Hosted workshops are designed to enable in-depth knowledge exchange and dialogue between attendees about innovation challenges of their interest and how to implement specific innovation practices in their firms.

 

Each workshop is attended by 160-200 innovation executives and includes:


Presentations by executive speakers and industry experts


Immersive roundtable discussions on selected topics


Informal networking breaks to build connections




workshops 2019

  • Workshops in Europe
  • Workshops in China
  • Workshops in USA

Digital Transformation & Agile Organization Doing Digital Innovation and Becoming Agile for the Age of Digitalization and VUCA

Presentations by:
Bosch, Ericsson, Zalando, Porsche, Solvay School of Economics

Agenda Outline

BoschPassion for Innovation: the Future of Industrial Research

Speaker details

Roundtable Discussion I: Issues of special interest in digital innovation or agile organization

Solvay Brussels School of Economics & ManagementDigital Transformation: Beyond the First Steps

Speaker details

EricssonAchieving Large-Scale Agile Transformation in Complex Business Organizations

Speaker details

Roundtable Discussion II: Topics of choice

ZalandoScaling Agile Successfully: Pitfalls, Lessons Learned and The Role of the Project Management Office

Speaker details

Panel & Plenary Sharing

Drinks on the premises


Abstract

Digital Business Models: Using Digital Innovation to Move Beyond Marginal Improvements in the Core Business • Leveraging the Disruptive Force of Digital Technology to Achieve Offensive Strategic Renewal • Shifting Corporate Research Together with Digital Transformation • Rethinking Corporate Research in the Digital Age 

Agile Business Transformation: Being Fast and Adaptive in a VUCA World • Achieving Large-Scale Agile Transformation in Complex Business Organizations • Avoiding Pitfalls and Effectively Utilizing the Project Management Office • Reorienting an Organization Around Agile by Scaling Practices Beyond R&D • Applying Systems Thinking, and Scaling It to Functions Outside of Product Development • Overcoming Challenges in Scaling Agile and Getting Teams to Collaborate • Utilizing the Project Management Office to Ensure Projects Deliver as Intended • Spreading Agile Culture through Storytelling and Visualization to Show Its Impact • Keeping Agile Transformation on Track via Training and Use of Agility Coaches • Empowering Employees with Autonomy and the Ability to Pivot • Making Room for Organization-Wide Experimentation • Empowering Employees and Shifting Culture and Mindset toward Adaptability 

Creating & Scaling New Businesses Incubating Internal & External Startups
– and Transitioning Them to Business Units

Presentations by:
Bosch, Mercedes-Benz.io, Siemens Next47, P&G InQbet, DSM

Agenda Outline

BoschScaling Internal Start-ups in a Corporate Environment

Speaker details

Roundtable Discussion I: Insights and challenges in incubating and scaling internal startups or external startups

Mercedes-Benz.ioA Digital Startup Within a Large Firm: The Journey of Integrating & Scaling an Organization on the Basis of Holacracy

Speaker details

Siemens Next47Shaping Siemens’ Future Industries through Venture Insights

Speaker details

Roundtable Discussion II: Topics of choice

DSMScaling New Businesses: Timing, Partnering, Resourcing, Spinning in or Out, and Cases

Speaker details

P&GPartnerships for Success with Large Companies and Startups: A Model for an External Catalyst

Speaker details

Drinks on the premises


Abstract

Incubating and Scaling Internal Startups: Incubating New Business Ideas Inside Large Corporations to a Profitable Size • Getting the Timing Right in Scaling New Business Projects, Investing More Resources, and Partnering • Deciding between Keeping a Project Separate, Integrating It In, or Spinning It Out • Working with Partners at Different Stages of Developing New Businesses • Getting the Right People on Board and Acquiring Sufficient Resources • Creating New Business Concepts on a Global Scale • Tackling Uncertainties and Getting Proof of Concept at an Early Phase 

Incubating and Integrating External Startups: Attracting and Leveraging Startups for Growth and Renewal • Enabling Collaboration Between Startups and Large Companies • Forging Collaboration between Startups, Business Units and Customers • Partnering with Incubators and Accelerators to Create New Businesses • Externalizing the Incubation and Scaling of New Businesses • Setting up an Accelerator and Creating an Ecosystem • Following the Venture Market to Be Ahead of the Curve and Lower Risk of Disruption • Investing in Startups with a Fund That Is Focused on Strategic Projects • The Holacracy Organizational Model That Distributes and Splits Management into Three Roles • Integrating and Scaling a Digital Startup • Injecting Entrepreneurial Thinking in a Large Organization • Nurturing Talent to Create Next Generation Businesses 

Digital Services and Business Model Innovation Innovating Business Models and Moving Beyond Products to (Digital) Services

Presentations by:
Airbus, BASF, Bosch, ESADE, Grundfos

Agenda Outline

AirbusSucceeding with Digital Services and Business Models: Incubators, Outposts, and Internal Fablabs

Speaker details

Roundtable Discussion I: Issues of special interest in servitization or business model innovation

BASF Performance MaterialsMoving Beyond Materials into Smart Services: The Case of a Platform Business Model and its Enabling Ecosystem

Speaker details

BoschCreating and Validating New Business Models: Experiences and Examples from Bosch’s Accelerator Program

Speaker details

Roundtable Discussion II: Choose between: 1) an exercise in mapping a user journey for a digital service (facilitated by AirBusiness Academy) and 2) a variety of discussion topics

GrundfosFrom Pumps to Water-as-a-Service: Leveraging Digitalization, Rethinking the Ecosystem, and Organizing for Digital Transformation

Speaker details

ESADEThe Final Frontier: Combining Products, Services & Digital to Achieve Customer Outcomes

Speaker details

Panel & Plenary Sharing

Drinks on the premises / Tours


Abstract

Digital Services & Servitization: Moving Beyond Traditional Businesses to Delivering (Digital) Services • Creating Digital Services with a Platform Business that Relies on an Unfamiliar Ecosystem • Changing Customer Relationships and Rethinking Value Chains to Deliver Services

Business Model Innovation: Building Ambidextrous Capabilities and Innovating Beyond the Core • Finding and Validating New Business Models Outside the Core Business • Maintaining Focus and Being Open to Changing Assumptions

Organizing for Services and New Business Models: Driving Culture Transformation and Becoming More Innovative and Agile • Aiming for Speed, Business Alignment and Internal Buy-In to Avoid Being Replaced by Next Generation Companies • Accelerating the Innovation with Agile Thinking Across Teams • Developing a Governance Framework for Diverse Innovation Vehicles and Initiatives

Design Thinking, Lean Startup & Agile Bridging Three Approaches for Rethinking the Innovation Process and Culture

Presentations by:
Airbus, ING, Volkswagen, GE Digital, GE Healthcare

Agenda Outline

AirbusWelcome

Speaker details

Airbus Design Thinking, Lean UX & Agile: Connecting the Dots Between the Methods, and Placing Users at the Heart of Transformation

