We use cookies to improve your experience on our site and to show you personalized content. By continuing to use this site, you agree to our use of cookies.
More information on our Cookie Policy and Privacy Policy.
Established in 2015 in collaboration with MIT Sloan Management, our vision is to be a global knowledge hub, with regional insights from Asia and the emerging world.
ASB’s research centers conduct impactful research in emerging markets, business strategies, technology, and sustainability. Together, they foster innovation in the business landscape.
The ASB curriculum seamlessly integrates MIT Sloan’s rigor with the strategic insights of Asia. With MIT Sloan Immersion and Industry Treks, it immerses future leaders in a diverse range of industries.
ASB has launched Agile Continuous Education (ACE), a granular set of hybrid courses that are designed to keep professionals at the forefront of their fields.
ASB provides executive education programs covering corporate governance, general management, and finance, including the mandatory Financial Institutions Directors’ Education (FIDE) programs.
ASB excels through dynamic collaborations, addressing business challenges with innovation, built on robust partnerships.
Date
Time
Program Fee
Format
A trifecta of factors is deeply affecting where and how we work and our views on work itself: 1) the Covid trauma, 2) the acceleration of digital transformation, and 3) shifting personal priorities of employees.
While a “me-and-the office” reframing is occurring among employees of all ages, it is particularly pronounced among Gen Y and Z – the very employees on whom we will be counting to lead our companies in the future.
For companies, the above is of enormous significance. How will we be able to manage and motivate people when the very notion of the “workplace” continues to mutate? What adaptations to “performance management” will be required? Will how we pay and incentivize people also need revision? And how will the HR function and HR professionals need to adapt to remain effective in this context?
This interactive program will tackle the above and other critical issues companies are facing as they “futureproof” for managing talent. This includes looking also at topics such as employee wellbeing, psychological safety and the expectations arising out of the sustainability movement (ESG).
For example, how will a company redefine its “employer brand” as ESG factors take on more weight? And, in terms of talent, how will Asian and other companies respond to the call for more inclusive and diverse workplaces (D&I)? What about DEI? Beyond recruitment practices, what else may require new approaches?
Gabe Shawn Varges is the Senior Partner, HCM International, and Chairman of the GECN Group, Switzerland and an Adjunct Senior Lecturer at the Asia School of Business.
Mr. Varges has extensive international experience as an executive, regulator, academic, and advisor. He works with companies and authorities around the world on the interconnection of strategy, corporate governance, board effectiveness, leadership, culture, ethics, compliance, ESG, performance management, compensation, and regulation.
In addition to his private sector and academic work, Mr. Varges’ experience includes serving as Head of Governance of the Swiss combined banking, securities, and insurance regulator. There, among other things, he supervised financial institutions and represented the authority on various international bodies, including the OECD, BCBS, IAIS, and the Financial Stability Board, leading or contributing to various cross-border expert taskforces among regulators. Earlier, he served in senior executive positions with major multinationals.
Mr. Varges has served on various boards and is currently Chairman of Ethics & Compliance Switzerland. An author of multiple publications, Mr. Varges has taught at several universities. He is a Juris Doctor graduate of Harvard and holds B.A. and MALD degrees. At Harvard, he served as Teaching Fellow and Tutor, and was part of the Harvard Negotiation Project.
Program Fee