Member companies of the Marketing Innovation Roundtable® network will be able to select and join two kind of hosted workshops:
Events attended exclusively by corporate marketing professionals, focusing on marketing-specific topics
Events on design thinking, customer centricity, and digital, also attended by members of our unique community of corporate innovation executives
Speakers:
Danone, BP, Siemens Energy, Siemens, IKEA
Danone • Driving Consumer Centricity to Design Healthy Superior Innovations
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Roundtable Discussion
Siemens Energy • Getting Comfortable with the Uncomfortable: Making the Shift to Subscriptions and Co-Creating with Customers
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BP • Democratizing Customer Centricity and Human-Centric Design: Adapting Metrics and the Role of Leadership
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Siemens • Moving from Tech Focus to Customer Centric Approach: Co-Visioning with Customers and Building Internal Startups
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Roundtable Discussion
IKEA • Democratizing Research: Building a Platform to Visualize and Understand People’s Lives
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Panel & Plenary Sharing
Drinks on the premises
Speakers:
Philips, P&G, IKEA, Siemens, STIHL, Linde
Propagating Design Thinking, Lean Startup, and a Customer Centric Mindset for Disruptive Innovation and Experimentation • Bringing Multifunctional Teams Together for Consumer-Centric Innovation • Leveraging Storytelling to Understand Consumers’ Behaviors and Attitudes • Combining Lean Startup, Design Thinking, and Agile for Disruptive & Customer-Centric Innovation • Driving User-Centricity within It and Digital: And Converting Skeptics along the Way • Building Data Design Capability in a Tech-Driven Firm: Integrating Human Qualities in AI Solutions • Developing Meaningful Experiences around AI and Data • Key Elements for Development and User Adoption of Design-Centric AI Solutions at Scale • Applying a Consumer-Centric Approach Internally to Drive Innovation and Experimentation • Driving a Culture of Intrapreneurship: Building Creative Confidence in Multi-Disciplinary Teams • Encouraging Teams to Share Openly and Fail Frequently While Building Their Way to Success
Philips • Leveraging Design Thinking to Develop Meaningful and UX-Driven AI Solutions
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Roundtable Discussion I
P&G • Driving a Culture of Innovation and Consumer Centricity – and Leveraging Design Thinking, Lean, and Agile
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IKEA | Philips | P&G • Panel
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Siemens • Intrapreneurs Bootcamp: Developing Serial Intrapreneurs and a Culture of Intrapreneurship
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Roundtable Discussion II
Linde Engineering • Integrating User-Centricity in Development and Driving an Entrepreneurial Culture for Mass Innovation
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STIHL • Leveraging Design Thinking for Strategic and Customer-Centric Innovation
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Panel & Plenary Sharing
Propagating Design Thinking, Lean Startup, and a Customer Centric Mindset for Disruptive Innovation and Experimentation • Bringing Multifunctional Teams Together for Consumer-Centric Innovation • Leveraging Storytelling to Understand Consumers’ Behaviors and Attitudes • Combining Lean Startup, Design Thinking, and Agile for Disruptive & Customer-Centric Innovation • Driving User-Centricity within It and Digital: And Converting Skeptics along the Way • Building Data Design Capability in a Tech-Driven Firm: Integrating Human Qualities in AI Solutions • Developing Meaningful Experiences around AI and Data • Key Elements for Development and User Adoption of Design-Centric AI Solutions at Scale • Applying a Consumer-Centric Approach Internally to Drive Innovation and Experimentation • Driving a Culture of Intrapreneurship: Building Creative Confidence in Multi-Disciplinary Teams • Encouraging Teams to Share Openly and Fail Frequently While Building Their Way to Success
Speakers:
Samsung, P&G, Google, BP, Lloyds Bank, Rolls-Royce
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
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
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
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:
Volvo Group, PayPal, Lyft, Campbell Soup Company, IBM, Philips
