A series of city-to-city programmes that are designed to connect future leaders across the world (all the programme names translate into English as "direction").
"The course curriculum and delivery were amazing. Comparing it to many leadership programs I have been to in Harvard and Wharton, this was the best! I have concrete take outs and a clear action plan of what is next."
The programmes deepen the participants' knowledge by experiencing how another city or country works; gives them access to a peer-group and leaders they might otherwise never meet; and develops both their Cultural Intelligence and their ability to think creatively under pressure.
The programmes will:
The programmes help participants to:
An Advisory Group of established leaders from the participating cities, regions or countries identify a common and compelling challenge for each programme which is both big (enough to be worth the effort) and small (enough to be grasped). This could be in health or transport; dealing with frustrated youth or quality in education; about internal and external disconnects; about building upwards or outwards; or struggling with water or energy.
Over a four day intervention, participants are guided through the process of creativity and innovation, and immersed into the challenge. The programmes follow a four-stage process to enable them to tackle the challenge.
The four days in more detail, using the first Dishaa (held in Pune, India) as an example:
The participant group discuss what they bring to the challenge (heart surgery at $1,000 - what has to change in how society operates and innovates to make this a reality?), the insights gained from stakeholder interviews, and considered leadership 'blind spots' - what prevents us from innovating? They learn more about the challenge and the process of innovation from external contributors and each other.
Participants spend the day exploring the different aspects of the challenge - they meet leading experts and innovators in the field, and visit organisations to gain first-hand experience and begin to form their first ideas about how they could tackle the challenge.
Through external contributors and group exercises the participants practice innovation and are introduced to the principles that guide the creation of new ideas and the prototypes that flow from them.
Participants work in teams to refine and develop their ideas. Through consultations with their fellow participants and research they develop their solutions to present to the Advisory Group and invite guests knowledgeable in the field of healthcare.
During the week, participants work in small diverse teams as well as participating in the larger group sessions. It is in these smaller, more intimate sessions that they learn the importance of diversity in creating new ideas. They build bridges between nations and sectors, find areas of common interest to work on together and forge relationships that will continue to develop well beyond the end of the programme.
After the programme participants work up, publish and then present their ideas to policy makers and leaders in the different cities. They then work on their own ideas, individually and collectively, to build connections across the world.
As different programmes are run, alumni benefit from connections with an ever-growing international community.
Alumni continue to work on the solutions to the challenges they have come up with on their programme, refine their ideas, publish reports and and present their solutions to relevant policy makers.
In addition to this, they become part of the growing global Common Purpose alumni network of 48,000 - a group of people with an exceptional range of skills, interests and leadership experiences.
Read more information about the Common Purpose alumni community.