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

AirbusCreating New Businesses & Digital Services – and Driving Culture Transformation

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, AkzoNobel, Volkswagen, GE Digital, GE Healthcare

Agenda Outline

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

AkzoNobelUsing Design Thinking, Lean Startup and Agile in a Manufacturing Company: Adaptations, Cases, and Lessons Learned

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 Building a Culture for Disruptive & Customer Centric Innovation – with Room for Experimentation

Agenda Outline


Abstract

In an age of disruption the culture of the firm must enable innovation to flourish and provide room for intrapreneurs to work on their ideas. An innovative culture is playful and focused on experimenting. The unifying component of an innovation culture is a desire to understand customers and find creative ways to deliver new value for them. How to make a company and its innovation unit customer centric?

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

Agenda Outline


Abstract

The event gives special attention to: 1) emerging technologies such as AI, quantum computing and blockchain and how they can be leveraged to innovate value propositions, customer experiences, and business models; and 2) foresighting as a tool to understand the impact and opportunities from technology (and other) long-term trends & changes so as to translate them into innovation and action.

Co-Creation with Big & Small Players Collaborating with Startups, Customers, Value Chain Partners, and Universities

Agenda Outline


Abstract

The workshop will explore the latest trends in collaborative innovation with a focus on how companies can work with startups, but also on co-creating with customers & suppliers and leveraging university research capabilities. The event is also about working with external startup incubators and accelerators.

Digital and Organizational Transformation Building Digital Services, Exploiting Data and Aligning the Organization & Culture

Agenda Outline


Abstract

Digital transformation: leveraging digital to create new services, defend or extend the core business, get closer to customers, and build digital business models & platforms. Examining the role of data and how to make the most of it.

Organizational transformation: digital transformation necessitates a business & organizational makeover including a greater need for cross-functional collaboration, speed & agility, and building new ecosystems of digital startups and other partners to enable platforms & new digital business models.

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

Agenda Outline


Abstract

Building internal startups and supporting intrapreneurs: one of the sources of gamechanging innovation and new business models is from within, relying on an organization, culture and process foundation that enables intrapreneurs to pursue ideas and build new businesses.

Collaborating with external startups for growth: another source is to leverage the external startup community – including that in Berlin where the event takes place. The event also looks at how these two approaches are combined by some companies who couple together internal and external new business initiatives.

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

Agenda Outline


Abstract

The event is about how large firms can create a culture of agility, innovation, and more to be able to compete in an age of disruptive innovation and digital transformation.

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

Agenda Outline


Abstract

Creating disruptive innovations and new growth: the event will explore how large firms can organize to be able to go beyond the core business with both adjacencies and gamechanging new (digital) offerings and business models. Tapping into external ecosystems & startups: moving into new fields and building new business models typically requires entering or creating ecosystems to enable this, and startups often play a key role in this. 

Digital & Business Model Innovation Leveraging Digital Technologies for Disruptive Innovation

Agenda Outline


Abstract tba

Culture of Speed & Experimentation Nurturing a Culture of Agility and Using a Lean Startup Approach to Innovation

Agenda Outline


Abstract tba

Value Creation with Connected Products & IoT Using Smart Products & IoT to Leverage Consumer Feedback & Integrate Value Activities

Agenda Outline


Abstract

Digital innovation to connect products & services and enable connected customer journeys; using IoT to optimize operations; and creating smart and connected products that leverage IoT and enable new value proposition, as exemplified by P&G’s connected toothbrush, electrical razor and diapers (with sensors in them). Such initiatives enable new value propositions and business models and may require new ecosystems. They also enable feedback from consumers and the accumulation of a large data set that can inspire innovation and enable optimization. IoT also enables end-to-end control of the whole supply chain from raw materials over production to end-users.

Lean & Agile at Scale Building Organizations with Lean and Agile Principles, Processes, Teams, Leadership and Culture

Agenda Outline


Abstract

In an age of disruption and digital transformation large firms must find ways to become more nimble, increase the speed of innovation, and respond rapidly to the market and competitive forces. This implies an organizational transformation that builds on both lean and agile principles, taking complexity out of the hierarchy, rethinking what it means to be a manager and a leader, introducing autonomy in teams, and more.

Collaborative Culture & Leadership Breaking Down Silos and Building an Organization with Teams and Leadership Principles for Digital Innovation and Customer Orientation

Agenda Outline


Abstract

To excel in digital, customer centric, and business model innovation there is a need to break down silos and rethink the organization and culture of the company. This implies fostering a collaborative culture with cross-functional team work. The event explores how to institute collaborative practices and a mind-set of helping and sharing within the firm and across functional and divisional boundaries. And how to move from a not-invented-hear mindset to a culture of proudly-found-elsewhere – elsewhere within the company and elsewhere outside the firm. Other topics that will be touched upon include: nurturing trust, tolerance of failure, creativity and willingness to take risk.

Digital Innovation, IoT and Emerging Technologies Creating Digital Services & Business Models and Leveraging Connectivity & New Tech (AI, Blockchain, AR, 3D Print)

Agenda Outline


Abstract

Digital services & business models: digital enables new kinds of services and connected products. Examples from J&J include: IoT for Listerine bottles, wearable and functional clothes in pharma, and using a digital camera to help select skin care.

Emerging technologies (AI, Blockchain, AR, QC, 3D Print): AI will be one of the themes at the event and it is possible other emerging technologies also will.

Rethinking and optimizing supply chains with IoT: connecting products and amassing data enables new and more optimized approaches to supply chain management to better serve customer needs. 

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

Agenda Outline


Abstract

Design thinking (DT): leveraging DT for innovation and creating a culture of DT.

Lean startup: build-measure-learn experimentation loops and MVPs.

Agile: rethinking the organization, team work and leadership.

Linking the three approaches: challenges & limitations of each, and using them to boost innovation in complex firms. 

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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