Speaker details

Roundtable Discussion I: Choose between: 1) “How Might We?” design thinking exercise; 2) agility experience in a diverse team; and 3) insights and challenges of the themes of the day

INGUsing the PACE Program to Prepare for a Future of Change: Design Thinking, Lean Startup, and Agile

Speaker details

Volkswagen Ideation:HubLeveraging Design Thinking, Lean Startup, and Agile to Boost Innovation Success in a Large Company

Speaker details

Roundtable Discussion II: Choose between 1) an exercise that ties design thinking, lean startup and agile together and 2) discussion of topics of choice

GE DigitalLeveraging Design Thinking, Lean Startup and Agile in Complex Firms: A Case Story and GE’s Journey

Speaker details

GE HealthcareEngaging All Employees in Innovation in a Large Company

Speaker details

Plenary Sharing

Drinks on the premises / Tours


Abstract

Design Thinking: Making Design Thinking Available to Teams within a Large Firm • Getting Clarity on Customer Problems by Co-Creating with Them

Lean Startup: Performing Experimentation Loops and Preparing MVPs • Applying Build-Measure-Learn Loops in Asset-Heavy Industries • Trying Out Ideas, Building Prototypes and Testing with Customers

Agile: Taking an Agile Approach to Working with New Concepts • Revamping the Way of Working in an Organization and Dealing with the Ramifications

Linking the Three Approaches: Connecting the Dots Between the 3 Methods • Challenges & Limitations of Each Approach • Leveraging the Three Methods to Boost Innovation in Complex Firms

Ambidextrous Organization and Culture Building the Organization and Nurturing
the Culture for New Businesses
– Alongside the Core

Presentations by:
Gore, Bose, Nestlé, Babson College, Univ. Delaware

Agenda Outline

W.L. Gore & AssociatesGore’s Culture of Innovation: What Has Worked, What Has Not, and How We Balance Creating vs. Managing

Speaker details

Roundtable Discussion I: Choice between: 1) Roles for breakthrough innovation 2) Exploring the Tensions of Ambidexterity in Your Organization; 3) Selected topics

Bose CorporationAmbidexterity: Adapting the Organization and Leadership Style to H1, H2 and H3 Opportunities

Speaker details

Babson CollegeBuilding the Ambidextrous Organization: Do’s and Don’ts

Speaker details

Nestlé USANew Business Ventures: A Separate Unit for Driving Growth Outside the Core, Taking a Lean and Agile Approach

Speaker details

Roundtable Discussion II: Choice between: 1) Roles for breakthrough innovation 2) Exploring the Tensions of Ambidexterity in Your Organization; 3) Selected topics

University of DelawareManaging the Tensions of Ambidexterity: A Both/And Approach

Speaker details

Drinks on the premises

Tours


Abstract

Balancing Creating vs. Managing • Adapting the Organization and Leadership Style to the Three Horizons of Innovation • Setting Up an Intrapreneurial Unit to Drive Growth Outside the Core • Aligning Success Metrics for Big Bets • Creating Startup-Like Incubation Teams • Developing a Capability for Breakthrough Innovation • Reducing Idea-To-Launch Time with Real-Time Experimentation, Product Iterations and Learning from the Market • Maintaining a Healthy Innovation Portfolio of Short and Long Term Bets • Hiring Manager Profiles Willing to Challenge All Aspects of the Business • Creating a Unique Culture of Innovation and Putting Entrepreneurship at the Center

Internal and External Startups & Scaleups Building Internal Gamechanging Innovations and Collaborating with External Startups – and Getting Scaling Right

Presentations by:
Gore, 3M, Columbia Business School, DSM, BASF

Agenda Outline

GoreSecrets of Successful Corporate-Startup Partnerships: Forming and Scaling Partnerships, Identifying Synergies

Speaker details

Roundtable Discussion I: Choice between: 1) Radical innovation transition readiness, with Prof. Gina O’Connor; and 2) Insights and challenges in scaling new business initiatives and collaborating with external startups

3MNew Business Ventures: A Separate Unit for Driving Growth Outside the Core, Taking a Lean and Agile Approach

Speaker details

Columbia Business SchoolBuilding a Proficiency for Gamechanging Innovation and Growth

Speaker details

Roundtable Discussion II: Choice between: 1) Radical innovation transition readiness, with Prof. Gina O’Connor; and 2) Gamechanging innovation, exercise by Prof. Rita McGrath; and 3) selection of topics

DSMLessons Learned in Corporate Venturing – and in Scaling Startups

Speaker details

BASF Venture CapitalFinding the Right Approach to Corporate Venturing and Making a Success of Working with Startups

Speaker details

Panel & Plenary Feedback on Exercises

Drinks on the premises

Tours


Abstract

Scaling and Transitioning New Business Creation Initiatives: Encouraging New Ideas and Startups from Within • Nurturing an Innovation Culture with the Freedom for Intrapreneurs to Create Internal Startups • Getting Divisions and Business Units to Invest in Ideas and Startups • Assessing the Readiness of Startups to Transition to Operating Units • Gamechanging Innovation Practices

Startup Collaboration and Corporate Venturing: Enabling Startup Partnerships by Becoming More Agile and Adapting Processes to Be at the Speed of Startups • Forming & Scaling Partnerships and Identifying & Validating Synergies Early • Addressing the Challenges in Startup Collaboration by Building Bridges Between Cultures with Longer-Term Horizons • Getting the Right Investor Syndicate to Fund the Startups to Meaningful Inflection Points • Working Successfully with Startups by Managing Expectations and Ensuring Startup Secrets Are Safe • Putting Financial and Strategic Objectives on Equal Footing for Corporate Venturing • Making a Success of Corporate Venturing by Focusing on the Exit from Day One and Managing Conflicts

AI, Quantum Computing & Digital Experiments Using AI, QC, RFID, AR, IoT, XAAS to Create Value – and Doing Digital Experiments to Refine Value Propositions

Presentations by:
Philips, Airbus, WATTx, Volkswagen, Solvay School of Economics

Agenda Outline

PhilipsDelivering Solutions and Seamless Consumer Experiences: The Role of Emerging Technologies and the Lean Startup Approach

Speaker details

Roundtable Discussion I: Issues of special interest in AI, Quantum Computing and digital experiments

AirbusAerospace Open Innovation on Quantum Computing

Speaker details

Solvay Brussels School of Economics & ManagementCompeting on Artificial Intelligence: the Transformative Capabilities of AI, AI-enabled Business Models, and Organizational Obstacles for a Successful AI Turnaround

Speaker details

Roundtable Discussion II: Choice between: 1) Interactive exercise on AI capabilities, drivers and readiness; and 2) Selection of topics

VolkswagenArtificial Intelligence and Machine Learning: From Research to Application

