Highly interactive peer-to-peer events hosted by leading global companies
Workshops
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
We plan to run our physical HR events again from Q2 2021. Please check this page again from October 2020 to see the updated calendar of upcoming events
workshops
HR-Exclusive Workshops • events specifically for corporate HR professionals on the latest human resource topics
Innovation & HR Workshops • events on culture, leadership & agile together with our unique community of corporate innovation executives
Culture of Transformation, Resilience & CollaborationEngaging and Empowering the Workforce for Innovation & Digitalization, Breaking Down Silos, and Using Innovation for Resilience to External Shocks (e.g. Corona)
Culture of Internal and External CollaborationNurturing a Culture of Collaboration for Cross-Company Innovation and for Assimilating External Technology
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.
Agenda Outline
DHL • Digitalization and COVID-19: What will the new normal look like, and how will we get there? Speaker details
Bosch • Achieving Real Transformation – Vision, Leadership, and Change Management Beyond the Cliché of ‘Transformation’ Speaker details
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 Speaker details
Covestro • A Digital Transformation Journey: How to Enter a Completely New Area within a Conservative Industry Speaker details
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 Speaker details
Roundtable Discussion II: Selection of topics
Volvo Group • Navigating Digital Transformation: Hyper-Leadership, Change Management, Getting People on Board, and Mobilizing the Ecosystem Speaker details
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 Speaker details
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.
Innovation Leadership & Agile Culture for Times of ChangeLeading Innovation during Uncertainty and Transformation – and Cultivating a Nimble and Agile Innovation Culture across the Company to Deal with Disruptions on Multiple Fronts
Culture of Customer Centricity & IntrapreneurshipPropagating Design Thinking, Lean Startup, and a Customer Centric Mindset for Disruptive Innovation and Experimentation
Business Model Innovation & Agile OrganizationCreating New (Digital) Business Models and Building an Agile Organization and Culture for the Age of Digitalization and Uncertainty
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.
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.
Future-Proof Talent & Performance ManagementAttracting Great Talent and Cultivating a Diverse, Engaged and Innovative Workforce to Drive a High-Performance Culture
People, Culture & Leadership for Digital TransformationImplementing an Agile Culture for a Digital World, Enabling People and Talent to Thrive, Training Leaders, and Adopting a Mindset of Fail, Learn, and Trust
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
Agenda Outline
Siemens • The Internet of Humans: Why People Matter in IoT Transformations Speaker 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 Success Speaker details
Covestro • A Digital Transformation Journey: How to Enter a Completely New Area within a Conservative Industry Speaker details
Volvo Cars • Driving Agile Transformation with Behavior Change and Early Adopters Speaker details
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
Culture of Design Thinking & InnovationInstilling Design Thinking, Experimentation, and Agility into the Organization – and Rethinking Management Principles
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
Agenda Outline
Volvo Group • Applying Design Thinking in a Satellite Hub and Contributing to the Transformation of the Volvo Group Speaker details
Stanford University • Dancing With Ambiguity: What Every Company Tries Desperately to Avoid Speaker details
Roundtable Discussion I: Insights and challenges on Innovation Culture & Design Thinking
Amazon • Applying Human Centered Design in the Car and Balancing Safety and Engagement Speaker details
Nike • The Role of Agile Program Management for Bringing in Design Thinking Principles and Innovation to the Organization Speaker details
Intuit • Designing for Agile Delight! Customer Obsessed and Data Driven Innovation Speaker details
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
Customer Centric Culture & Innovation LeadershipEngendering Culture and Leadership for Customer Centric Innovation and for Collaboration and Creativity in an Era of Remote Work and New Ways of Working
Change Management & Culture TransformationThe Role of HR in Enabling a New Culture, Organizational Design, and Leadership Principles for Agility, Customer Centricity, Resilience, and Purpose-Driven Work
New Ways of Working: Mindset, Organization & LeadershipBuilding Change-Ready and Agile Organizations – and Preparing Employees and Leaders for the Future of Work and the Gig Economy
Speakers: AkzoNobel, Siemens, Bosch, Signify, University of Oxford
Building Change-Ready Organizations: Building Skills and Experiences beyond Job Titles and Hierarchies • Three-Step Approach to Taking the Organization Towards the Future of Work • Building an Organization-Wide Network and Community for Driving Transformation • Leadership Development Strategy to Ensure That Leaders Can Motivate and Help Employees Grow • The Strategy to Link Jobs to Skills • Enabling Employees to Take on Diverse Projects to Gain New Experiences and Skills – and Drive Mobility • How the Rise of Algorithmic Management Can Revolutionize Workplaces Across Industries • Leveraging Technologies to Facilitate Learning and Career Development
Agile: Managing Paradigm Change and Culture Shock to Adopt Agile Working in a Corporate Environment • How HR Can Support the Organization and First Movers to Foster Agile Collaboration and Mindset • Building Agile Capabilities at Scale
Siemens • Establishing the “Future of Work” in a Corporate Organization – A Case Study by Siemens Speaker details
Roundtable Discussion I: 1) How to Do #FutureOfWork with Your Organization, exercise by Siemens; 2) Selection of topics
Bosch • The Agile Journey: Paradigm Change, Culture Shock, Self-organized Teams & Changing Leadership Roles Speaker details
Roundtable Discussion II: 1) Enterprise Transformation Gameplan, exercise by Bosch; 2) Selection of topics
Signify • Developing Future-Ready Careers: Building Skills and Experiences, Leveraging Technology and the Role of Leadership Speaker details
University of Oxford • Key Lessons from the Gig Economy for the Future of Work Speaker details
Panel and Plenary Sharing
Drinks on the premises
Abstract
Building Change-Ready Organizations: Building Skills and Experiences beyond Job Titles and Hierarchies • Three-Step Approach to Taking the Organization Towards the Future of Work • Building an Organization-Wide Network and Community for Driving Transformation • Leadership Development Strategy to Ensure That Leaders Can Motivate and Help Employees Grow • The Strategy to Link Jobs to Skills • Enabling Employees to Take on Diverse Projects to Gain New Experiences and Skills – and Drive Mobility • How the Rise of Algorithmic Management Can Revolutionize Workplaces Across Industries • Leveraging Technologies to Facilitate Learning and Career Development
Agile: Managing Paradigm Change and Culture Shock to Adopt Agile Working in a Corporate Environment • How HR Can Support the Organization and First Movers to Foster Agile Collaboration and Mindset • Building Agile Capabilities at Scale
Working Lean & Agile and Attracting Digital TalentCreating a Lean & Agile Culture with MVP Experiments – and Attracting Talented Software Engineers with the Right Infrastructure and Opportunities
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.
Agenda Outline
GE • Transforming a Behemoth – Changing Course and Culture, and Implementing Lean Beyond the Factory Floor Speaker details
Alliance Manchester Business School • How Agile Leadership Can Transform Your Business: A Blueprint for Change in Our Digital Age Speaker details
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 Speaker details
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 Speaker 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 Improv Speaker details
Abstract
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.
HR Summit Fall 2021
Copenhagen 9-11 November
Join 3 highly interactive days for corporate HR professionals – and get access also to the Innovation Roundtable® Summit, the world’s largest gathering of innovation executives from multinational companies
