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
Presentations by:
ENGIE, Konica Minolta, Bosch, Volvo Car Mobility, Volkswagen, New Design University
ENGIE • Even Big Companies can Innovate: Funding and Organizing for New Business Creation, Leveraging Startups, Spotting Weak Signals, and Embracing Digital Innovation
Speaker details
New Design University St. Pölten • How to Find Business Model Innovation Ideas and Introduce Them to the Market: Innovation Culture as a Key Success Factor
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Roundtable Discussion I: 1) Exercise on Rethinking Business Models; 2) Exercise on Innovating and Scaling in Ecosystems; 3) Selection of topics
Volvo Car Mobility • Building a Fully Standalone Company to Offer a Real Alternative to Car Ownership in Cities
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Konica Minolta • Creating, Incubating and Scaling New Digital Businesses: Organizing, Success Factors and Partnering with Startups
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Roundtable Discussion II: 1) Exercise on Rethinking Business Models; 2) Exercise on Innovating and Scaling in Ecosystems; 3) Selection of topics
Volkswagen Group • Incubating and Accelerating New Business Models, Creating Digital Services, and Managing Organizational Obstacles
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Bosch • The Journey of Developing a Digital Business and Scaling It within a Large Firm
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Wrap up and Plenary Sharing
Drinks on the premises
Business Model Innovation: Setting up a Startup to Disrupt the Core Business • The Methodology for Business Model Innovation – from Initiation to Implementation • Scaling at the Right Time by Validating and Maturing New Business Models • Setting up an Internal Incubator or Accelerator – from Organizing to Culture and Ways of Working • Leveraging Business Model Patterns to Go beyond Industry Logic and Think outside the Box • Identifying the Right Way to Organize for New Businesses – from Resource Allocation to Management Approach • The Limitations and Applicability of Lean Startup for Business Model Innovation in Corporations • Enabling Fast Decision-Making and Clear Communication • Creating and Developing New Digital Businesses • Validating Uncertain Ventures and Working with User Feedback • Selecting the Right Ideas to Avoid Innovation Theatre • Finding the Right Balance between Integration with vs Separation from the Core • Implementing New Digital Business Models in a Large Hardware-Based Firm • Partnering Strategically – and Leveraging Collaborations to Learn and Scale Faster
Startup Collaboration: Make vs Buy Decisions • Integrating External Startups Into the Organization • Leveraging Internal and External Incubators/Accelerators • Adapting the Approach to the Size and Speed of Startups
Presentations by:
ENGIE, Philips, Solvay, Danone, P&G
ENGIE • Being Customer Centric in New Business Creation and in a B2B Context – and Allocating Resources in a New Business Creation Context
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Philips • Needs-Driven Innovation Portfolio: Balancing Core vs. New Business
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Roundtable Discussion I: Insights and challenges
Solvay • Portfolio Management: Leveraging Agility and Customer-Validated Insights for Breakthrough Innovation
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Danone • Driving User Centricity: Generating User Experience Insights, Co-Designing with Users, Changing Mindsets and Engaging Internally
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Roundtable Discussion II: Selection of topics
P&G • Shaping the Future: Designing Future Ideas with Today’s Consumers
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Panel and Plenary Sharing
Drinks on the premises
Portfolio Management: Ensuring Agility in Executing Portfolio Choices • Using Strategy and Real Customer Needs to Drive Portfolio Choices • Balancing Investments in the Core versus New Business • Balancing Long-Term Focus on Technology Platforms with Fast Decisions on Specific Projects
Customer-Centric Innovation: Driving a Customer-Centric Mindset throughout the Organization • Leveraging Digital Tools to Enable Fast Delivery of Breakthrough Projects • Applying a Customer-Centric Approach for New Business Creation Tailored to B2B • Co- Designing and Iterating with Different Tribes of Users • Embedding User-Centric Teams within the Business and Operations • Using Prototypes and Market Experiments for New Business Creation • Building a Strong Global Community to Drive User Centricity – and Working Cross-Functionally • Anticipating Users’ Needs by Leveraging User Observation and Google Search Analysis • Making Go/ No-Go Decisions and Resource Allocation within a New Business Creation Context • Getting Quantitative Customer Input Early and throughout the Innovation Process
Presentations by:
DHL, 3M, Google, Ericsson, BASF, BMW, Nestlé, Deutsche Telekom
Emerging technologies: identifying relevant emerging technologies and use cases, finding suitable applications inside the business, getting early revenue streams, leveraging new technologies to innovate value propositions and business models.
Foresighting: understanding the impact and opportunities from emerging technologies and other long-term trends, translating foresights into innovation and action.
Presentations by:
DHL, Bosch, Lanxess, Covestro, Deutsche Telekom, Volvo Group, L'Oréal, P&G
Transforming established organizations to a new reality of VUCA and digital and circular economy, creating organizations that are fit for innovation and change, building leadership capabilities for change and agility, preparing and supporting people within the organization for change and upheaval.
Presentations by:
Microsoft for Startups, BMW, CEIBS, Merck, Philips, Covestro
Internal Startups and Intrapreneurs: getting the right people on board, encouraging new ideas and startups from within, nurturing an innovation culture where intrapreneurs can create startups, getting business units to invest in ideas and startups, assessing the readiness of startups to transition to operating units, and building a gamechanging innovation proficiency.
