Workshops 2021-2022
Interactive corporate-only events hosted by leading global companies
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:
Insightful presentations by executive speakers and industry experts
Immersive roundtable discussions on selected topics
Informal networking breaks to build connections
Previous
Next
Hosted Workshops
- Europe
- China
- United States
Upcoming Events
Internal and External Startups & Ecosystems Creating New Businesses Inside the Company and Working with External Startups, Ecosystems, and Universities to Boost Innovation
Speakers:
Danone, Shell, Bosch, Porsche, Henkel, Rotterdam School of Management, Aware
Agenda Outline
Danone • Open Innovation and Partnerships at Danone: Leveraging Ecosystems and Collaboration for Purpose-Driven Innovation
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Shell GameChanger • Changes and Lessons Learned from the Many Years of Existence of Shell Gamechanger – and Looking to the Future
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Roundtable Discussion I: Insights & Challenges
Bosch • Lessons Learned in Incubating New Ventures – and Embedding These Experiences in a Digital Tool to Guide and Validate Internal Startups
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Porsche • Company Building Beyond the Core: Working Eye-Level With External Entrepreneurs
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Porsche Forward 31 | Aware • Fireside chat: Experiences from a corporate-startup partnership
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Roundtable Discussion II: Selection of topics
Henkel • New Business Creation: Taking a User-Centric Approach, Seeding Innovation Internally, and Acceleration through Partnering
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Rotterdam School of Management • What It Takes to Make Open Innovation Work: The Role of Internal Alignment and of Getting Ecosystems Right
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Panel & Plenary Sharing
Abstract
Internal Startups: Setting up a New Business Unit and Organizing Around Capabilities vs Legacy • Taking a User Centric Approach – from Immersing with Customers to Testing • Leveraging a Digital Tool for New Business Creation and Validation • Developing Criteria for New Venture Evaluation to Ensure Successful Scaling • Integrating New Ventures Into the Business Unit • Managing Challenges in Leveraging Lean, Agile and Scrum in Large Corporations
External Startups & Ecosystems: Developing New Capabilities for Collaboration and Transformation • Identifying Opportunities & Teaming up With Entrepreneurs to Build & Incubate Business Models • Company Building With Founders – Approach & Collaboration Principles • Identifying Relevant Kpis for Game-Changing Innovation and External Technology • Enabling Collaborative Ways of Working for Purpose Driven Innovation
Innovation for Sustainability and Customer Value Rethinking Business Models and Supply Chains for Circularity, and Innovating for Sustainability, without Compromising on Customer Value and Profits
Speakers:
Danone, ABN AMRO, AB InBev, Philips, DSM, Schneider Electric, P&G, Sandvik
Agenda Outline
Danone • For the People without the People Is Against the People: Responsibly Innovating for the Long-Term
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Roundtable Discussion I: Insights & challenges
Philips • Creating a Movement to Scale Circular Innovation
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AB InBev, ABN AMRO, DSM • Panel: Innovation for Sustainability and Circularity: from Packaging to New Business Models
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Roundtable Discussion II: Collaborative marketplace
Schneider Electric • Seizing Opportunities in a Circular Economy
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P&G • Make Sustainable Irresistible® - Delivering at Scale & Building Alliances
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Sandvik • Driving Sustainability in an Engineering-Driven Company: Four Pillars and the Role of Measurability, Profitability, a Mind-Set Shift, and Partnering with Suppliers & Customers
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Panel: Sustainability and Circular Ecosystems: Partnering with Customers, Suppliers, and Alliances
Drinks on the premises
Abstract
Building Circular Business Models – Tying Circularity to Business Needs • Embedding Sustainability within the Organization – Empowering People and Building Communities of Practice • Building Competencies to Deliver on Circular Ambitions and Working Closely with Customers • Leveraging Lean Experimentation and Learning by Doing • Taking a Customer-Centric and Business Model Focused Approach • Making Sustainability Work at Scale • Building Alliances and Creating an Innovation Stream • Leveraging Eco-Design to Enable Circular Loops • Creating Incentives to Drive Circularity and Demonstrating the Win-Win for All • Driving User-Centricity and Organizing for It – Embedding User-Centric Teams within the Business • Engaging, Co-Designing and Iterating with Customers
