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Professor Peter Sheldrake

Professor Peter Sheldrake is one the region’s leading business analysts and scenario thinkers. He is an experienced consultant and educator, who has worked with leading companies across Asia, in a variety of industries. His portfolio of clients include the YTL Group, Peoples Insurance, Multimedia Super Corridor, Telekom Malaysia and PROTON in Malaysia; the Stock Exchange and Unilever of Thailand; the ANZ Bank, Ford Motor Company, and Australia Post and Victoria Government in Australia; and the Jardine Matheson Holdings Group in Hong Kong.


Professor Sheldrake has leadership experience in private sector and government and this combined with his academic background, offers insightful takeaways to leaders in both businesses and the public sector. He is a regular speaker and advisor on strategic leadership, scenario planning, business innovation and related issues. He has written over 100 articles,

co-authored four books: Adaptive Leadership, Looking at Innovation; Design for Adversity; and Accountability in Higher Education and recently published three of his own, Ronin & Revolutionaries, The Ronin Age and Corporate Innovation. He has long-term involvement with the arts as a board member and is a source of advice on management, innovation and leadership issues.

Peter holds the Chair of Business Entrepreneurship at RMIT University in Melbourne, Australia joining the university after 12 years as a CEO. Prior to joining RMIT University, Professor Sheldrake was the Chief Executive of The Cranlana Programme under the Myer Foundation in Australia. Professor Sheldrake was also the National CEO of the Australian Institute of Management (AIM) for two years, and Executive Director of the Institute’s Victorian Division for nine years.


He commenced his working life as an academic for ten years, as a Teaching Fellow at the University of Cambridge in UK, then Lecturer at the University of Edinburgh in Scotland, and finally an Associate Professor at Flinders University of South Australia. He then joined the Shell Company of Australia as Senior Development Adviser, before joining the Commonwealth Government’s Australian Institute of Multicultural Affairs. He worked there for six years, eventually as Director, and then ran his own consultancy company before joining the Australian Institute of Management in 1988.


BOOKS


Inclusive Leadership The Ronin Age Ronin and Revolutionaries




 

 

 

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