Hosted by leading companies, our workshops are designed to enable in-depth knowledge exchange and dialogue between attendees, focusing on challenges of their interest and how to implement specific HR and innovation practices in their firms.
Each workshop is attended by 120-180 corporate participants and includes:
Presentations by executive speakers and industry experts
Immersive roundtable discussions on selected topics
Informal networking breaks to build connections
Speakers:
Holcim, Philips, Boehringer Ingelheim, Konica Minolta, GE, Siemens, Bosch
Holcim • Leveraging the Iterative Simplicity of Design Thinking, Lean, and Agile – and Learning from Startups
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Philips • Leveraging Design Thinking & Lean Startup for Venturing & New Business Creation – The Framework, Involving Customers Early & Lessons Learned
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Roundtable Discussion I
Boehringer Ingelheim • Agile Journey: Focusing on the Mindset and Principles, Collaborating Across Silos, and Leveraging Design Thinking & Lean Startup
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Konica Minolta • The Journey of Creating a CustomerCentered R&D Unit - Building Relationship Networks, Collaborating with Customers & Lessons Learned
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GE • The Best of Many Worlds: Combining Elements of Lean, Design Thinking, and Agile in the Digital Industry
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Roundtable Discussion II
Siemens | Bosch • Integrating Design Thinking, Lean and Agile – Learning and Failing Fast
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Schaeffler • Bringing Design Thinking, Data and AI Together – Fostering Collaboration and the Evolving Role of User Experience
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Fireside Chat, Plenary Sharing & Wrap Up
Drinks on the premises
Agility & Design Thinking: Driving Agility: from Emphasizing Mindsets to Focusing on People Aspects and Experiences • Using Agile to Accelerate Collaboration across the Organization and Its Silos • Supporting Leaders and Teams in Becoming Agile: Positioning Autonomy as Interdependence • Leveraging Design Thinking for Venturing • Creating a Customer-Centric R&D Unit: Collaborating Internally and with Customers
Experimentation: Driving Agility: From Emphasizing Mindsets to Focusing on People Aspects and Experiences • Using Agile to Accelerate Collaboration across the Organization and Its Silos • Supporting Leaders and Teams in Becoming Agile: Positioning Autonomy as Interdependence • Leveraging Design Thinking for Venturing • Creating a Customer-Centric R&D Unit: Collaborating Internally and with Customers
Talent Management: Managing Talent for the Digital Era • Identifying Profiles and Competences Necessary for Digital • New Competences Framework • Transforming the Workforce • Managing Gaps in Workforce Skills • Driving Engagement and Competencies Development • Glo-Local Operational Model • Diversity Filter • Virtual Recruitment • Building New Skills • Importance of Employer Branding
Performance Management: Dialogue-Oriented Performance Management • Agile Performance Management • Frequent Performance Touchpoints and Reviews • Addressing the Tunnel Effect • New Challenges with Lack of Direct Insight and Remote Implementation of Transformation
Speakers:
Shell, BSH Group, Siemens, Philips, Bosch
Shell • Powering Progress with an Ambidextrous Approach to Innovation
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Roundtable Discussion I
BSH Group • Agile Transformation Journey – Delivering for the Business and the People, Leveraging the Spotify Model and Lessons Learned
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Siemens • Intrapreneurs Bootcamp: Developing Serial Intrapreneurs and a Culture of Innovation and Intrapreneurship/Corporate Entrepreneurship
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Philips • The Process, People, and Workspace for New Business Creation – Exploring New Areas & Partnering with Startups
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Roundtable Discussion II
Bosch • Accelerating a New Venture in a Large Firm and Leveraging External Partners
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Panel & Plenary Sharing
Drinks on the premises
Ambidexterity & New Business Creation: Leveraging Ambidexterity to Develop New Technologies and Business Models • Building the Right Environment and Embedding a Startup Mindset for New Business Creation • Creating and Growing Serial Intrapreneurs at Scale • Building Internal Ventures: from Bypassing Legacy Processes to KPIs and Independence • Taking a Venture Board’s Perspective to Accelerate New Venture Validation • Leveraging External Collaboration for Joint Value Creation • Evolving the Startup Collaboration Approach and Integrating External Innovation • Enabling Closeness and Co-creation with Customers
Agility & Leadership: The Role of Ambidextrous Leadership in Delivering Transformational Strategy • Using the Spotify Model to Separate Content Leadership from People Development • Driving Agile: from Accelerating Delivery to Enabling Collaboration and Integrating Capabilities • Fostering Growth Mindset and a Transformation Culture of Innovation Leadership
Speakers:
Henkel, Tetra Pak
Henkel • The Journey and Learnings of a Corporate-Startup Collaboration for Industry 4.0 – and Fostering the Right Culture and Leadership for Collaboration and Customer Centricity
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Tetra Pak • Driving Change: Amplifying Customer Voice, Enabling the Leaders to Empower People
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Roundtable Discussion I
Full program TBA
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
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
Speakers:
GE, Volkswagen, Bayer, Lufthansa, Manchester Univ.