Business Transformation with Digital, Data Analytics, & AI Developing an Organization & Culture for Digital Transformation; Creating Digital Business Models & Services; and Leveraging Data, Analytics & AI
Speakers:
DSM, Volvo Cars, IKEA, Nestlé, Linde Group, Baker Hughes
Agenda Outline
DSM • Digital Innovation and AI for New Business Models: How to Organize and How to Explore and Test Opportunities
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Roundtable Discussion I
Volvo Cars • Making Applied AI Work in a Large Corporation: Lessons Learned on the Maturity Journey
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Linde Group • The Digital Journey: Pivoting, Getting Buy-In from People in the Businesses, Working with Champions for Change, and Leveraging Agile & Design Thinking
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Roundtable Discussion II
Nestlé • Leveraging AI and a Product Mindset to Accelerate Nestlé’s Digital Transformation
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IKEA • Leveraging Design Thinking, Lean Startup and Agile to Create Meaningful Innovations In a Hybrid Physical-Digital Space
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Baker Hughes • Data, Talent, Culture: Key Elements and Pitfalls in Using AI In Industry
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Panel & Plenary Sharing
Drinks on the premises
Abstract
Creating Data-Based Business Models and Services • Organizing in Value Streams with Autonomous Teams • Working in an Agile Way and Applying Lean Startup and Design Thinking in a Mixed Physical and Digital Space • Building a Community from Four Historically Distinct and Siloed Business Units • Combining Different Data Sources to Create New Cross-Industry Use Cases • Reskilling and Upskilling the Workforce – and Recruiting the Right People from Outside • Embracing Agile Management Methods • Balancing Capabilities and Customer Needs to Create Meaningful Innovations • Aligning Business Units and Their Data Processing in a Multi-Divisional Company • Becoming More Agile and Driving Culture Change • Raising Awareness of AI’s Potential and Managing Expectations • Leveraging Ambidexterity to Both Deliver on Current Projects and Innovate • Managing the Complexity of the Interaction between Digital and Physical for Organizations with Physical Legacy
Digital Technologies & Startup Partnerships Embracing Digital Transformation and Emerging Technologies (e.g. AI, IoT, and Blockchain) for Innovation & Growth – and Collaborating with Digital Startups
Culture of Transformation, Resilience & Collaboration Engaging and Empowering the Workforce for Innovation & Digitalization, Breaking Down Silos, and Using Innovation for Resilience to External Shocks (e.g. Corona)
Startup Collaboration & Portfolio Management Leveraging External Startups for New Business Creation – and Managing Portfolios of Internal Innovation Projects and External Ventures
Culture of Internal and External Collaboration Nurturing a Culture of Collaboration for Cross-Company Innovation and for Assimilating External Technology
Strategic Foresight and Changing Customer Needs How can Companies Become Future-Ready? Using Foresighting, Analytics and Insights to Anticipate Customer Needs and Drive Innovation & Strategy
Emerging Technologies and Foresighting Leveraging AI, Blockchain, Quantum Computing, Internet of Things – and Using Tech Foresighting to Inform Innovation
Agenda Outline
DHL • Translating Trends into Action – and Leveraging Trend Reports for Open Innovation
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Roundtable Discussion I: Challenges & Insights in Emerging Technologies and Foresighting
Ericsson • The Journey of Building and Growing an AI and Automation Unit and Lessons Learned
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BMW Group • How to Leverage AI to Free up Time for Creative and Value Added Tasks in Manufacturing: Democratize AI and Create Use Cases You Control
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Lunch / Guided visit of the DHL Innovation Center
BASF • Foresighting and Tech Scouting: Identifying Trends to Inform Tech Scouting – and Evolving New Tech with External Partners and Internal Incubators
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Nestlé • Leveraging AI and a Product Mindset to Accelerate Nestlé’s Digital Transformation
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Deutsche Telekom • Leveraging Foresighting for Emerging Technologies – and Engaging the Ecosystem for New Tech Initiatives
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Panel and Plenary Sharing
Drinks on the premises
Abstract
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 Organizations for a Digital Future Building Organizational Capabilities for Renewal and Change to Address the Digital Revolution
Agenda Outline
DHL • Digitalization and COVID-19: What will the new normal look like, and how will we get there?