Using Advanced Sensory Design Methods • Leveraging Design Thinking to Drive Customer Centricity: Providing Tolls & Guidance • Applying Radical Empathy to Both Internal Teams and End Users to Minimize Hierarchy • The Four Stages of Co-create Approach: From Discover and Frame to Ideate and Build • Scaling Product and Design Insights to Inform Innovation in a Productive Way • Creating a Collaborative Space to Drive Innovation and a Culture of Exploration • Building Agile and Nimble Development Teams • Enabling Collaboration with Horizontal Feedback • Shifting Mindsets from Product to Services: Building a Roadmap and Knowledge Base • Taking a Top-down and Bottom-up Approach to Drive Change Successfully • Innovating with Three Drivers: From ‘Speed to Insight’ to ‘Speed to Execution’ • Building a New Product Development Life-Cycle Model
Volvo Group • Utilizing Design to Affect Organizational Change
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Roundtable Discussion I: Insights and challenges on Innovation Culture & Design Thinking
Campbell Soup Company • Transformational Innovation Processes Hardwired into a 150-year Old Company
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Lyft • Designing User-Centric Future Experiences for Autonomous Riders
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PayPal • Leveraging Design Thinking and Building a Customer-Centric Culture
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Roundtable Discussion II: Choice between: 1) Future Scenario: The Future of Digital Currency, exercise facilitated by Laura Ward (PayPal); 2) Topics of choice
IBM • Building Tiger Teams to Accelerate Product Development
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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
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Panel and Plenary Sharing
Drinks on the premises
Using Advanced Sensory Design Methods • Leveraging Design Thinking to Drive Customer Centricity: Providing Tolls & Guidance • Applying Radical Empathy to Both Internal Teams and End Users to Minimize Hierarchy • The Four Stages of Co-create Approach: From Discover and Frame to Ideate and Build • Scaling Product and Design Insights to Inform Innovation in a Productive Way • Creating a Collaborative Space to Drive Innovation and a Culture of Exploration • Building Agile and Nimble Development Teams • Enabling Collaboration with Horizontal Feedback • Shifting Mindsets from Product to Services: Building a Roadmap and Knowledge Base • Taking a Top-down and Bottom-up Approach to Drive Change Successfully • Innovating with Three Drivers: From ‘Speed to Insight’ to ‘Speed to Execution’ • Building a New Product Development Life-Cycle Model
Speakers:
ENGIE, Dow, P&G, Philips, DuPont, Siemens Energy
Shifting to Circular Models of Consumption • Getting Buy-in and Embedding Sustainability into the Organization’s DNA • Empowering Employees to Integrate Sustainability into Their Daily Work • Three Key Learnings on Engaging Successfully on Internal and External Fronts • Collaborating with Customers and Using Customer Insights to Inform the Innovation Pipeline • Transforming Business Models to Become More Circular and Managing Challenges • Decarbonizing Effectively: From Mapping the Footprint to Pricing and Budgeting • Addressing the Hard Problem of Collecting Plastic Waste: And Quality and Quantity Issues • Collaborating with Diverse External Partners and Managing the Differences in Dynamics • Changing City Systems to Circularity: Aligning the Ecosystem to Drive the Transition • Leveraging Blended Financing to Make Waste Management Systems Financially Viable
ENGIE • Towards Net-Zero - Lessons Learned on Collaborating with Customers on Reducing Emissions
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Roundtable Discussion I: Insights & challenges
Dow • Transitioning Towards Circular Business Models, Partnering and Leveraging Blended Financing
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Philips • Creating a Movement to Scale Circular Innovation
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P&G • Towards Circular Consumption Models & Creating a Systems Change – Insights and Challenges on Engaging Internally and Externally
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Roundtable Discussion II: Collaborative Marketplace
DuPont • Driving Innovation for Sustainability: Motivating People Internally and Engaging Customers
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Siemens Energy • Towards Effective Decarbonization: Reducing Carbon Footprint in the Energy System
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Panel & Plenary Sharing
Drinks on the premises
Shifting to Circular Models of Consumption • Getting Buy-in and Embedding Sustainability into the Organization’s DNA • Empowering Employees to Integrate Sustainability into Their Daily Work • Three Key Learnings on Engaging Successfully on Internal and External Fronts • Collaborating with Customers and Using Customer Insights to Inform the Innovation Pipeline • Transforming Business Models to Become More Circular and Managing Challenges • Decarbonizing Effectively: From Mapping the Footprint to Pricing and Budgeting • Addressing the Hard Problem of Collecting Plastic Waste: And Quality and Quantity Issues • Collaborating with Diverse External Partners and Managing the Differences in Dynamics • Changing City Systems to Circularity: Aligning the Ecosystem to Drive the Transition • Leveraging Blended Financing to Make Waste Management Systems Financially Viable