Speaker details

WATTxPrototyping Emerging Technologies and Building Deep Technology Companies

Speaker details

Panel & Plenary Sharing

Drinks on the premises


Abstract

Artifical Intelligence: Enabling Entirely New Business Models with AI • Deploying AI to Optimize or Automate Existing Business • Finding Key Enablers and Overcoming Obstacles in AI • Deploying AI to Create Business Value • What You Can and Cannot Do with AI • What We Should Be Careful About with AI

Quantum Computing: Understanding Quantum Computing • Identifying How QC Can Create Business Value

Other Emerging Technologies: Working with RFID, IoT, and Sensorics • Using AI, AR, XAAS, Adaptive Systems and IoT/Connected Devices • Moving from the 3rd to the 4th Industrial Revolution

Digital Experiments: Taking a Lean Startup Approach • Doing Digital Experiments to Develop New ‘Deep Tech’ Companies • Finding Individuals with Entrepreneurial Inclination to Prototype and Test Ideas • Using Hackathons to Stay on Top of Technology Development

Portfolio Management & Prototyping in the Front End Portfolio Decisions and Transparency – and Using Prototyping, Design Thinking, and Agile for Innovation and Portfolio Decision Validation

Presentations by:
Philips, ABB, LEGO, Solvay, Volvo Group

Agenda Outline

PhilipsCreating Transparency in Portfolio Decisions – and Leveraging Design Thinking, Prototyping, and Agile for Building the Project Portfolio

Speaker details

Roundtable Discussion I: Insights and challenges in prototyping and portfolio management in the front end

ABBThe Digital Delta - Unlocking Value for Customers through Co-Creation and Driving Design Thinking, Agile, and Lean Startup at Scale

Speaker details

SolvayPortfolio Decisions: Involving Scientists from R&D and Influencers in the Value Chain – and Working on Platforms

Speaker details

Roundtable Discussion II: Choose between 1) discussion of a topic of choice; 2) exercise to try out a solution-centric vs. problem-based approach to innovation

LEGOLeveraging Design Sprints and Agile Principles for Structured Innovation

Speaker details

Volvo GroupOptimizing Innovation Portfolio – Driving the Right Decisions Using Design Thinking & Lean Startup to Valuate and Validate Ideas

Speaker details

Panel & Plenary Sharing

Drinks on the premises


Abstract

Innovation Portfolio Management: Creating Transparency in Portfolio Decisions • Focusing on a Limited Number of Growth Initiatives • Working on Platforms Rather Than Big Bets • Aligning Innovators toward a Shared Vision and Goal • Identifying Pockets of Value • Scaling the Portfolio According to Identified Value Drivers • Being Comfortable Not Knowing All the Details • Identifying Interdependencies and Managing Risks • Defining Innovation Success by Staying in the “Problem World”

Prototyping & Experimentation: Implementing Rapid Iteration and Experimentation • Creating an Environment for Structured Innovation to Flourish • Utilizing Data to Run Experiments and Gauge the Propensity to Scale

Design Thinking, Agile Principles and Lean Startup Methodologies: Establishing an Agile Mindset for Innovation Portfolios with High Levels of Uncertainty • Combining Design Thinking, Agile and Lean Startup to Optimize for Successful Outcomes

Disruptive Innovation & Technology Trends New Business Creation – and Driving Innovation with AI, IoT, and Robotics

Presentations by:
Microsoft, Huawei, Nestlé, ABB, Philips, Xi'an Jiaotong-Liverpool Univ.

Agenda Outline

MicrosoftCo-Creating New Technology Solutions with External Partners and Leveraging a Powerful AI Research Group

Speaker details

HuaweiLeveraging Emerging Technologies for Disruptive Innovation

Speaker details

Roundtable Discussion I: Insights and challenges in disruptive innovation or technology trends

ABBAssessing and Applying AI, IoT, and Robotics Across the Industries

Speaker details

Xi’an Jiaotong-Liverpool University (XJTLU) Using Disruptive Technologies for Innovation by Adapting to the Maturity of the Market

Speaker details

Roundtable Discussion II: Discussion and analysis of disruptive technologies and innovation

NestléChanging the Way of Doing Innovation Based on Big Data Technology

Speaker details

PhilipsIdentifying the Right Pain Points and Getting Data Access when Developing AI Solutions

Speaker details

Panel & Plenary Sharing

Drinks on the premises / Tours


Abstract

Disruptive Innovation: Transforming Towards Becoming a Digital Solution Provider • Establishing Horizontally Distributed Digital Teams to Support Business Units • Incentivizing Business Units to Develop and Adopt Innovative Solutions • Collaborating with the External Network to Fill Domain Knowledge Gaps when Leveraging and Applying New Technologies • Using Internal Hackathons for Selecting Disruptive Technology Ideas • Identifying the Pain Points of Various Stakeholders before Applying Technology • Leverage Big Data Technology to Become a Data Empowered Consumer Centric Firm

Tech Trends: Finding the Underlying Drivers of Trends within AI, IoT, and Robotics • Looking into Trends in Computer Vision, Mixed Reality, Natural Language Processing and AI • Getting Access to Data and Developing Innovative AI Solutions in a Strict Regulatory Environment • Uncovering the Disruptive Potential of Combining New Technologies with the New 5G Network • Latest Big Data Technology Developments in the FMCG Industry

Leveraging Startups to Drive Innovation Learning to Make a Success of Collaborating with Startups

Presentations by:
Microsoft, Johnson & Johnson, Airbus, Xi'an Jiaotong-Liverpool Univ., Innoway, Siemens Next47, Daimler, D-Uni

Agenda Outline

Microsoft AcceleratorSelecting and Working with Startups – Using a 12-Week Startup Acceleration Camp and a ScaleUp Program

Speaker details

Johnson & JohnsonTaking Startups on a Shared Collaboration Journey from Incubation to Acquisition

Speaker details

Roundtable Discussion I: Issues of special interest in corporate-startup collaboration

AirbusLeveraging Startups to Find and Transfer New Technologies to the Core Organization

Speaker details

Xi’an Jiaotong-Liverpool University (XJTLU)The Distinctiveness of East Asian Startup Ecosystems and the Determinants of Successful Corporate Interactions

Speaker details

Roundtable Discussion II: Discussion and analysis of corporate- startup collaboration

InnowayChina’s Startup Ecosystem and Creating an Effective Link Between Small and Big

Speaker details

Next47Making Siemens Small for Giving Startups the Chance to Connect

Speaker details

Daimler China Shared IncubatorTapping into the Future from Zero to One: Startup Autobahn’s Journey of No Limits

Speaker details

Panel on corporate-startup collaboration

Plenary Sharing

Drinks on the premises / Tour


Abstract

Startup Ecosystem: Leveraging the Ecosystem to Find and Transfer New Technologies to the Core Organization • Scouting and Selecting the Right Startup Teams and Evaluating Their Technologies to Ensure Real Added Value • Getting an Overview about the Ecosystem in China and its Differences to Other Regions in the World

