is responsible for leading projects from problem structuring through solution delivery, ensuring the quality of the deliverables and the transfer of best practices.  His experience spans more than 30 years in the manufacturing, retail, and professional services industries.

Prior to joining APQC, Jim was a global knowledge manager at Cap Gemini Ernst & Young, where he led the development of an integrated knowledge management system after the merger of two global management consulting firms.  Jim was also a senior member of the Ernst & Young Center for Business Knowledge, an internationally recognized leader in the application of knowledge management and process improvement.  There, he was responsible for the knowledge assets of several practices, including supply chain management, new product development, business transformation, and corporate governance.

Jim's professional career began at General Motors, where he gained two decades of experience in operations, industrial engineering, manufacturing engineering, quality management, and business strategy development.  During that time, Jim was also a project manager responsible for multi-million dollar facility improvement projects and several new-car programs.  His work in quality management resulted in the first use of computerized statistical process control in a General Motors stamping plant.

He later used his experience at the world's largest specialty retail jeweler, where he conducted quality and process improvement projects in all aspects of operations, including repair, store operations, credit and collections, and marketing.  As an internal consultant, Jim developed the company's first operations manual for repair work and   automated store procedures resulting in an 80% reduction in labor across 800+ stores.

Prior to entering the professional services industry, Jim developed the industrial engineering department of a major supplier to domestic and foreign OEM auto manufacturers.  While leading the IE function, Jim provided vendor quality engineering services to customers as well as functioning as an internal QS-9000 auditor.

Jim holds a Master of Business Administration from Cleveland State University and a Bachelor of Industrial Administration from Kettering University.  Jim also holds certification as a Project Management Professional (PMP) from the Project Management Institute.  He has spoken at numerous national and international conferences on project management and knowledge management.  In 2003, he received an Honored Faculty award from the University of Phoenix, where he taught graduate courses in project management, operations management, quality management, and statistics.

Leadership and the New Paradigm: Winning across Cultures

Download presentation: Leadership and the New Paradigm

Dr. Kirpal Singh , Director, Wee Kim Wee Center and Associate Professor of Literature & Creative Thinking, Singapore Management University

Globalization is here to stay.  With it come new ways of doing business, managing networks, creating relationships and making impact.  All of these demand a change in our thinking about leadership.  Whatever has worked till now is increasingly coming under great pressure, and it is necessary to consider dramatic new ways of understanding and, perhaps, even experiencing leadership.

My presentation attempts to contextualize several key issues associated with this need for a paradigm shift, and to then explore some essentials of what I term "leadership for and of the future".  In view of the immensely significant differences which beset globalised operations at all levels, it is important for us to re-consider how to lead, who to lead, when to lead and what to lead.  These are difficult questions, as anyone working across cultural boundaries and mindsets can attest to.  But there ARE positive and rewarding ways of handling them, and I will share my experience in this connection.  I will illustrate my views with real examples in an attempt to chart the way forward in this extremely knotty arena of global enterprise, marketing and business.

Dr. Kirpal Singh , Director, Wee Kim Wee Center and Associate Professor of Literature & Creative Thinking, Singapore Management University

Dr. Kirpal Singh ( [email protected] ) is Director of the Wee Kim Wee Centre for Diversity Education and Associate Professor of Literature & Creative Thinking at Singapore Management University.  He is recognized internationally as a futurist and expert in creativity and in helping different cultures understand each other better.

Dr. Singh was the first non-American to be elected to the Board of the American Creativity Association, of which he is now Vice-President.  He is a founding member of the Creative Skills Training Council, an on-line community of business executives, academics, designers, artists, behavioral and cognitive scientists involved in advancing the practice of creative skills and capabilities development through aesthetic processes and creativity thinking tools and systems.  He is a consultant to the Center for Creative Leadership and the Association for Managers of Innovation.  He has lectured at many universities including Cambridge, Yale, MIT, Columbia, Georgetown, Bonn, Barcelona, Madrid, Toronto, and Warwick.

Professor Singh has authored more than 20 books and 100 articles, and is a respected writer of fiction and poetry -- areas which, he believes, deserve more attention if individuals want to break new ground and move to new paradigms.  His 2004 book, THINKING HATS  and COLORED TURBANS: Creativity Across Cultures (Prentice-Hall), brought him international recognition for its provocative and engaging ideas. His next  book, THE ULTIMATE TRIUMPH: Leadership Across Cultures, will be published in 2011.

Lessons for Leaders: Driving Organizational Transformation under Pressure

Download presentation: Lessons for Leaders
Tom Kielty , CEO, Aequus Technologies Corporation

Opinions may differ as to the economic outlook; it is clear, however, that companies of all sizes are seeking to move beyond the challenges of the global financial crisis and refocus on growth.  For some corporations, this means incremental changes: fine-tuning strategies, disciplines, and initiatives already in place or underway to take advantage of market opportunities.  For others, like Aequus Technologies, it has meant transformation: discovering anew what drives revenues and rethinking how to operate the business.  Regardless of the approach, it is a new era for the corporate world, driven by transparency, insight and innovation.  In this environment, leaders pursuing transformation must do so with tremendous discipline, looking to optimize technology and other investments, limited budgets and human resources, and partnerships in ways that provide real competitive advantage, not just reduce or better manage costs.