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Bosch • Achieving Real Transformation – Vision, Leadership, and Change Management Beyond the Cliché of ‘Transformation’
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Roundtable Discussion I: Issues of special interest on digital and organizational transformation
Lanxess • Taking the Digital Transformation Journey – and Creating a Separate Digital Venture in the Form of a Chemical Marketplace
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Covestro • A Digital Transformation Journey: How to Enter a Completely New Area within a Conservative Industry
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Lunch / Guided visit of the DHL Innovation Center
Deutsche Telekom • The Innovation HUB: A Skills-Based Organization With Six Chapters and a Mind-Set That Help Speed up Innovation and Culture Change
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Roundtable Discussion II: Selection of topics
Volvo Group • Navigating Digital Transformation: Hyper-Leadership, Change Management, Getting People on Board, and Mobilizing the Ecosystem
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P&G • Organizing for Digital, IoT, and AI: Team Structured Work, In-House Expertise, and Establishing Who Leads Amongst R&D, IT, Brands, and Business Units
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Panel and Plenary Sharing
Drinks on the premises
Abstract
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.
Circular Economy & Partnerships Building Circular Business Models and Leveraging the Ecosystem – and Identifying Opportunities for Cross-Industry Collaboration at the Event
Digital Transformation & Emerging Technologies Creating Digital Business Models – and Leveraging AI, 3D Printing and Blockchain
Business Model Innovation in Digital Ecosystems Doing Gamechanging Innovation within a Large Firm – and with External Digital Startups & Ecosystems; Creating Digital Businesses with IoT & Connected Products/Services
Agenda Outline
ENGIE • Even Big Companies can Innovate: Funding and Organizing for New Business Creation, Leveraging Startups, Spotting Weak Signals, and Embracing Digital Innovation
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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
Abstract
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
Customer Centric Innovation & Portfolio Management Making Customer-Informed Portfolio Decisions; Investing Beyond Prototypes for New Market Leadership; Using Customer Insights & Market Experiments for Innovation
Agenda Outline
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
Abstract
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
Circular Business Models and Ecosystems Building Circularity and Sustainability into Product & Service Innovation – and Forging Partnerships with Startups, Value Chain Partners, and Firms in Other Industries
Innovation Leadership & Agile Culture for Times of Change Leading Innovation during Uncertainty and Transformation – and Cultivating a Nimble and Agile Innovation Culture across the Company to Deal with Disruptions on Multiple Fronts
Business Building & Startup Partnerships Creating and Scaling New Businesses from Inside and with External Startups & Accelerators - Beyond Early Stage and Prototypes
Culture of Customer Centricity & Intrapreneurship Propagating Design Thinking, Lean Startup, and a Customer Centric Mindset for Disruptive Innovation and Experimentation
Business Model Innovation & Agile Organization Creating New (Digital) Business Models and Building an Agile Organization and Culture for the Age of Digitalization and Uncertainty
Agenda Outline
Abstract
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.
Ecosystems and Circular Business Models Creating Value with Innovation for Sustainability and Circular Business Models – and Leveraging Ecosystems for Innovation
Agenda Outline
Abstract
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.
Design Sprints for Innovation & Market Growth Using State of the Art Design Thinking & Rapid Prototyping Techniques to Learn about Customer Needs and to Speed up Innovation & Business Development
Circular & Sustainable Solutions and Partner Ecosystems Reshaping Products, Services, Supply Chains, and Cities for Circularity, Recycling, and Decarbonization; Leveraging Networks & Ecosystems; IP; Partnering at the Event
Innovation for Sustainability, Foresight & Sustainable Tech Envisioning, Combining, and Experimenting with New & Digital Technologies; Seeing the Megatrends; Leveraging Tech to Optimize Resource Use; Using Sustainable Materials
Digital Business Innovation with IoT, AI & 3D Printing Creating Value with Digital Innovation, AI and 3D Printing – Building and Implementing New Business Models and Use Cases
Agenda Outline
Abstract
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, Lean Startup & Agile Creating an Integrated Innovation Approach and Culture Using Elements of Design Thinking, Lean Startup, and Agile
Agenda Outline
Abstract
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.
