Sept. 21, 2012

AmCham Executive Office
#23-03/04/05, 1 Scotts Rd, Shaw Centre


Please note: AAS members will receive AmCham Member rate for this event.
To register please go to: and enter PROMO CODE:KAREN-AAS

One of the greatest mysteries of corporate life is what really gets discussed during tight-lipped succession planning sessions. This programme looks at some of the topics and the questions that are used at succession planning discussions in successful companies.


All kinds of speculation and theoretical analysis surround the talent management process. From academics analyzing the art and science of succession planning to business media frothing over celebrity personalities in companies to the talent/leaders themselves who are not directly looped into the discussions that take place, little is known about the parameters of the process and content of the conversations. The top corporate executives, including the CEO and his or her top reports, carry a sacred responsibility to shareholders and stakeholders to preserve and protect the future of the enterprise through a rigorous and fair talent management planning exercise to staff the future. Succession management is one of the most critical and necessary business processes in corporations large and small. It is perhaps the least understood.


The critical capabilities that matter are over and above designations such as “hi-potential”, “fast-tracker”, “A Player”, and “Most Favored Candidate”, which are by and large over-rated, are essentially pragmatic and readily observable. What’s said or written in talent management documents or performance reviews matter less than what’s known or recognized about how and what individuals have done in the course of their job assignments. These experiences and characteristics should exemplify leadership qualities at the leading edge of organization requirements. None of them should be gender, age, ethnicity, culturally or physically determined. The list is always incomplete for the reasons that talent requirements are infinite and elastic, depending upon circumstances, timing and reality.


The presentation looks at:

  • 8 questions that every succession discussion should include
  • 10 of the skills & abilities that American companies may talk about in succession planning discussions


About the Speaker

Dr Karen Otazo, President, Global Leadership Network

Dr Karen Otazo, Managing Director of Global Leadership Network™, is an incisive and no-holds-barred situation analyst and advisor to C-Suite executives globally as well as a seasoned commentator, public speaker and author.


With more than twenty-five years of experience working with clients in the United States, Asia (India, China, Hong Kong, Indonesia, Singapore, Japan) and Europe, Dr Otazo is uniquely equipped to counsel senior executives in global corporations, national subsidiaries, joint ventures, and strategic alliances. Her blue-chip client list includes Booz Allen Hamilton, Chase Bank, Colgate-Palmolive, Credit Suisse First Boston, The Economist Group, General Electric, Goldman Sachs, Lehman Brothers, Marks & Spencer, Motorola, Nomura, Pepsico, Time International, and Vodafone among others.


Dr Otazo’s specialties include building strategies for the CEO and leadership transitions, successfully re-strategizing for greater success in mid-tenure; management resources review and talent pipeline development for next generation leadership; executive development for top positions; leading effective cross border teams; building trust; cross-cultural impact, especially in China, Indonesia and India.


Prior to founding the Global Leadership Network, Dr Otazo led Leadership and Organizational Development at energy companies ARCO Oil and Gas (Now BP) and Ashland Oil where she achieved transformational results, often based on her ability to turn around exceptional, difficult situations.


Dr Otazo holds a PhD in Human Resources Development from the University of Colorado and two degrees in Linguistics from The City University of New York. Her in-depth understanding of how languages affect the way we think remains a mainstay of her unique talent for developing multi-cultural strategies and effectively impacting individuals working in different cultures. Dr. Otazo uses her book on …Managing Your Career to enhance the career progression for PRC leaders. She speaks English, Spanish, French, Indonesian, and Chinese (Putonghua).


Dr Otazo is the author of two highly successful business books: The Truth About Managing Your Career and The Truth About Being a Leader (Pearson/Prentice Hall – Business Books) and which was one of Strategy & Business’ best business books) which have been published in more than 10 languages, including Chinese and Bahasa Indonesia. She has written many practical and astute senior executive guides including Staying Power, The Portable Executive (high end career management) and Executive Fit and Flex, a guide to working in different company and country cultures.


Dr Otazo serves on the executive board of Vital Voices Global Partnership where she is active in developing leadership strategies for women worldwide as well as Citizens for Affordable Energy, a global NGO supporting sustainable, cleaner, affordable energy of all kinds.


She has appeared in major publications like Fast Company’s “Wanna Be a Player Get a Coach,” Organizational Dynamic “Behind Closed Doors: What Really Happens in Executive Coaching,” Strategy & Business “Innovation Takes Perspiration” and ”On Trust and Culture."


Proudly hosted by:

Featured Speakers

Speaker Dr Karen Otazo, President, Global Leadership Network


Parissa Khayami

Date and Time

Fri, Sept. 21, 2012

noon - 1:30 p.m.
(GMT+0800) Asia/Singapore


AmCham Executive Office

#23-03/04/05, 1 Scotts Rd, Shaw Centre