Corporate-Startup Collaboration: Collaborating with Innovative Startups to be Cost-Effective and Becoming Nimbler • Going beyond Innovation as a Shiny Branding Tool • Tackling the Not-Invented-Here Syndrome • Setting up the Right Corporate Startup Collaboration Team • Creating a Platform with Suitable Conditions for Startups to Connect • The Importance of Being an Independent Entity from the Core with an Own Identity

Culture of Innovation & Customer Centricity Redefining Organization, Culture, and Leadership for Disruptive & Customer Centric Innovation – with Room for Experimentation

Presentations by:
Baker Hughes, Lloyds, 3M, Allianz, Volkswagen, Airbus

Agenda Outline

Baker HughesCreating a Culture That Fosters Entrepreneurship: Ensuring Tolerance for Risk and Balancing the Short vs. Long Term

Speaker details

Lloyds Banking GroupDoing Things Differently: Helping People through Change, Creating a Safe Environment, and Fostering a Culture of Experimentation & Customer Orientatio

Speaker details

Roundtable Discussion I: Issues of special interest in innovation culture and customer centricity

3MInnovating Boldly: Placing Customers at the Core of Our Culture and Innovation Model

Speaker details

Visual Thinking: An Interactive Illustration Session

AllianzBuilding a Customer Centric and Agile Culture for Digitalization: The Journey and Approach – and the Role of Allianz Germany's Digital Factory and Kaiser X Labs

Speaker details

Roundtable Discussion II: Selection of topics

VolkswagenInvolving Users, Doing Experiments, and Setting up a Different Kind of Organization & Culture with Circles and a Flat Hierarchy

Speaker details

AirbusCultural Innovation: Intrapreneuring from Within - Innovating at the Edge...and the Role of Leadership in All This

Speaker details

Recap and Visual Summary of Insights from the Day

Drinks on the premises


Abstract

Culture of Innovation: Breathing New Oxygen into Innovation Processes with the Right Leadership • Creating a Psychologically Safe Environment for Listening and Learning • Emphasizing Inclusion, Diversity and Integrity • Taking a Prototyping Approach to Transform Corporate Culture and Drive Change • Tolerating Risk-Taking and Encouraging, Not Punishing, Creative Expression • Orchestrating Change with Both Top-Down and Bottom-Up Elements • Thriving by Fostering Innovation • Implementing a Flat Hierarchy • Using a Circle Structure Where Anyone Can Be the Head • Changing the Innovation Culture to Be Agile at Scale • Building an Always Learning Culture

Customer Centricity: Using Customer Centricity as the Guiding Principle to Lead Change and Facilitate Collaborative Innovation • Cultivating a Culture of Insight-Driven Co-Creation and Design Thinking • Bringing Digital Initiatives and Customer-Centric Approaches Together • Developing In-House Customer Centricity Competencies • Working with Users and Doing Prototyping and Experimentation

AI, Blockchain, QC and Technology Foresighting Leveraging AI, Quantum Computing, and Other Emerging Technologies – and Using Foresighting to Inspire Innovation

Presentations by:
IBM, BMW, Nestlé, Airbus, Aarhus University

Agenda Outline

IBMTrends in Technology: AI, Deeper Insights, Engagement Reimagined, Personalization at Scale, and Instrumented Planet

Speaker details

Roundtable Discussion I: Issues of special interest in AI, blockchain, quantum computing and technology foresighting

AirbusLeveraging AI for Business Value – and the Need for New Ways of Working in Digital Transformation

Speaker details

Aarhus UniversityTechnology Foresight, Moving from Insight to Action

Speaker details

Roundtable Discussion II: Choice between: 1) discussion based on the foresighting framework of Prof. Rohrbeck; 2) AI questions; 3) blockchain questions; 4) quantum computing questions

NestléLessons Learned in Blockchain: Building Consumer Trust and Improving Efficiency

Speaker details

BMWApplying Quantum Computing: From Technology-Radar to First Results

Speaker details

Panel & Plenary Sharing

Drinks on the premises

Tour


Abstract

AI: Identifying AI Use Cases • Using AI and Machine Learning to Drive Business Value • Personalizing Content and Experiences at Scale for Individualized Offerings • Rethinking User Interfaces to Enable New Models of Collaboration, Interaction, and Transaction

Blockchain: Exploring and Mapping Blockchain’s Potential • Using Blockchain to Increase Transparency in Sourcing and Hence Boosting Consumer Trust • Improving Supply Chains with Blockchain

Quantum Computing (QC): Getting Deeper Insights from Data with Neuromorphic and QC Solutions • Enabling New Data Processing Methods and Exploring Other Applications of QC • Optimizing Internal Processes and Delivering New Services to Consumers with QC

Foresighting & Tech Assessment: Building Adaptive Foresight Sensors for Emerging Technologies • Moving Beyond Discovering Emerging Technologies to Understanding When and How to Invest • Assessing the Impact of New Technologies and Doing Proof-Of- Concepts • Moving from Insight to Action • Cross-Fertilizing Insights Between Market and Technology Units to Create Breakthrough Innovations • Leveraging Internal and External Crowds to Translate Foresight into Action

Co-Creation with Big & Small Players Collaborating with Startups, Customers, Suppliers, Manufacturers, and Universities

Presentations by:
IBM, Merck, Unilever, Ferrero, Siemens, TUM, MIND

Agenda Outline

IBMWorking with Startups, Academics and Others for Innovation: Examples from Different Industries

Speaker details

Milano Innovation District (MIND)The Role of Physical Space for Innovation: Leveraging a Campus Site with Multiple Companies and Adapting Office Space to Boost Innovation

Speaker details

Roundtable Discussion I: Insights and challenges in co-creation with startups and co-creation with value chain partners or universities

TUM School of Management How Open Is Open Enough? How to Use Open Innovation Strategically to Improve Competitive Advantage

Speaker details

MerckSetting up an Accelerator to Leverage Startups: The Role of Linking External Startups to Internal Innovation Initiatives

Speaker details

UnileverLeveraging Commercial Alliances: Addressing Internal Silos, Working with Different Kinds of Partners, and Ensuring Speed in Legal Agreements

Speaker details

Roundtable Discussion II: Selection of topics

FerreroWorking with Partners and Tapping Into Ecosystems for Innovation

Speaker details

SiemensCustomer Value Co-Creation: Changing the Customer Conversation - From Order Taker to Trusted Advisor

Speaker details

Drinks on the premises

Tour


Abstract

Open Innovation: Rethinking the Role of External Partners in Innovation • Building Bridges Between Siloed Businesses to Encourage Collaborative Innovation • Ensuring Openness to Outside Ideas • Using Open Innovation Techniques in New Ways • Integrating Open Innovation into Standard R&D Activities • Working with Different Kinds of Partners

