The Gemological Institute of America (GIA), well-known for its wide range of education programs, launched yet another training course last year in team with the Harvard Business School (HBS), this time bringing together senior gem and jewelry executives from around the world and offering them an opportunity to discuss challenges facing the industry within the frames of the Global Leadership Program. After a successful start-up, the second edition of this Program was run on June 15-18, 2015 and turned to be in the opinion of one of its participants “a splendid platform for peers from all walks of the industry to discuss and exchange ideas”. Rough&Polished asked Kathryn Kimmel, GIA’s Senior Vice President and Chief Marketing Officer to tell more about this educational initiative and here is what she said.
What is the underlying idea regarding the GIA Global Leadership Program? Does it offer something beyond regular knowledge of some subject?
The aim of GIA’s Global Leadership Program at Harvard Business School (HBS) is to address the unique challenges facing the gem and jewelry industry by examining how other industries have addressed their challenges. The custom curriculum, using the renowned HBS case study method, examines a variety of topics that can be applied to the global gem and jewelry industry.
It appears that you handpick candidates for training within this Program. Could you describe the ‘entry standard' you use, if there is any?
Participants are invited with the aim of having a diverse group that represents the geographic and functional breadth of the industry. Senior executives from each part of the value chain and from many countries throughout the world are invited, affording them the opportunity to exchange ideas, information and concerns affecting the industry.
How many people applied for your Program in 2014 and in 2015 and how many of them were admitted?
Participation is by invitation.
Judging by the list of participants, some of them attended the Program both in 2014 and in 2015. Does it mean that people want a broader point-by-point training course and not just some topic-focused sessions?
Several participants from the inaugural program in 2014 did participate in 2015 as the subjects and issues addressed in the program change each year.
Though some general management principles may be similar, the geographical environment and core business may produce very different influence on managerial decisions. So, why do you put an emphasis on attracting participants from different geographical areas of the world and different sections of the global pipeline?
GIA, in conjunction with HBS, initiated the four-day program in 2014 to bring together global leaders representing different sectors of the gem and jewelry to examine issues faced by international businesses and to apply the experiences of other sectors and industries to their own. The program also provides an unparalleled networking opportunity for senior executives, building bridges between different sectors of the global gem and jewelry supply chain.
Could you explain the advantages of the HBS case study method?
The HBS case study, coupled with the experience of the HBS professors, delivers a program of exceptional quality, encouraging interactions and debate amongst the participants on pressing issues such as strategy development, leadership and customer centricity.
The 2015 Program topic was ‘Strategic Marketing and Building a Brand’, which fits more for the mid- and end-segments of the gem and jewelry industry, but seems to be less concordant, for instance, with diamond mining companies, which mainly operate on a sellers' market where branding is of secondary importance. Do you plan to give more focus on diamond mining problems within some of your future training sessions?
The 2015 session also covered other topics such as strategy and communications, which can be applied to any sector of the value chain to give participants a better understanding of the mine to market process. The 2016 session topic is “Disruptive Innovation,” which can be applied to any sector or location.
Now that the Program has some proven record, what are its strengths and weaknesses in your view? Do you think it needs improvement or expansion?
The reaction of the two groups of participants has been very favorable. We hope to maintain broad participation, bringing other participants such as the auction and watch sectors, and members of the next generation of industry leadership.
Will this Program be organized every year or do you plan to run it from time to time? Do you have any plans for 2016 in this respect?
We plan to offer the program in June 2016. We will continue to offer the program as long as it remains relevant and a conduit for important learnings and discussion that strengthen our global industry.
Vladimir Malakhov, Rough&Polished
