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Moheet Nagrath

Moheet Nagrath is a global business leader with broad, diverse experience and deep, proven expertise in leadership development ecosystems, people capabilities and organization performance. Moheet has a successful track record as a leader, designer & practitioner of large scale, systemic change ranging from vision and strategy to execution and results.

In his 30-year career with Procter & Gamble, Moheet has held senior-level positions in several different businesses and was in senior corporate executive roles for more than 12 years. Moheet made important contributions in virtually all critical roles in a progressive, advanced and fully integrated global Human Resources organization. His experience ranges from 12 years of global responsibilities across developed markets and rapidly growing countries (e.g., BRIC) to regional responsibilities for 7 years in Asia. In addition, Moheet's international experience has been shaped by working and living in 4 countries: 12 years in the US, 4 years in Japan, 7 years in Greater China, and 7 years in India.

As the Chief Human Resources Officer for Procter and Gamble for close to 5 years, Moheet was responsible for business integrated, strategic priorities and operational practices for all leadership, people and organization aspects. The broad scope of the role covered approximately 130,000 employees in 80+ countries in all regions worldwide. He held end-to-end, executive responsibility in a complex, large scale, matrix global organization.

Moheet retired from P&G in early 2013 to set up his own global consulting business. He is bringing his distinctive competency in leading, designing and orchestrating systemic change in global, strategic capabilities to other companies and organizations. In addition to providing counsel to various clients, he is teaching, writing and providing thought leadership in his areas of expertise.

Presentation: Making Leadership Development Really Matter.

Abstract: We will examine the business case for investing in leadership development, including the relation between talent/leadership strategy and business strategy. To what extent are we helping meet the demand for effective leaders and can we improve? We will discuss this as well as our methods and focus.

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