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
GE, MSD, Volkswagen, Lufthansa, Manchester Univ.
GE • Change in Working Methodologies and Its Impact on Work-Style and Company CultureSpeaker details
Merck Shard & Dohme (MSD) • Scaling Agile: Modeling Agile Leadership & Ten Transformational Steps for Successful AdoptionSpeaker details
Roundtable Discussion I: 1) Checklist of 10 transformation steps; 2) issues of special interest for Agile & Lean Startup Culture
Alliance Manchester Business School • How Agile Leadership Can Transform Your Business: A Blueprint for Change in Our Digital AgeSpeaker details
Roundtable Discussion II: 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 StartupSpeaker details
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 ImprovSpeaker details
Agile: bringing agile ways to a non-agile environment, ten transformational steps for agile, developing agile teams, defining agile leadership principles, scaling agile across national cultures, overcoming barriers to agility, becoming a more agile leader.
Lean Startup, Design Thinking and Agile: combining design thinking, lean startup and agile, using agile and lean to provide context to projects, centering 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.
GE, Daimler Fleetboard, Henkel, Grundfos, Startup Autobahn, Sampler, Augury
GE Power • Smart Infrastructures – How Start-Up Solutions Can Enhance Grown-Up Business ModelsSpeaker details
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 AcquisitionSpeaker details
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 VenturesSpeaker details
Startup Collaboration for the Long Run: Attracting the Right Startups and Overcoming the Not-Invented-Here Syndrome • Startup Autobahn (Daimler)Speaker details
Roundtable Discussion II: Selection of topics
Grundfos • Leveraging Digital Innovation and Startup Collaboration to Move into Services and Achieve Sustainability GoalsSpeaker details
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.
BNP Paribas, Dell, IKEA, L'Oréal, DSM, Univ. Manchester
BNP Paribas • Sustainability Transformation: Quantifying CSR Commitments on Four Pillars and Innovating Solutions to Contribute Positively to SocietySpeaker details
DSM • Taking an Integrative and Purpose-Led Approach to Sustainable and Circular Economy Driven InnovationSpeaker details
Roundtable Discussion I: Choice between: 1) Exercise on Strategic Foresight and Future Scenario Planning for Climate Risks, facilitated by BNP Paribas; 2) issues of special interest in sustainability and ecosystems
L’Oréal • Transforming the Company for Sustainable and Circularity-Driven Innovation: Lessons from a Seven-Year Journey and Next Steps with Disruptive Innovation for a Green FutureSpeaker details
University of Manchester • The Promises and Paradoxes of Innovation for SustainabilitySpeaker details
Roundtable Discussion II: Choice between: 1) Exercise on Key Sustainability Issues and Innovation Approaches; 2) selection of topics
IKEA • Innovating for Positive Impact: Taking a Customer Perspective and Collaborating with StartupsSpeaker details
Dell Technologies • Innovating for Sustainability and Circularity: Moving from Intrapreneurship toward a Culture of Sustainable InnovationSpeaker details
Panel & Plenary Sharing
Drinks on the premises
Innovation for Sustainability and Circularity: crafting purpose-led and performance-driven innovation strategy, measuring impact of sustainability, balancing circularity with CO2 reduction, analyzing promises and paradoxes of sustainability, integrating sustainability and circularity in product innovation, closed-loop plastics and ocean bound plastics packaging, managing sustainability challenges, setting up reverse supply chains, organizing for sustainability, setting up an incubator for sustainable innovation.
The Role of Ecosystems: partnering up with ecosystems to scale sustainable innovations, in-boarding externally developed solutions, using ecosystems to source knowledge and technology, partnerships with NGOs.
Exercise: identify sustainability issues, develop societally impactful solutions, and reorienter the business for positive impact.
Siemens, Volvo Cars, Airbus, Covestro, Wärtsilä
Siemens • The Internet of Humans: Why People Matter in IoT TransformationsSpeaker details
Roundtable Discussion I: Insights and challenges on people, culture, leadership, and agility for digital transformation
Airbus • Building Digital Businesses: Lessons Learned on Culture and People Competencies Required for SuccessSpeaker details
Covestro • A Digital Transformation Journey: How to Enter a Completely New Area within a Conservative IndustrySpeaker details
Volvo Cars • Driving Agile Transformation with Behavior Change and Early AdoptersSpeaker details
Roundtable Discussion II: Selection of topics
Wärtsilä • Driving Digital Transformation through Culture – and Implications for LeadershipSpeaker details
Panel and Plenary Sharing
Drinks on the premises
People, Culture and Leadership for Digital Transformation: Creating a Smart Technology Culture with Five Dimensions • Scaling the IoT Transformation by Focusing on the Role of People • Training Senior Leaders to Enable Them to Become Supporters of the Digital Transformation • Developing Leadership Models by Identifying Core Traits & Business-Specific Skillsets • Starting the Transformation with a Core Group of Enthusiasts and Senior Leaders – and Then Consolidating • Leveraging Grassroots Initiatives & Consolidating to Formulate and Implement Strategy • Changing Rules and Removing Rigidities to Enable Talent to Thrive • Building the Right Digital and Business Capabilities & Initiating the Right Digital Projects • Building Digital Businesses – from Platforms to Solutions and Monetizing Assets
Implementing Agile for Digital Transformation: Building the “Fail, Learn and Trust” Environment for Innovation • Fostering Adoption of Agile by Changing Behaviors & Getting Leadership on Board • Managing the Interface Between Agile and Non-Agile Teams • Driving Change by Working with Early Adopters to Reach Critical Mass
Siemens, Tetra Pak, Bosch, Philips, AkzoNobel
Moving from PoC to Scaling (Digital) Business: Scaling internal and external startups, moving from startup to business phase, growing new (digital) business models in a corporate setting, involving employees in entrepreneurial activities, tailoring approach to new business projects, using a lean- startup and measured approach, de-risking and establishing traction, validating and working closely with customers, identifying target customers, scaling to a fully fledged business, dreaming big and starting small and setting the foundation early on, the role of an incubator, tools to guide scaling, targeting customers, getting market access, getting (sales) people and channels on board, finding change agents, testing with a few sites, building momentum, managing the transition.