Perhaps most importantly, many companies focus so closely on responding to a crisis in the short-term that they lose perspective and fail to plan their longer-term transformation in a way that would produce the best results.  Instead, such companies tend to move from one short-term cost-cutting initiative to the next, without setting or communicating clear, stretch-target objectives.

Navigating these turbulent and uncertain times requires a delicate and challenging balance of vision, creativity and leadership, coupled with appropriate financial resources, risk management expertise and real-world competitive insights.  In my talk, I'll look to share some best practices and strategies that I and other industry leaders are embracing to help our organizations transform in order to seize prospective new growth opportunities.

Tom Kielty , President & CEO, Aequus Technologies Corporation

Tom Kielty ( [email protected] ) has been leading Aequus Technologies Corporation since September 2007, first as an advisor to management and the Board of Directors, and since August 2008 as President and Chief Executive Officer, with a focus on accelerating the company's transformation and growth. Aequus was originally established to service the broader disabilities marketplace and had acquired ownership interests in five companies, each specializing in a unique sector of this market. The principle business of Aequus today is Snap Telecommunications Inc., a telecommunications company based in Pearl River, New York servicing the deaf and hard-of- hearing market in the U.S.

Tom came to Aequus after a 30-year career in the financial services and technology industries with global companies such as The First Boston Corporation (now Credit Suisse), Bankers Trust (now Deutsche Bank), Daiwa Securities International, CIBC, Perot Systems, and EDS (now part of HP).


At First Boston, Tom became the co-head of Worldwide Systems & Technology responsible for all front-office and analytical systems supporting global sales, trading and investment banking. He served as Managing Director and COO of Banker's Trust Securities Corporation and Executive Vice President & COO of Daiwa Securities operations in the Americas. With CIBC, Tom served as the Global CIO for Corporate, Merchant and Investment Banking, responsible for an annual technology investment in excess of $1B. With Perot Systems, Tom served as Chief Revenue Officer for the Financial Markets, with responsibility for business development activities worldwide and key customer relationships, including Perot's then $4 billion outsourcing partnership with the United Bank of Switzerland (UBS). With EDS, Tom served as a Board Director of EDS Asia.

Tom holds a B.S. degree in Mathematics and an M.S. degree in Computer Science from Villanova University, and M.S. degrees in Finance and Economics from Drexel University.

Systems Thinking: A Powerful Approach to Organizational Leadership

Download presentation: System Thinking
Tom Castaldi , Director of Science and Technology Programs, Navmar Applied Sciences Corporation

Organizations today are faced with many challenges.  These come in many forms: financial, personnel, growth, leadership, and others.  In confronting these challenges, principles and processes employed in the field of Systems Engineering can provide powerful assistance to the leader and manager.  These principles help us to approach organizational behavior from a systems perspective, that is, by considering the organization to be a set of interrelated components which interact with one another in an organized fashion toward a common purpose.  This "systems thinking" enables leaders to view an organization from a broad perspective of linkages, patterns and events.

Systems thinking can be a major transformative force in dealing with organizational behavior.  By employing it, decisions can be approached in a structured and integrated manner.  It enables leaders and managers to sense, anticipate and prepare for continuing change in an orderly way.  It encourages leaders to continuously examine the status quo, focus on the future and use feedback to ensure correct progress.  Systems thinking also defines the role and qualities of a good leader.  It shows the synergy between leadership and management and how to cultivate good leaders.  Finally, systems thinking provides insights into how good companies and organizations function.

This presentation will illustrate how, by applying principles of systems thinking, organizations have succeeded in overcoming challenges to become very successful.

Tom Castaldi , Director of Science and Technology Programs. Navmar Applied Sciences Corporation

Tom Castaldi ( [email protected] ) is currently Director of Science and Technology Programs at Navmar Applied Sciences Corporation. His career spans 48 years of service in engineering and executive management, in both government and civilian activities. ; He began his career at the Naval Air Development Center in Warminster, PA in 1962, as an engineer working in the Sensors and Processing Division. His area of concentration was Anti-Submarine Warfare Systems, doing research and development of underwater sensors and signal processing systems. He progressed steadily, becoming Technical Director of the Naval Air Development Center in 1992.

During his government career he had career development assignments to the Naval War College at Newport, RI, graduating "With Distinction". He was a Science Advisor at CINCLANTFLT Headquarters in Norfolk, VA and a Special Advisor to the Director of Naval Warfare at the Pentagon. Other assignments at the Naval Air Development Center included Program Manager heading up the Maritime Patrol Office and Director of the Systems Department. He also headed the Sensors and Avionics Department and eventually became the Associate Technical Director and then Technical Director of the Naval Air Development Center. ; He retired from government service in 1995.

After leaving the government, Mr. Castaldi joined Navmar Applied Sciences Corporation. ; He led many projects there involving sensors, aircraft avionics systems, communications and surveillance systems. He has led aspects of the strategic planning efforts of the company as it grows from a small business to a large one. ; He currently heads up the Small Business Innovative Research program at Navmar and provides advice and counsel to the Navmar engineers.

Among the many awards he has received are the Presidential Rank Award of Meritorious Senior Executive, Science Advisor of the Year Award, Vice Admiral Charles Martell Award for Excellence in Anti-Submarine Warfare, Superior Civilian Service Award, and the Navy's Equal Employment Opportunity Award. ; Mr. Castaldi is married and has five children and seven grandchildren.

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