People, Culture & Leadership for Digital Transformation Implementing an Agile Culture for a Digital World, Enabling People and Talent to Thrive, Training Leaders, and Adopting a Mindset of Fail, Learn, and Trust
Agenda Outline
Siemens • The Internet of Humans: Why People Matter in IoT Transformations
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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 Success
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Covestro • A Digital Transformation Journey: How to Enter a Completely New Area within a Conservative Industry
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Volvo Cars • Driving Agile Transformation with Behavior Change and Early Adopters
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Roundtable Discussion II: 1) Tools & Games for Ideation and Innovation in Teams (moderated by Adidas); 2) Selection of topics
Wärtsilä • Driving Digital Transformation through Culture – and Implications for Leadership
Speaker details
Panel and Plenary Sharing
Drinks on the premises
Abstract
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
From Technology Prototype to Scaling Business Scaling (Digital) Technologies from PoC and Creating Digital Services and New Business Models
Agenda Outline
Siemens • Building a New Business – a Startup Inside Siemens
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Bosch • Growing New Businesses in a Corporate Setting: Motivation, Approaches, and Lessons Learned
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Roundtable Discussion I: 1) Immature Business Plans and
Tetra Pak • Moving From PoC to Scaling Digital Business: Lessons Learned from Digital Initiatives within the Tetra Pak Services Business
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AkzoNobel • Incubating Digital Businesses from Prototype to Scaling – and Overcoming the Organizational Obstacles
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Roundtable Discussion II: 1) Evaluation of Business Models, moderated exercise; 2) Selection of topics
Sanofi • Collaborating with a Startup Accelerator, Clustering New Business Opportunities, and Introducing an Agile Approach to New Business Creation
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Wacker • Creating Tomorrow’s New Businesses in Silicon Valley
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Fireside Chat (with speakers from Sanofi and Wacker): Front End of Disruptive Innovation: Internal Startups in Silicon Valley & External Startups with Accelerator
Panel & Plenary sharing
Drinks on the premises
Abstract
Creating New Businesses and Digital Services: Developing and Incubating New Digital & Service-Based Businesses • Setting Up an Incubator to Drive Change and Prepare the Organization for the Future • Overcoming Organizational Challenges to Accelerating Digital Innovation • Involving Employees in Entrepreneurial Activities – from Bottom-Up to Top-Down Initiatives • Evaluating Business and Technology Readiness for a Clear Path Forward • Leveraging Tools for Digital Innovation and Servitization - from Innovation Story Canvas to Where to Play • Getting the Sales Department on Board with Digital Services • Tailoring the Approach to Projects Based on Topics and Proximity to the Core • Leveraging Machine Learning to Generate Data Streams and Develop APIs
Scaling New Businesses: Involving the Right People & Getting Leadership Support • Managing Adoption Challenges to Ensure Success • Measuring Progress & Making Evidence-Based Decisions • Focusing on Real User Problems – Learning & Iterating • Enabling a Continuous Loop of Creating PoCs – Accelerating and Rolling Out
Culture of Design Thinking & Innovation Instilling Design Thinking, Experimentation, and Agility into the Organization – and Rethinking Management Principles
Agenda Outline
Volvo Group • Applying Design Thinking in a Satellite Hub and Contributing to the Transformation of the Volvo Group
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Stanford University • Dancing With Ambiguity: What Every Company Tries Desperately to Avoid
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Roundtable Discussion I: Insights and challenges on Innovation Culture & Design Thinking
Amazon • Applying Human Centered Design in the Car and Balancing Safety and Engagement
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Nike • The Role of Agile Program Management for Bringing in Design Thinking Principles and Innovation to the Organization
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Intuit • Designing for Agile Delight! Customer Obsessed and Data Driven Innovation