Startup Collaboration: Teaming up with Startups for Fresh Ideas • Setting up an Accelerator to Leverage Startups • Linking External Startups to Internal Innovation Initiatives • Helping Startups Validate Their Tech and Build a Reputation

Partnering with Customers, Suppliers, Manufacturers, and Academics: Engaging Customers in Co-Creation Workshops • Getting Sales to Identify Customer Pain Points and Initiate Co-Creation Projects with R&D • Enabling the Sales Force to Innovate with Customers • Partnering with Multinational Suppliers Who Contribute R&D Capabilities • Working with External Manufacturers and Moving Them into Product Development • Strategically Letting Partners Take over Key Parts of Product Development • Working with Academics to Solve Problems with Whatever Is Available

Digital and Organizational Transformation Building Digital Services and Aligning the Organization & Culture

Presentations by:
Allianz, thyssenkrupp, Schaeffler, Air Liquide, BSH, Goldsmiths University

Agenda Outline

Allianz Global Corporate & SpecialityA Digital Transformation Journey

Speaker details

Roundtable Discussion I: Insights and challenges in digital and organizational transformation

thyssenkruppBeyond the Bling Bling Buzzwords – How Digital Transformation & Innovation Can Truly Create Sustainable Success

Speaker details

Goldsmiths, University of London5 Things You Need to Do Now to Augment Your Human Workforce with Automation

Speaker details

SchaefflerDigital Transformation: How to Create Real Value in Times of Change

Speaker details

Roundtable Discussion II: Choice between: 1) Augmented Job Redefinition Exercise, based on the framework of Prof. Chris Brauer; 2) selection of topics

Air LiquideA Digital Transformation Journey: From Prototyping to Scaling Digital Products and Building Skills, Organization, and Culture

Speaker details

BSH GroupCreating an Incubator for Digital Business Models: Embracing both Internal Company Building and External Startup Collaboration/Acquisition

Speaker details

Panel & Plenary Sharing

Drinks on the premises


Abstract

Building Digital Services: Producing Connected Hardware as a Platform to Connect Digital Services onto • Going Beyond Efficiency to Engage in Digital Growth Opportunities – Both Incremental and Disruptive • Going from Prototyping to Scaling of Digital Initiatives • Working Together with Digital Startups • Leveraging Hubs to Focus Digital Initiatives • Doing Digital Innovation Initiatives in a Conglomerate • Envisioning the Future of Business by Leveraging Data and the Latest Technology

Aligning the Organization and Culture: Ensuring the Right Governance and Organization for Digital Value Creation and for Scaling • Establishing a Digital Culture in an Old Firm • Ensuring the Right Talent for Digital Innovation • Seeking to Adapt the Organization and Culture to the Digital Context • Putting Humans First and Technology Second • Honing Skills and Adapting the Culture for Digital Transformation • Establishing a Robust Team of People Driven by Their Passion for Digital Transformation • Deciding on What Should and Should Not Be Handled Centrally • Aligning the Organizational Culture for Digital Transformation • Deciding on What to Do Internally and What to Do Externally, and How to Combine These • Augmenting a Workforce by Combining Human Capital and AI/RPA Automation Technologies • Creating an Incubator for Digital Business Models • Embracing Both Internal Company Building and External Startup Collaboration/Acquisition

Internal & External Startups for New Business Creation Supporting Intrapreneurs and Leveraging External Startups to Build New Business Models

Presentations by:
Audi, Lego, Deutsche Telekom, BASF, Mondelez, BSH + startups

Agenda Outline

Deutsche Telekom - hub:raumCollaborating with Startups to Build Business Opportunities: The Role and Tool Set of hub:raum

Speaker details

Fireside chat with hub:raum, Twyla and Contiamo

Roundtable Discussion I: multiple discussions and exercises

AudiInternal Teams in Berlin: Developing MVPs and Tested Business Models from Idea to Solution within 5 months – Together with Startups

Speaker details

LEGOSucceeding with New Business Creation and Intrapreneurship – and Leveraging the External Startup Community with Corporate Venturing

Speaker details

RelayrThe Journey from Idea to Acquisition and Lessons Learned for Corporates: Spot the Potential and Move Fast, Seek Digital Partners, and Avoid Pilotitis

Speaker details

BASF - ChemovatorSetting up and Evolving a Corporate Incubator to Support Intrapreneurs with New Business Ideas

Speaker details

Roundtable Discussion II: multiple discussions and exercises

MondelezBuilding an Incubator for New Business Creation within a Large Firm

Speaker details

BSH GroupSetting up Two Accelerators to Leverage Startups: One for Building New Businesses and the Other for Sourcing Ready-Made Products & Services

Speaker details

Plenary Sharing

Drinks on the premises


Abstract

Internal Startups: Setting up a Corporate Incubator to Ensure a Protected Space for New Businesses • Creating a Dedicated Legal Entity • Making Design Choices for Incubators • Establishing the Right Interaction Between the Incubator and the Core Organization • Relieving the Incubator of Administrative Burdens to Enable Freedom • Assessing the Feasibility of New Business Ideas Before Incubating Them • Building a Network of Mentors Including Experienced Founders & Business Angels

External Startups: Spotting the Potential of a Startup and Moving Fast When It Is the Right Investment • Collaborating with Startups to Build Business Opportunities • Using Strategic Minority Investments to Secure Value Participation and Control Rights • Leveraging a Balanced Toolset for Supporting Startups – from Financing to Mentoring • Working Iteratively with Startups, Beyond Doing Pilots, to Ensure a Business Case and Value Creation

Combining Internal and External Startups: Setting up a Unit That Embraces Both Internal and External Startups in Corporate Venturing • Developing MVPs Together with Startups to Deliver Fully-Functioning Prototypes • Nurturing Intrapreneurship by Working like Startups – and with Them

Culture of Agility, Connection & Collaboration Scaling an Agile Innovation Culture; Nurturing Collaboration, Generosity, and Openness; and Inspiring Cross-Functional Teamwork

Presentations by:
Facebook, Microsoft, GE, 3M, Intuit, Kickbox Foundation

Agenda Outline

FacebookCulture of Agility, Diversity and Inclusion

Speaker details

Kickbox FoundationInnovation Revolution: Thinking Inside the Box Across the Entire Organization

Speaker details

Roundtable Discussion I: Insights and challenges in innovation culture and agility

IntuitIntuit Agile - Sustaining an Innovative, Customer Obsessed, Outcome Focused, Agile Organization at Scale

Speaker details

3MFostering Agile Mindsets: Letting Go of Siloed Thinking and Behaviors

Speaker details

Roundtable Discussion II: 1) Topics of choice; 2) Exercise about the 12 Agile Self-Care Principles

MicrosoftChanging the Culture Through Annual Hackathons by Giving All Employees the Freedom to Innovate, Create, and Grow

Speaker details

GE HealthcareSustaining an Ongoing Agile Transformation in Hardware and Software Development