Collaborating with External Startups for Growth: attracting and leveraging startups, collaborating with them, partnering with incubators & accelerators, adapting processes to the speed of startups, forming & scaling partnerships, and following the venture market.
Presentations by:
Airbus, Michelin, Sanofi, EDF, Porsche, Philips
date and program might be subject to change
Digital Transformation: building digital business models and platforms, leveraging digital to create new services, changing customer relationships, rethinking value chains, and creating smart and connected products that leverage IoT and enable new value propositions.
Organizational Transformation: creating an organizational capability for digital business model innovation, setting up a digital incubation unit and balancing centralization vs business unit ownership.
Leveraging the Startup Ecosystem: mapping and understanding the Chinese startup ecosystem, identifying the right technologies & startups, and considering a suitable maturity stage for engaging.
Digital Innovation: leveraging digital technologies to create new value propositions and business models, creating digital platform and service-oriented business models, and organizing for digital transformation.
IoT: building smart products, connecting products to get closer to customers and create new value for them, leveraging IoT to optimize operations, ensuring end-to-end control of the supply chain, and enabling connected customer journeys.
AI: understanding AI use cases, leveraging AI for innovation and value creation, and using AI to improve decisions.
3D Printing: leveraging additive manufacturing for prototyping and creating new value and business models.
date and program might be subject to change
Design Thinking: making Design Thinking available to teams inside the firm and co-creating with customers.
Lean Startup: using experimentation and iteration and MVPs – also in asset-heavy industries.
Agile: being agile, and getting people and leaders on board.
Linking the Three Approaches: challenges & limitations of each, and using them in an integrated way to boost innovation in complex firms.
Presentations by:
GE, Volkswagen, Bayer, Lufthansa, Manchester Univ.
GE • Transforming a Behemoth – Changing Course and Culture, and Implementing Lean Beyond the Factory Floor
Speaker details
Alliance Manchester Business School • How Agile Leadership Can Transform Your Business: A Blueprint for Change in Our Digital Age
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Roundtable Discussion I: 1) 8 ways to scale agile; 2) Selection of topics
Volkswagen Ideation:Hub • Working Agile in a Non-Agile Environment: Setting Up Cross-Functional Teams and Combining with Design Sprints and Lean Startup
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Roundtable Discussion II: 1) 8 ways to scale agile; 2) Selection of topics
Bayer • The Journey in Adopting Lean and Agile, Building Networks of Coaches and Ambassadors, Changing the Culture, and Driving Intrapreneurship
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Panel and Plenary Sharing, with feedback from exercises
Drinks on the premises
Lufthansa Group • Post-workshop session: Acting Agile in a Corporate World - A New Perspective on Collaboration Enacted with Improv
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Agile: Bringing Agile Ways of Working to a Non-Agile Environment • Ten Key Transformational Steps for the Agile Journey • Developing Agile Teams as Step Towards Corporate Agility • Creating Practical Agile Leadership Principles from Best-In- Class Businesses and Leaders • Scaling Agile across Different Cultures • Overcoming Barriers to Agility and Becoming a More Agile Leader • Building an Outcome-Focused Agile Business That Is Innovative and Customer Centric • Adapting to Ever-Changing Competitive Conditions
Lean Startup, Design Thinking and Agile: Sequencing Design Thinking and Lean Startup by Identifying Problems, Building Prototypes, and Using Build-Measure-Learn Loops • Using an Integrative Approach, Combining Design Thinking, Lean Startup and Agile • Using Agile and Lean to Provide Context to Projects • Basing Design Thinking Process on Product Backlog with Epics and User Stories
Exercise: 8 ways to scale agile, and how to become a more agile leader.
Presentations by:
GE, Daimler Fleetboard, Henkel, Grundfos, Startup Autobahn, Sampler, Augury
GE Power • Smart Infrastructures – How Start-Up Solutions Can Enhance Grown-Up Business Models
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Roundtable Discussion I: Insights and challenges in Digital Services and Startup Collaboration
Daimler Fleetboard • Setting up a Hub for Digital Innovation within a Large Firm – and the Story of a Digital Startup Acquisition
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Next Level of Digital Transformation: HenkelX Ventures as Open Innovation and Collaboration Platform to Create a Unique Ecosystem of Founders, Entrepreneurs and Industry Peers • HenkelX Ventures
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Startup Collaboration for the Long Run: Attracting the Right Startups and Overcoming the Not-Invented-Here Syndrome • Startup Autobahn (Daimler)
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Roundtable Discussion II: Selection of topics
Grundfos • Leveraging Digital Innovation and Startup Collaboration to Move into Services and Achieve Sustainability Goals
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Fireside chat on corporate-startup collaboration, with HenkelX Ventures & Sampler.io and Grundfos & Augury
Drinks on the premises
Digital Services: moving from products to (digital) services, setting up a digital innovation hub, crafting strategy for digital initiatives, driving digital innovation, establishing proximity to customers, and tailoring approaches for platform collaboration.
Startup collaboration: leveraging startups for digital transformation, winning the war for startups, overcoming not-invented-here, startup incubation & acceleration, managing expectations, maintaining momentum, startup collaboration methods, mentality of speedy test-and-learn, adapting to the clockspeed of digital startups, and integrating startups into internal initiatives.
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