GE • Transforming a Behemoth – Changing Course and Culture, and Implementing Lean Beyond the Factory Floor
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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.
Speakers:
P&G, DB Schenker, Logitech, Siemens Energy, Deutsche Post DHL Group
P&G • Culture and Transformation: The Approach to Enable Transformation, Ingrain Change in the Culture & Lessons Learned
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DB Schenker • Setting up Agile HR to Drive Culture Transformation
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Roundtable Discussion I: Insights and challenges
Siemens Energy • Driving Transformation Internally: Working Top Down, Bottom Up and Making Middle Managers the Backbone of Change: Lessons Learned
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Logitech • Taking a People-Driven Approach to Transformation
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Roundtable Discussion II
Deutsche Post DHL Group • Lessons Learned in Driving Culture Change & Getting Buy-In
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Panel & Plenary Sharing
Drinks on the premises
Speakers:
Evonik, Spotify, Siemens, Deutsche Telekom, ThyssenKrupp
Evonik • From Innovator to Incubator: Using an Agile Approach to Dealing with Uncertainty with the Discovery, Incubation, and Acceleration Process
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Roundtable Discussion I
Deutsche Telekom • The Innovation HUB: A Skills-Based Organization with a Mindset and Leadership to Speed up Innovation, Build Collaborative Culture and Empower People
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Spotify • The Five Pillars of Leadership for Amplifying Agility and Learning – Creating Patterns for a New Reality, Building on Psychological Safety
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ThyssenKrupp • Engaging Leadership in Digital Transformation, Managing Change & Working Agile
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Roundtable Discussion II
Siemens • Fostering Agile Mindsets and Leadership – Anchoring New Behaviors and Ways of Thinking & Acting
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Panel & Plenary Sharing
Drinks on the Premises
Agile Culture: Leveraging Agile to Manage Uncertainty in Innovation: from Discovery to Acceleration • Building a Culture and Organization for Flexibility and Digital Transformation • Organizing around Skills: Creating Six Chapters to Staff People into Projects Where They Fit Best • Managing Challenges in Driving Transformation: from Resistance to Mindset • Building a Feedback Culture with Openness and Transparency & Changing the Ways of Working • Facilitating Collaboration and Cross-Pollination through Training Everyone to Work Agile • Setting up an Interaction Model to Enable Digital Unit to Work in Partnership with the Business • Bringing Down Silos by Rotating People between Projects • Using Digitally Enabled Initiatives to Drive Communication across Hierarchies
Leadership: The Five Pillars of Leadership for Amplifying Agility and Learning • Leveraging Paired Leaders to Provide Management Services to Autonomous Teams • Building and Expanding on Psychological Safety to Lead with Impact • Changing the Ways of Leading and Empowering People • Overcoming Leadership’s Resistance to Change through Diverse Initiatives
Speakers:
Samsung, P&G, Google, BP, Lloyds Bank, Rolls-Royce
Lloyds Bank • Doing Things Differently: Helping People through Change, Creating a Safe Environment, and Fostering a Culture of Experimentation and Customer Orientation
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Roundtable Discussion I
Google • Creating a Culture of Innovation and Experimentation – Mindset, Thinking Frameworks & Principles
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Samsung • Transforming for Compelling Customer Experience: Leveraging Consumer Insights to Effectuate Customer-Centric Culture
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Roundtable Discussion II
P&G • Leveraging Storytelling & Jobs-to-Be-Done to Create Irresistible Customer Experiences and Drive a Culture of Customer Centricity & Collaboration
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Rolls-Royce • Driving A Culture of Digital, Collaboration and Customer Centricity
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BP • Fostering a Culture of Experimentation and Customer-Centric Innovation
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Panel & Plenary Sharing
Drinks on the premises
Customer Centricity: Leveraging Customer Insights to Facilitate Cultural & Organizational Change • The ‘People-Places-Practice = Outcome’ Formula to Drive User Centricity • Getting Buy-in and Bringing People on the Journey Step-By-Step to Effectuate Change • The Three Key Elements to Driving a Customer-Centric Culture • Addressing Challenges from Culture and Silos to Corporate Tradition and Language • Defining and Reorganizing around Customer Experiences • Leveraging Storytelling and Jobs-To-Be-Done to Better Grasp Consumer Behaviors & Attitudes