Speakers:
ENGIE, Solvay, Philips, Airbus, Danone, Volkswagen
Overcoming Tech Focus: Fostering Customer Centricity and Business Orientation • Creating a Cultural Shift with Three Focus Areas – From Pioneer to Maker Mindset • Combining Deep Scientific Developments with Customer-Validated Market Insights • Using Strategy and Real Customer Needs to Drive Portfolio Choices • Making Balanced Portfolio Decisions and Ensuring Agility in Executing Portfolio Choices • Applying Agile in an Industrial Environment with Longer Development Cycle Times • Balancing Investments in the Core versus New Business • Taking a Lean Startup Approach for Digital Services • Working In Multifunctional Teams
ENGIE • Portfolio Management at the Service of the Energy Transition
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Roundtable Discussion I: Issues of Special Interest
Solvay • Portfolio Management: Leveraging Agility and Customer-Validated Insights for Breakthrough Innovation
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Philips • Needs-Driven Innovation Portfolio: Balancing Core vs. New Business
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Airbus • The Challenges to Becoming Customer Centric – Dealing with Market and Organizational Complexities
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Roundtable Discussion II: Choice between: 1) Leveraging Systems Thinking in Early Phase Innovation Projects, facilitated by Julian Kattinger and Frank Lehmann, Volkswagen Group; 2) Topics of choice
Danone • Designing User-Centric and Sustainable Solutions
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Panel & Plenary Sharing
Drinks on the premises
Overcoming Tech Focus: Fostering Customer Centricity and Business Orientation • Creating a Cultural Shift with Three Focus Areas – From Pioneer to Maker Mindset • Combining Deep Scientific Developments with Customer-Validated Market Insights • Using Strategy and Real Customer Needs to Drive Portfolio Choices • Making Balanced Portfolio Decisions and Ensuring Agility in Executing Portfolio Choices • Applying Agile in an Industrial Environment with Longer Development Cycle Times • Balancing Investments in the Core versus New Business • Taking a Lean Startup Approach for Digital Services • Working In Multifunctional Teams
Speakers:
Holcim, Philips, Boehringer Ingelheim, Konica Minolta, GE, Siemens
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: Fostering Questioning Mindsets and Customer Focus • Driving Early Customer Involvement and Early Prototyping • Generating Insights with a Dual Approach to Experimentation • Weaving Design Thinking, Lean, and Agile into an Iterative Business Model Innovation Approach • Using the Benefits of Each Method to Prototype and Experiment Fast • Selecting the Right Tools from Design Thinking, Lean and Agile to Fit the Project at Hand
Holcim • Leveraging the Iterative Simplicity of Design Thinking, Lean, and Agile – and Learning from Startups
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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 • 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: Fostering Questioning Mindsets and Customer Focus • Driving Early Customer Involvement and Early Prototyping • Generating Insights with a Dual Approach to Experimentation • Weaving Design Thinking, Lean, and Agile into an Iterative Business Model Innovation Approach • Using the Benefits of Each Method to Prototype and Experiment Fast • Selecting the Right Tools from Design Thinking, Lean and Agile to Fit the Project at Hand
Speakers:
Henkel, LEGO, BSH Group, Samsung, Philips
Henkel • The Journey and Learnings of a Corporate-Startup Collaboration for Industry 4.0
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Henkel • Leveraging Culture and Ecosystem to Drive Collaboration and Open Innovation
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The LEGO Group • Leveraging a Customer Centric Method to Future-Proof Innovation: Supporting internal Teams, whilst Building Capabilities, and Changing Mindsets
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Roundtable Discussion I (exercise moderated by BASF)
BSH Group • Leveraging Active Listening to Build a Consumer Centric Innovation Culture
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Samsung • Towards Life-Centered Design – Pushing Boundaries and Overcoming the Limits of Innovating for Human Centricity
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Roundtable Discussion II
Philips • Taking Customer Experience to the Next Level & Working Lean and Agile
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Panel & Plenary Sharing
Speakers:
BP, Samsung, LEGO, BSH Group, Fujistu, KONE
BP • Fostering a Culture of Experimentation and Customer-Centric Innovation
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Roundtable Discussion I