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Plenary Sharing

Drinks on the premises

Exercise re-run


Abstract

Agile Culture: Adapting Agile Principles to Specific Contexts and Tailoring Programs Depending on the Objectives • Leveraging Agile in All Disciplines and Domains to Drive Structural Changes throughout the Organization • Internalizing Agile Principles by Changing the Individual Perspective • Developing Tools and Building Infrastructure to Institutionalize Agile Culture • Seeing the Applications and Success of Agile within Divisions to Get Internal Buy-In • Moving Away from a More Traditional Project Management Mindset • Designing for Delight to Nail down the Customer Problem • Working Iteratively on One Project at a Time to Accelerate the Desired Strategic Research Agenda 

Connection & Collaboration: Developing a Digital Dashboard for Transparency and Driving Productivity • Enabling Constructive Feedback Loops in an Open Environment Drive Growth  • Transforming Good People into Great Innovators via Trust and Freedom to Explore • Driving Innovation through Sharing Ideas and Enabling Impromptu Collaboration • Using Internal Hackathons as a Catalyst for Cultural Change and a Way to Encourage Great Ideas from Employees • Igniting a Culture of Innovation by Funding Every Single New Product Idea from Any Employee • Abandoning Old Siloed Behaviors & Nurturing Collaboration across the Entire Organization • Bringing Together Smart People and Giving Them Time and Space to Be Creative

Innovating for New Growth & Adapting Ecosystems Creating Gamechanging Innovation and Harnessing Ecosystems & Startups

Presentations by:
Facebook, PepsiCo, Mondelēz, Daimler, Philips, Northwestern Univ.

Agenda Outline

FacebookCreating New Growth and Leveraging Ecosystems

Speaker details

Lab1886, DaimlerBuilding Companies at Daimler’s LAB1886: Leveraging the Best of Both Worlds

Speaker details

Roundtable Discussion I: Issues of special interest in breakthrough innovation and corporate-startup collaboration / ecosystems

Kellogg School of Business / NorthwesternDancing with Startups

Speaker details

Mondelēz InternationalDisrupting Big Food Innovation through Unconventional Ecosystems

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Roundtable Discussion II: Selection of topics

Philips HealthWorksCreating Game-Changing Innovation by Collaborating with Startups and Supporting Internal Ventures

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PepsiCoCollaborating with Startups at Different Stages and Learning from Each Other by Being Experts in Different Areas

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Panel and Plenary Sharing

Drinks on the premises


Abstract

Innovating for New Growth: Accelerating Breakthrough Innovation by Experimenting with Disruptive Technologies and Business Models • Setting up an Internal Incubator and Organizing around Themes to Solve Specific Problems • Combining the Power and Know-How of a Global Company with the Freedom and Agility of a Startup • Developing Strategic Assets on a Long-Term Horizon to Transform • Getting the Best People in the War on Talent and Giving Them a High Level of Autonomy • Embracing the Entrepreneurial Mindset and Committing to Diversity in All Efforts

Adapting Ecosystems: Driving Intrapreneurship by Facilitating Startup Programs with the Mandate to Invent and Venture • Collaborating with the Change-Makers of the Future to Lead Transformation • Opening a Space for Dynamic Partnerships to Emerge between the Brightest and Best Innovators • Creating New Growth and Leveraging Global Ecosystems • Tapping into Unconventional Ecosystems as the Key to Accessing Disruptive Opportunities • Leveraging the Entrepreneurial Movement with a Program to Create Impactful Innovation Partnerships • Shifting toward Open-Innovation Platforms and Learning to Dance with Startups • Upgrading the Accuracy of Your Go-To-Market Strategy

Emerging Technologies and Future Scenarios Leveraging AI & 5G, Using Best Practices for Emerging Technologies, and Doing Technology Foresighting

Presentations by:
Huawei, Wanxiang, COMAC, China Mobile, SAIC Volkswagen, Beckhoff, INGKA, CEIBS

Agenda Outline

Huawei5G and Future Scenarios Across Industries: Approaches and Insights from Huawei in Innovating Mobile Technologies

Speaker details

China Mobile Research Institute5G+, Creating the Era of Intelligent Connectivity

Speaker details

SAMC (Shanghai Aircraft Manufacturing - COMAC)Innovative Practices of SAMC and Thoughts of 5G Technology in Future Scenarios

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Roundtable Discussion I: Insights and challenges in emerging technologies and future scenarios

Wanxiang HoldingsAn Innovative Technology Ecosystem via Living Labs in the Greater Bay Area

Speaker details

Innovating through Information – Exploring Insights to Strategy and ManagementChina Europe International Business School (CEIBS)

Speaker details

SAIC VolkswagenApplying Emerging Technologies for the Future of the Automotive Industry

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Roundtable Discussion II: 1) Exercise on business innovations with new technologies, based on the framework introduced by Prof. Jeffrey Sampler; 2) Selection of topics

BeckhoffHow to Use 5G Technology to Leverage Intelligent Control in Automation Domain and Innovative Applications

Speaker details

INGKA (IKEA) CentresHow AI Is Used to Unleash the Power of Data – Challenging Our Own Business Model

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Panel & Plenary Sharing

Drinks on the premises / Tour


Abstract

Emerging Technologies: 5G and Future Scenarios of Intelligent Connectivity • Innovative Practices and Manufacturing Applications of AI and 5G • Developing AI-driven Project Fully In-House • Leveraging the Platform to Deploy Emerging Technologies Such as AI at the Edge and Blockchain • Applying Natural Language Processing and Sentiment Analysis to Analyze Customer Satisfaction

Technology Foresighting: Innovating through Information and Dealing with the Impact on Strategy and Management • Redefining Strategic Advantage for a New Era of Competition • Innovating Company Management to Accelerate Adaptation to Changing Environment • Building an Advanced Analytics Capability to Optimize Tenant Mix and Evaluate New Business Models

Business Model Innovation and Ecosystems Creating New Businesses and Tapping into Enabling Ecosystems

Presentations by:
Huawei, Hella, Haier, Covestro, Microsoft, Tongji Univ.