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Roundtable Discussion II: 1) Exercise on Design for Delight and Measuring Agility in the Organization; 2) Selection of topics
Samsung NEXT • Reorienting The Design Thinking & Making Process for a Stronger Customer Journey
Speaker details
Philips • Defining the Roles of Multidisciplinary “Design Thinkers” and Full Stack Designers in the Process of Applying Human Centered Design Principles at Philips
Speaker details
Panel and Plenary Sharing
Drinks on the premises
Abstract
Implementing Inclusive and User-Centric Methodologies • Finding Ambassadors to Diffuse Design Thinking Throughout the Organization • Leveraging and Balancing Waterfall and Agile for User-Centric Solutions • Seeking Diverse Perspectives to Generate New Ideas • Creating Prototypes Early and Iterating Based on User Feedback • Using a Variety of Design Thinking Tools to Understand Consumer Needs & Journeys • Integrating Innovation Practices in Agile Implementation • Using NeuroDesign to Re-Design Teams’ Thinking and Performance • Navigating and Aligning with a Vast Number of Teams and Functions • Implementing a Four-Stage People-Centric Approach for Smart & Value-Creating Solutions • Design for Delight Process – From Deep Empathy to Rapid Experiments with Customers • Increasing Capacity & Speed of Design Sprints and Reviews • Slowly Evolving from a Design Service Function to Strategic Integration • Positioning a Design Thinking Mindset Versus Process-Thinking Within the Core Organization while Embracing Ambiguity
Gamechanging Innovation with Startups Plugging into Startup Ecosystems Effectively and Leveraging Silicon Valley to Boost Business Model Innovation and Transformation
Agenda Outline
Volvo Group • Corporate-Startup Innovation 101: A Playbook to Innovate With Startups in a Systematic and Purposeful Way
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Gore • Creating Opportunity and Growth Through Establishing a Silicon Valley Outpost and Leveraging an Ecosystem
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Roundtable Discussion I: Issues of Special Interest
SAP.iO • Strategically Collaborating with Startups to Meet Specific Business Needs Inside the Organization
Speaker details
Schneider Electric • Innovation at the Edge – Creating and Nurturing Disruptive Businesses
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Johnson & Johnson • Presentation title tba
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U.C. Berkeley • Working with Startups to Capture Value from Disruptive Innovation
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Roundtable Discussion II: 1) Exercise around self assessment and opportunity assessment using the Fit and Location Matrix (facilitated by UC Berkley speaker); 2) Selection of topics
Cisco • Startups and Corporates: Learning From Each Other to Co-Innovate, Win-Together and Prosper
Speaker details
Wrap Up
Drinks on the premises
Abstract
Building Blocks for Corporate-Startup Innovation • Identifying the Most Promising Ideas and Transforming Them into Full-Fledged Business Plans • Building the Right Teams That Can Successfully Execute & Accelerate Business Plans • Engaging Key Stakeholders & Business Lines to Ensure Strategic Alignment with the Core • Finding the Right People for Successful Startup Collaboration • Strategies & Management Practices to Create Win-Win Outcomes for All Stakeholders in a Complex Innovation Ecosystem • Frontloading Riskiest Assumption Testing for Informed Decision-Making • Creating Quick Wins & Effectively Communicating the Value Throughout the Organization • Management Framework to Assess Organization’s Strategies & Capabilities to Execute Against Challenges • Establishing Tangible and Intangible KPIs & Metrics • Using a Diverse Committee to Select the Best Startups • Creating Focused Programs for Strategic Startup Partnerships • Running an Effective Innovation Outpost for Outside-In & Inside-Out Tech Exchange with Startups • Leveraging Global Innovation Programs to Establish Diverse Partnerships for Gamechanging Solutions
Internal & External Startups for New Business Creation Supporting Intrapreneurs and Leveraging External Startups to Build New Business Models
Agenda Outline
Porgram will be available soon
Abstract
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.
Digital Transformation & Technology Trends Mastering Digital Innovation with IoT & AI and Transforming the Organization
Agenda Outline
Porgram will be available soon
Abstract
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.
