Workshops 2021-2022
Interactive corporate-only events hosted by leading global companie
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 & External Startups for Radical Innovation Creating New Businesses Inside the Company and Working with Startups to Build Opportunities Beyond the Core
Presentations by:
Porsche, Shell, Husqvarna, Roche, Grundfos, Innovation Center DK
Agenda Outline
Innovation Centre Denmark (ICDK) • Corporate Startup Collaboration: Models and Anecdotes from Israel and other Countries
Speaker details
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: Issues of special interest
Porsche Forward31 • Company Building Beyond the Core: Working Eye-Level With External Entrepreneurs
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Porsche Forward31 • Fireside Chat: Corporate-Startup Partnerships
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Grundfos • Setting Up an Innovation Lab for Radical and Sustainable Innovation – and Using a Focused and Iterative Approach for Internal Startups
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Roundtable Discussion II: Selection of topics
Husqvarna Group • Accelerated Innovation Unit: Working with Robotics Startups for New Business Creation
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Roche • Boosting Intrapreneurship in a Corporate Environment and Partnering with the External Ecosystem
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Wrap Up
Drinks on the premises
Program will be available soon.
Digital Innovation & the Role of Data, Analytics, and AI Leveraging Digital Technologies and Data for Innovation – Consolidating Data (the New Gold) and Employing Analytics & AI to Create Customer Value
Business Model Innovation in the Digital Era Creating New Businesses Using Digital and IoT – and Organizing for Internal & External Startups
Presentations by:
ENGIE, Konica Minolta, Bosch, Volvo Car Mobility, Volkswagen, New Design University
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 Balanced, Customer Oriented, and Agile Portfolio Decisions – and Leveraging Customer Insights and Market Experiments for Innovation
Presentations by:
ENGIE, Philips, Solvay, Danone, P&G
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
Emerging Technologies and Foresighting Leveraging AI, Blockchain, Quantum Computing, Internet of Things – and Using Tech Foresighting to Inform Innovation
Presentations by:
DHL, BMW, Google, Ericsson, Nestlé, BASF, Deutsche Telekom
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
Presentations by:
DHL, Bosch, Lanxess, Covestro, Deutsche Telekom, Volvo Group, P&G
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 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
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
Presentations by:
Siemens, Volvo Cars, Airbus, Adidas, Covestro, Wärtsilä
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
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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
Presentations by:
Siemens, Tetra Pak, Bosch, AkzoNobel, Wacker, Sanofi
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
Sustainability and the Role of Ecosystems Putting Sustainability and Circularity at the Heart of Innovation – and Leveraging External Ecosystems for This
Presentations by:
BNP Paribas, Dell, IKEA, L'Oréal, DSM, Univ. Manchester
Agenda Outline
BNP Paribas • Sustainability Transformation: Quantifying CSR Commitments on Four Pillars and Innovating Solutions to Contribute Positively to Society
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DSM • Taking an Integrative and Purpose-Led Approach to Sustainable and Circular Economy Driven Innovation
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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 Future
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University of Manchester • The Promises and Paradoxes of Innovation for Sustainability
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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 Startups
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Dell Technologies • Innovating for Sustainability and Circularity: Moving from Intrapreneurship toward a Culture of Sustainable Innovation
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Panel & Plenary Sharing
Drinks on the premises
Abstract
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.
Customer Insights & Engagement for Innovation and Growth Tapping into Shifting Customer Needs, Analyzing Behavior, and Co-Creating to Deliver Great Experiences and Value for Growth and Ambitious Innovation
Agenda Outline
Ericsson • Leading Towards Business Agility
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Manchester Business School • Creating the Environment for Innovation Through Agile Leadership: Learning, Experimentation and Collaboration to Innovate in an Age of Uncertainty
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Roundtable Discussion I: 1) 8 ways to scale agile; 2) Insights and challenges in leadership for innovation, agile and transformation; 3) Selection of topics
Thales • ‘Transformation’ – Lessons From Experience; A Systemic View and the Role of Leadership in Complex Organisations
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Bosch • Agile Transformation Journey: Establishing New Ways of Leadership, Collaboration and Organization
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Roundtable Discussion II: 1) Applying the systemic approach, exercise by Adrian Terry; 2) How to find the right approach, exercise by Hendrik Esser; 3) Selection of topics
BP • Driving Agility and New Ways of Working for Digital Transformation – and Adapting Leadership Principles
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Continental • Taking a Holistic and Purpose- Driven Approach to Transformation, Adapting Leadership Principles, and Driving Agile
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Plenary Sharing
Drinks on the premises
Abstract
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
Internal & External Startups for New Business Creation Supporting Intrapreneurs and Leveraging External Startups to Build New Business Models
Presentations by:
Microsoft for Startups, BMW, CEIBS, Merck, Philips, Covestro
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 & Digital Startups Mastering Digital Innovation – Transforming the Organization and Leveraging the Startup Ecosystem
Presentations by:
Airbus, Michelin, Sanofi, EDF, Porsche, Philips
Agenda Outline
Porgram will be available soon
Abstract
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.
Culture of Design Thinking & Innovation Instilling Design Thinking, Experimentation, and Agility into the Organization – and Rethinking Management Principles
Presentations by:
Volvo, Amazon, Nike, Samsung, Philips, Intuit, Stanford University
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
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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
Presentations by:
Volvo, Cisco, Gore, SAP, Schneider Electric, J&J, UC Berkeley
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
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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
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.
Digital Business Model Innovation & Incubation Building Ambidextrous Innovation and Lean Startup Capabilities for New Business Creation and Digital Transformation
Customer Centric Culture & Innovation Leadership Engendering Culture and Leadership for Customer Centric Innovation and for Collboration and Creativity in an Era of Remote Work and New Ways of Working
Internal and External Startups & Ecosystems Creating New Businesses Inside the Company and Working with External Startups, Ecosystems, and Universities to Boost 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
AI, IoT, and Digital Service Models – and the Role of UX Leveraging AI and IoT, Moving Beyond Products into Services & Software-Oriented Biz Models, Understanding UX, and Identifying Profitable Value Propositions
Working Lean & Agile and Attracting Digital Talent Creating a Lean & Agile Culture with MVP Experiments – and Attracting Talented Software Engineers with the Right Infrastructure and Opportunities
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)
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
Digital Business Innovation with IoT, AI & 3D Printing Creating Value with Digital Innovation, AI and 3D Printing – Identifying 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.