Agenda Outline

HuaweiTapping Into Cross-Industry Ecosystems in the Era of 5G

Speaker details

Roundtable Discussion I: Issues of special interest in business model innovation & ecosystems

HellaBring Resources and Partnerships from “Outside-In” to Support Corporate Incubation and Ventures “Inside-Out”

Speaker details

Tongji University, ShanghaiBusiness Model Innovation in China – Trends and Challenges

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CovestroOpportunities to Develop New Business Models in More Sustainable and Circular Economies

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Roundtable Discussion II: 1) Exercise on Business Model Innovation, based on the framework introduced by Professor Dr. Zheng HAN; 2) selection of topics

HaierTaking the Haier Open Partnership Ecosystem (HOPE) Truly Global by Setting Up Innovation Centers Around the World

Speaker details

Microsoft Working with Startups to Create Ecosystems that Enable Corporate Open Innovation

Speaker details

Panel & Plenary Sharing

Drinks on the premises / Tour


Abstract

Business Model Innovation:Mastering BMI in the Chinese Innovation Ecosystem • Leveraging New Technologies for Business Model Innovation • Applying Digital Technologies to Address Sustainability Challenges and Pave the Way for Scalability • Prototyping Small New Businesses to Test Out Alternative Business Models

Ecosystems:Working with Incubators and Accelerators to Provide Domain Expertise • Determining Technology and Business Model Needs to Scout the Ecosystem Broadly • Identifying Key Stakeholders and Partners for Setting up an Ecosystem • Developing and Tailoring Fit-to-Partner Collaboration Models to Address Cultural Differences • Bringing Resources and Partnerships from “Outside-In” to Support Corporate Incubation and “Inside-Out” Ventures • Working with Startups for Open Innovation and Shaping Innovation Culture • Using a 7-Step Evaluation Methodology to Determine Startup Relevance and Viability • Engaging with Early-Stage Startups to Leverage the Fast Pace of China

Value Creation with Connected Products & IoT Smart/Connected Products, Creating Digital Services & Biz Models, Organizing for End-to-End IoT Solutions, Integrating Value Activities

Presentations by:
P&G, Airbus, BSH, Thales, Philips, Volvo

Agenda Outline

P&GSmart, Connected Consumer Products & Experience Design

Speaker details

AirbusLeveraging IoT to Enable Digital Transformation and Create New Value Propositions

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Roundtable Discussion I: Insights & Challenges in Value Creation with Connected Products & IoT

BSH GroupNew Value Propositions with Connected Devices: The Role of Analytics & AI, and Organizational Implications

Speaker details

ThalesValue Creation with IoT: Building a Strategy for IoT Adoption, Organizing to Drive Digital Transformation, and Leveraging the IoT Ecosystem

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Roundtable Discussion II: Topics of choice

PhilipsDigital Transformation and Organizational Implications: Moving from Products to Services and Complete Solutions

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IoT and Connected Devices: New Services & Digital Business Models and the Organizational ImpactVolvo Group Connected Solutions

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Wrap Up

Drinks on the premises

Consumer Product Innovation Tour


Abstract

Value Creation with Connected Products & IoT: Connecting Devices to Create New Value Propositions and Business Models • Shifting from Products to Services • Tapping into Data and Using AI to Establish a Direct Relationship with Consumers • Guiding R&D with Data from Connected Devices • Becoming a Data-Driven Company to Understand and Benefit from Consumer Behavior

Leveraging IoT: Tackling the Fragmentation and Diversity of the IoT Space to Develop IoT Solutions • Sharing Data Within the IoT Ecosystem to Create New Digital Business Models • Implementing IoT Solutions Across the Value Chain • Engaging the IoT Ecosystem and Finding the Right Partners

Organizing for Connectivity and Digital Services: Setting up a Digital Unit to Incubate and Accelerate Digital Businesses • Implementing End-To-End Working Across Teams for New Business Models • Developing Organizational and Consumer Care Capabilities for Digital Services and End-To-End Solutions • Ensuring Cross-Departmental Collaboration to Create Seamless Experiences for Consumers • Transforming the Existing Organization and Mind-Set to Embrace Digital Innovation • Managing Organizational Changes to Become Online-Driven and Focused on Services and Solutions • Embracing Digital Startups and External Ecosystems • Applying the Lean Startup Methodology

Agile & Lean at Scale Scaling Agile in a Large Company; Adapting Skills, Culture, and Leadership Principles; Linking Agile to Lean Startup and Design Thinking

Presentations by:
P&G, AkzoNobel, Bosch, Imperial College

Agenda Outline

P&GThe Why Behind Lean & Agile: Insights from Psychology and Human Behavior Research

Speaker details

AkzoNobelBuilding an Agile Organization – and Combining Design Thinking, Lean Startup and Agile Approaches

Speaker details

Roundtable Discussion I: Choice between: 1) Exercise: Bringing Design Thinking, Lean startup and Scrum Together, 2) issues of special interest, 3) topics of choice

BoschThe Agile Journey 2.0: Culture Shock, Empowerment of Teams and Scaling Agile Collaboration in a Corporate Environment

Speaker details

Imperial College Business School London Taking An Integrated Approach To Building A Culture Of Agility And Innovation, Based On Lean And Agile Principles, Processes, Leadership And Culture

Speaker details

Roundtable Discussion II: Choice between: 1) Exercise on challenges and solutions to scaling agility, 2) issues of special interest, 3) topics of choice

Panel and Plenary Sharing

Drinks on the premises

Consumer Product Innovation Tour


Abstract

Developing an Agile Approach to Leadership, Teams and Culture • Adapting Skills and Mindsets for Agility • Bringing the Best of Design Thinking, Lean Startup, and Agile Together • Scaling Agile in an Industrial Corporation with Stage Gate & Waterfall Processes • Understanding Agile Principles Through the Lens of Psychology and Human Behavior Research • Addressing Key Cultural Challenges to Agility • Being Lean and Agile for Faster and Better Innovation Value • Taking an Integrated Approach to Building a Culture of Agility and Innovation • Tackling Paradigm Change & Culture Shock to Enable Agile Working • Addressing the Impact on Leaders and Teams of Agile Transformation • Managing Healthy Friction from Behavioral Change to Enable Agile Working in a Corporate Environment • Driving Higher Motivation and Ownership of Individuals and Teams via Agile and Lean

Culture for Collaboration and Transformation Breaking Down Silos; Driving Transf. with Internal Change Agents; Creating a Culture of Trust, Psychological Safety, and Trial & Error

Presentations by:
EDF, Spotify, Volvo, Siemens Healthineers, Philips

Agenda Outline

EDFDeveloping a Collaborative Culture for Group Transformation and Innovation Benefits

Speaker details

SpotifyInstilling Psychological Safety in Teams and Across the Organization to Enable a Culture of Collaborative Innovation and Agility

Speaker details

Roundtable Discussion I: Choice between: 1) Practical Steps to Building Psychological Safety, exercise facilitated by Spotify; 2) Issues of special interest; 3) selection of topics

Volvo GroupThe Need for Trust and Differences to Enable Change and Innovation – and the Importance of Radicals and a Bottom-Up Movement to Drive Transformation

Speaker details

Roundtable Discussion II: Choice between: 1) Group exercise facilitated by Volvo Group / Volvo Penta; 2) Issues of special interest; 3) selection of topics

Siemens HealthineersEmpowering Internal Experts to Drive Transformation: Creating Security, Community and a Collaborative Culture