Experimentation & Collaboration: Creating a Psychologically Safe Environment to Drive Learning and Experimentation • Fostering a Culture of Leadership and Mutual Trust Across the Organization • Enabling Legacy Teams to Become Comfortable with Failure • Supporting People to Work in Agile Ways and Leverage New Tools and Technologies • Driving Collaboration across All Levels: From Functions to Businesses to Departments • Building Collaborative Communities and Creating Multifunctional Teams
Speakers:
HUGO BOSS, Philips, LEGO, Swarovski, Novo Nordisk, Expedia Group
HUGO BOSS • Managing Strategy Execution: A Consumer-Centric Growth Culture to Foster Innovation
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Philips • Innovating for Customer Centricity: Avoiding Pitfalls and Embedding a Deep Sense of Customer Centricity
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Roundtable Discussion I: Choice between: 1) Building Profitability into Value Propositions from the Concept Phase, facilitated by Philips speaker; 2) Topics of choice
The LEGO Group • The Leadership Playground – Invigorating the Culture, Leading through Play and Fostering Focused, Brave, and Curious Behaviors
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Swarovski • Key Learnings on Driving Culture Change & Transformation – And the Role of Leadership
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Roundtable Discussion II: Choice between: 1) Design Thinking Crash Course – Launching Design Thinking In Your Organization & Effectively Training Mindsets, exercise facilitated by Novo Nordisk speaker; 2) Topics of choice
Novo Nordisk • Design Thinking Journey: Adapting the Method to Fit the Organization’s Culture & Needs – and Lessons Learned
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Expedia Group • Design-Driven Innovation
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Panel & Plenary Sharing
Drinks on the Premises
Building a Consumer-Centric Growth Culture to Foster Innovation • Innovating for Customer Centricity: From Need-Based Segmentation to Value Demonstration • Embedding a Deep Sense of Customer Centricity to Avoid Complex Low-Value Solutions • Leaders’ Role in Change Initiatives: From Playing an Active Part to Embracing the Effect • Driving Change in a Business Unit Based on Innovation Processes to Deliver Better Results Faster • Empowering People to Manage Innovation Portfolio in a Strict but Consistent Way • Driving the Iterative Approach to Innovation & Balancing Structure with Uncertainty • Building and Managing a Global Design Team • Enabling Teams to Develop Solutions Fast and without Customer Interaction during COVID-19 • Leveraging Design Swarms for Dispersed Teams: Key Components & Contrast with Design Sprints
Speakers:
Bosch, Mercedes-Benz, Allianz, MSD, Volkswagen, Siemens, Toyota Connected
Mercedes-Benz • Leveraging Lean and Agile to Accelerate Development – Transforming Ways of Working and Adapting the Culture
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MSD Merck Sharp & Dohme • Scaling Agile: Modeling Agile Leadership and 10 Transformational Steps for Successful Adoption
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Roundtable Discussion I: Choice between: 1) 10 Agile Transformation Steps, facilitated by MSD; 2) Topics of choice
Siemens • Fostering Agile Mindsets and Leadership: Anchoring New Behaviors and Ways of Thinking & Acting
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Bosch • Attracting, Retaining and Developing Digital Talent
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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: Insights & challenges
Allianz • The Agile at Scale Metamorphosis & Psychological Safety
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Toyota Connected Europe | + more • Panel & Plenary Sharing
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Drinks on the premises
Lean & Agile: Bringing Agile Ways of Working to a Non-agile Environment and Setting up Cross-Functional Teams • Building on Existing Agile Aspects of Diverse Cultures to Drive Scale • Creating the Structure to Bridge Agile with Non-Agile • Moving to Macro-Agility with Ten Key Transformational Steps • Modeling Agile Leadership: Identifying Tangible Behaviors and Principles • Supporting Leaders to Transition to Agile and Anchoring New Behaviors and Ways of Thinking • Taking an Integrative Approach to Combining Design Thinking with Lean Startup and Agile
Talent: Adapting Ways of Working and Creating the Right Environment to Attract Talent • Driving Five Remote Work Themes to Enable Lifestyle Autonomy • Translating the Culture to a Remote Environment and Bringing Dispersed People Together • Fostering Talent Development: Upskilling and Reskilling People from Inside
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