昨今、アジア太平洋（AP）地域が
これまでの発展・成長段階から
成熟・地政学リスク対応段階にシフト。
それに伴い、大手の多国籍企業、アジア企業が、
新しいフェーズを見据えた組織開発、リーダー育成に力を入れはじめています。

実際にはどんな変革が進んでいるのでしょうか？（現地・現実）
また、日本企業で進む組織開発、リーダー育成とは何が異なるのでしょうか？（相違点）
その違いから気づかされる日本企業が見落としていた視点とは？（内省）

今回のウェビナーでは、シンガポールを拠点に多くの多国籍企業の組織開発コンサルティングを手掛けるリリー・チェン夫妻をゲストにお招きし、アジアの最新動向をご紹介しながら、日本企業への示唆を一緒に探索していきたいと思います。

■　メニュー
・PACE社の紹介
・アジア地域の最新事例：組織開発、リーダー育成領域
・背景の変化、地政学的な潮流、経営課題、組織課題
・組織開発・リーダー開発の視点と手法
・ライブ対話：「日本企業とどこが異なるのか？」（オンライン・日英翻訳付き）

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■　ゲスト

リリー・チェン氏（創業者、CEO） PACE O.D. Consulting社
A life lesson that I had gained at a young age defined my calling in life. As I did not come from a well-to-do family, my five siblings and I had lived in a one-room flat. I was thankful to have somehow gained the favour of a couple living next door, who had their home furnished with a refrigerator and a black & white television (luxury items back then). Out of kindness, and because I found favour with them, they would often invite me over to have an iced drink or to watch a television program together. I would subsequently ask my other siblings to join me whenever I was invited.
These neighbours taught me a very valuable lesson: As long as someone is willing to reach out and help another person, he or she would not only have helped that one individual, but also the others who are connected with him/her. This experience has left a great impression in my mind about helping people; if I could reach out to one person, then those connected to this person would also receive help. Isn't it amazing how we can touch many lives by beginning with one?
OD helps organisations to be change-capable but this process requires the engagement of leaders who are willing to help and be helped. My core calling to OD is thus: the possibility of doing what I can to reach out to organisational leaders, and subsequently their followers. This life mission simply excites me and I find this very fulfilling indeed. To this end, I am and will stay committed to transforming companies beginning with one individual.


ピーター・チェン氏（共同創業者、エグゼクティブ・ディレクター） PACE O.D. Consulting社
In my first job back in 1983, I had a supervisor who did not believe in coaching or developing people. I was left largely to my own devices to manage a market research project aimed at unraveling the needs of our customers. Despite facing considerable challenges and relying heavily on on-the-job learning, I successfully completed the task three months later, much to the delight of the General Manager. However, my supervisor's unhelpful posture toward me persisted for another four years, until I was eventually promoted by the General Manager to assume the post of Marketing Manager. I remained in this position for three more years before seeking advancement in a healthcare organisation.
This experience highlighted the importance of coaching and developing people as critical skills that leaders must demonstrate. In stark contrast to my first supervisor, the General Manager at the healthcare organisation was a firm believer in staff development. To this day, I recall her as a great coach and mentor who left an indelible imprint on my professional life. The disparate treatment I received from my supervisors at both organisations underscored the significant impact that coaching and development can have on one's growth in the cognitive, affective, and psychomotor domains.‍
Influenced by the mentorship of the General Manager, I have made it a priority to coach my direct reports and colleagues in my subsequent career with three more organisations. Through this practice, I witnessed firsthand the transformative benefits that coaching can have in unleashing the best in others. Over the last 25 years as co-founder of PACE OD, I am honoured and privileged to have coached and mentored many organisational leaders and talents from across the regional countries. I thank God for the wonderful opportunities to help others benefit from the positive impact of coaching in my role as an executive coach and OD facilitator/consultant.

オンライン（Zoom）によるウェビナー視聴参加