Portfolio of Digital Services and New Business Models: shift from product portfolios to managing ecosystems of products and digital services.
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.
Airbus, Michelin, Sanofi, EDF, Porsche, Philips
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 Business Models: Using disruptive digital technologies to go beyond the core business, finding & validating new business models, incubating and scaling new business ideas inside large corporations, success metrics for big bets, capability for breakthrough innovation, real-time experimentation and learning from the market, scaling and transitioning new business creation initiatives, encouraging new ideas and startups from within, building a gamechanging innovation proficiency, creating the right organization, processes, culture, governance, and leadership for new business creation.
Customer Centric Innovation and Design Thinking: leveraging design thinking for innovation, nurturing an innovation culture of understanding customers and finding creative ways to deliver new value for them, co-creating with customers, creating a culture of design thinking, and making design thinking available to teams inside the firm.
Innovation Portfolio Management: making informed portfolio decisions, balancing the long- and short-term perspectives in portfolio decisions, and putting customer value at the heart of project and portfolio decisions.
Culture of Design Thinking and Innovation: leveraging design thinking methods and fostering a culture of design thinking, nurturing an innovative culture that is playful and experimenting with a focus on understanding customers and finding creative ways to deliver new value for them, in other words building a customer centric innovation culture.
Design Thinking, Experimentation, and Agility: linking the three approaches, leveraging design thinking for innovation, using Lean Startup and build-measure- learn loops and MVPs to iterate and find the sweetspot in the market, and rethinking the organization for agility by adapting team-work, hierarchy, and leadership.
Collaborating with external startups for growth: attracting and leveraging startups, collaborating with them effectively, adapting collaboration practicies to the speed and size of startups, partnering with incubators & accelerators, and following the venture market.
Tapping into the Silicon Valley startup ecosystem: leveraging the startup community in Silicon Valley for innovation, building a map of the ecosystem, setting up an outpost or startup incubator in Silicon Valley.
Times of change represent unique organizational and leadership challenges. Ambidextrous leadership skills are needed to build new revenue streams, skills, and organizational foundations while ensuring a healthy core business to ensure survival and finances for the transition.
The event will address:
Creating value with circular business models, building alliances and ecosystems to enable them, exploring value creation opportunities through systems-wide innovations, implementing key pillars to build a circular economy-based system, success factors for circular initiatives, identifying partners across the value chain for closed-loop collaborations, driving organizational & mindset changes to accelerate the system shift to circularity, setting goals and creating full-impact metrics, integrating circular economy perspective into the organization’s strategy, and developing a circular portfolio based on market insights & sustainability trends.
Servitization: moving beyond products into (digital) services, creating business models that integrate services into the offering, aligning with Sales and other functions and organizing for business models that include services.
Building new business models: finding ways to innovate existing business models, building ambidextrous capabilities, and setting up an internal incubator for business model innovation.
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.
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.
Customer Value and Customer Experience: using a design thinking approach to innovation, leveraging customer insights to create novel solutions, and enhancing customer experience.
Data & AI for Customer Experience: leveraging AI and data to personalize and customize and in other ways create new experiences and added value for customers.
Accepting risk-taking and encouraging creative expression, using customer centricity as the guiding principle to lead change and facilitate collaborative innovation, orchestrating change with both top-down and bottom-up culture-change elements, thriving by fostering innovation, implementing a flat hierarchy, building an always learning culture, cultivating a culture of insight-driven co-creation and design thinking, and bringing digital initiatives and customer-centric approaches together.
Business Model Innovation: innovating beyond the core, finding & validating new business models, encouraging new ideas and startups from within.
Agile Organization and Culture: large-scale agile transformation in a multinational company, becoming fast and adaptive to compete in the Chinese context and ecosystem, supporting leaders in making the shift to an agile mindset, and spreading agile culture through storytelling and agility coaches.
Innovation for Sustainability and Circularity: integrating sustainability and circularity in product innovation, creating value with circular business models, integrating circular economy perspective into the organization’s strategy, developing a circular portfolio based on market insights & sustainability trends.
The Role of Ecosystems: partnering up with ecosystems to scale sustainable innovations, in-boarding externally developed solutions, using ecosystems to source knowledge and technology, building alliances and ecosystems to enable circularity.
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.
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.
New business creation is achieved with internal or external startups – and the best approach may be to combine them, also to ensure an internal platform for external startups.
Internal Startups for New Business Creation: encouraging startups from within, setting up an internal incubation unit, enabling intrapreneurs to create startups, and getting business units to invest and eventually receive startups.
External Startup Collaboration: attracting and leveraging startups, partnering with external accelerators, adapting processes to the speed of startups, and working with startups by managing expectations.
Creating sustainable innovations and circular business models that are not only good for the environment but are also popular with customers and shareholders, including sustainability as a key element for innovation, and driving circular economy based initiatives within the company.
Engendering trust and a sense of psychological safety in order to foster a culture where innovation and creativity can thrive, cultivating organizational agility, and supporting leaders in the shift to agile organization forms and in creating an environment of trust and safety for innovation.
Leveraging digital tools, IoT, AI for innovation and to get closer to customers with smart/connected products and personalized/customized offerings; creating (supply chain) efficiences to drive down costs for customers; understanding AI use cases and data analytics opportunities to learn more about customers and provide seamless & customized offerings.