Speaker details

PhilipsDriving Transformation and Changing Culture in Large Companies

Speaker details

Panel and Plenary Sharing

Drinks on the premises

Tours of the EDF Lab


Abstract

Building a Culture of Trust to Enable Change and Innovation • Creating Psychological Safety to Stimulate Collaboration, Innovation and Agility • Changing the Legacy Organization to Foster a Culture of Collaboration and Innovation • Taking Practical Steps to Create a Safe-To-Fail Environment for Innovation and Continuous Learning • Leveraging Design Thinking as an Approach and Mind-Set to Drive Change • Nurturing Value Networks for Cross-Silo Innovation and Teamwork • Breaking down Silos by Identifying and Empowering People Who Can Stand Across Them • Driving Agile Transformation at Scale • Finding Experts with Transformational Skills to Drive Cultural and Organizational Change – and Ensuring a Solid Career Path Outside the Hierarchy • Instilling Security for People to Engage in Jeopardous Change and Digitalization Efforts • Engaging Diverse and ‘Radical’ People in Transformation Efforts • Changing the Culture and Adapting Leadership in Support of Transformation Initiatives • Managing Talent and Finding Ways to Hire and Retain the Right People • Driving Transformation and Changing the Culture in Large Complex Organizations • Creating a ‘Change Club’ to Accelerate Cultural and Organizational Change Bottom Up

Digital Innovation, IoT and Emerging Technologies Creating Digital Services & Business Models and Leveraging Connectivity & New Tech (AI, IoT, VR)

Presentations by:
J&J, Goodyear, Honeywell, Mastercard, Schaeffler, Siemens

Agenda Outline

Johnson & JohnsonEmerging and Digital Technologies in Mental Health: The Role of External Innovation

Speaker details

SchaefflerDifferent Models and Frameworks for Driving Digital Transformation and Emerging Technology

Speaker details

Roundtable Discussion I: Insights and challenges in digital innovation and emerging technologies

HoneywellLeveraging Sensor Technology and AI to Meet Shifting Customer Demands

Speaker details

GoodyearDeveloping New Digital & Service Business Models: Leveraging Data Science & Sensors to Provide Holistic Solutions

Speaker details

SiemensAugmenting Human Capabilities with AI: Current Projects and Future Trends

Speaker details

Roundtable Discussion II: Selection of topics

MastercardMatching AI Capabilities with Real Business Needs

Speaker details

Plenary Sharing

Drinks on the premises

Tour of Johnson & Johnson museum


Abstract

Digital Services & Business Models: Starting with User Needs in Mind – Developing Strong Value Propositions • Identifying Clear Pain Points to Develop Strong Value Propositions Developing a Disciplined Approach to Business Model Innovation • Testing Before Scaling New Business Models • Running Methodical Business Experiments & Incubating New Businesses to Test Initiatives in the Market • Deploying Validated Business Models Across Global Business Units

Emerging Technology: Deploying New & Emerging Technologies Internally to Learn & Validate Their Capabilities • Leveraging New Technologies from Sensors to AI to Provide Holistic Solutions • Using Machine Learning and Data Analytics to Enable Predictive Maintenance • Understanding the Potential and Limitations of AI • Building & Acquiring New Capabilities from Sensors to Data Science • Cases on Development Journeys Within VR and IoT • Building Digital Companions to Augment Human Capabilities • Developing Cross-Functional Initiatives to Upscale Workers in the Digital Age • Creating Strategies to Engage in Emerging Ecosystems – from Venturing to Quick NDAs

Design Thinking and Lean Startup Applying the Principles of Design Thinking, Lean Startup and Agile to Rethink Innovation and Organization

Presentations by:
J&J, Walmart, Adobe, GE Healthcare, Bosch

Agenda Outline

Johnson & JohnsonLeading an Agile Supply Chain in a 130 Year Old Start-Up

Speaker details

GE HealthcareDriving Design Thinking Bottom-up: Overcoming Skepticism and Solving Product & Strategic Challenges

Speaker details

Roundtable Discussion I: Issues of special interest in design thinking, lean startup, and agile

WalmartScaling Design Thinking for Customer Outcomes and Cultural Change

Speaker details

Roundtable Discussion II: Selection of topics

BoschDesign Thinking, Lean Startup and Agile: Supporting Business Units, Fostering Awareness, and Building Skills

Speaker details

AdobeHuman-Centered Product Development: Scaling Enterprise Design Thinking at Adobe

Speaker details

Panel and Plenary Sharing

Drinks on the premises


Abstract

Design Thinking: Leveraging Interaction Between User & Business Needs to Foster Multifaceted Design • Bringing Business Proficiency to Designers to Gain a Seat at the Strategy Table • Using Design Thinking to Create Seamless Digitally Enabled Experiences for Customers & Employees • Creating Strategic Design Thinking Workshops to Empower Non-Designers to Solve Tough Business Challenges • Using FivePeak Methodology to Scale Design Thinking • Mapping Customer Journeys to Help Leaders See the Pain Our Silos Cause • Incorporating Design Thinking in the Stage Gate Process by Establishing Design Check Points • Establishing a Collaborative Design Agency to Work on Specific Problems - from Cutting Costs to Building Compelling Solutions for End-Users • Driving Design Thinking Bottom-up by Finding Willing Partners & Learning the Language of Leaders

Combining Lean Startup, Agile & Design Thinking: Validating Customer Desirability & Business Case Viability to Kill Unpromising Ideas Early • Harmonizing Design Thinking with Agile on Conflict Points • Weaving Lean Startup Elements into the Design Thinking Process • Leveraging Lean Startup to Reduce Costs & Adjust Course • Creating a Framework to Blend Agile, Lean Startup and Change Acceleration Process with Design Thinking in Complex & Broader Initiatives • Business Plan Integration and Budgeting Are Next Steps to Integrate Iterative Approaches More Deeply

Disruptive Innovation & Circularity Succeeding with Business Model Innovation – and Creating Sustainable & Circular Innovations for a Low Carbon Future

Agenda Outline


Abstract

Disruptive and business model innovation: creating new businesses and innovating on business models requires a very different approach from running the core business. What are those principles and what do they mean for organization, processes, culture, leadership, and hiring?

Circular economy and sustainable innovation: one way to create new businesses is with sustainable innovation or circular initiatives. That being said many such initiatives primarily enhance existing offerings with an element of sustainability. Either way, such initiatives play an increasingly important role for competitiveness. The event will extract lessons learned from firms who have focused on this early or in a big way.

Startup Scouting & Ecosystems Co-Creating, Setting up Multilateral Partnerships and Identifying Startups for Collaboration

Agenda Outline


Abstract

Startup scouting and collaboration: how to find the right startups (including market and technology scouting), how to enable collaboration with small and agile firms, and how to structure partnerships and transition them into spin-offs or existing businesses?

Ecosystems and multilateral partnerships: creating ecosystems to enable innovation; using network and platform approaches for non-traditional collaboration.

Co-creation with customers & suppliers: working with customers and suppliers to develop new technologies and customer centric innovations.

Summit 2019

Copenhagen 5-7 November

The world’s largest gathering of innovation executives in large multinational firms, attended by:

  • 700corporate
    innovators
  • 250global
    firms
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