Samsung • Transforming for Compelling Customer Experience: Leveraging Consumer Insights to Effectuate Customer-Centric Culture
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BSH Group • Taking a Customer-Centric Approach to Developing a Novel Product: Playing the UX Blackjack
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KONE • Bringing Corporate Innovation to Market: Embedding Customer Focus and Managing the Innovation Pipeline
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Roundtable Discussion II
Fujitsu • Embedding Customer Experience within a B2B Organization: Building the Foundations and Lessons Learned
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The LEGO Group • The 3Cs Framework – Leveraging Customer Insights for Strategic Innovation
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Panel & Plenary Sharing
Drinks on the Premises
Speakers:
E.ON, IKEA, Philips, BMW, Beiersdorf, EDHEC
Foresight: How to Build a Fully Integrated Strategic Foresight System: Best Practices • Creating an Early Warning Radar and Generating Customer Insights • Building Future Worlds and Scenarios: Using World Building and Entertainment Techniques • Leveraging Foresight to Inform Strategy: Getting Buy-in and Creating Value • Bridging the Disconnect between Scenarios and Action • Developing a Technology Radar: And Creating KPIs to Measure Use of Insights • Translating Tech trends into Actionable Insights: Building PoCs and Storylines
Portfolio: Integrating Foresight Findings into Innovation Portfolio and Decision Making • The Portfolio Approach: from Creating Good to Best Offers for Customers • Driving the Innovation Portfolio: Leveraging past Learnings to Forestall Challenges • Replicating Success and Scaling the Approach across the Organization • Identifying Opportunity Areas to Fill the Gaps in the Innovation Portfolio • How to Do Customer-Driven Innovation: from Culture to Segmentation Strategy
E.ON • The Journey from Insight to Impact: Foresight Approach & Lessons Learned
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Ingka Group (IKEA) • Visions and Stories for a Better Future: The Process of Building Worlds, Learnings and the Importance of Visions and Stories for a Better Future
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Roundtable Discussion I
Philips • nnovating for Customer Centricity: Embedding a Deep Sense of Customer Centricity and Managing the Portfolio
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EDHEC Business School • Maturity Framework for Strategic Foresighting: Leveraging Foresight for Innovation & Performance
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Roundtable Discussion II
IKEA • Making Balanced Portfolio Decisions: Supporting Job Owners and Leveraging Insights and Foresight within a Complex Landscape
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BMW • Lessons Learned on Leveraging Tech Radar and Foresighting – Building PoCs and Storylines for Measurable Impact
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Beiersdorf • Creating a Future Vision Everyone Can Work Towards: The Journey of Creating Scenarios and Translating Them Into Innovation
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Panel on Startup Collaboration
Drinks on the Premises
Foresight: How to Build a Fully Integrated Strategic Foresight System: Best Practices • Creating an Early Warning Radar and Generating Customer Insights • Building Future Worlds and Scenarios: Using World Building and Entertainment Techniques • Leveraging Foresight to Inform Strategy: Getting Buy-in and Creating Value • Bridging the Disconnect between Scenarios and Action • Developing a Technology Radar: And Creating KPIs to Measure Use of Insights • Translating Tech trends into Actionable Insights: Building PoCs and Storylines
Portfolio: Integrating Foresight Findings into Innovation Portfolio and Decision Making • The Portfolio Approach: from Creating Good to Best Offers for Customers • Driving the Innovation Portfolio: Leveraging past Learnings to Forestall Challenges • Replicating Success and Scaling the Approach across the Organization • Identifying Opportunity Areas to Fill the Gaps in the Innovation Portfolio • How to Do Customer-Driven Innovation: from Culture to Segmentation Strategy
Speakers:
Deutsche Telekom, Siemens, Nissan, Philips, L'Oréal, Royal College of Art
Customer Journeys & Experience: Driving Customer Experience across the Company, and Engaging Non-Customer Facing Functions • Using a Comprehensive NPS System and Generating Insights to Optimize Customer Experience • Creating a Customer Journey Map: Mapping Frustrations and Expectations at Each Stage • Translating the Journey Map into Company-Wide Changes: Redefining Profiles and Processes • Using Understanding of Customer Pain Points to Innovate on Assisted and Non-assisted Touchpoints • Building and Delivering on New Transformative Customer Journeys • Creating an Omnichannel Strategy: Moving past Rigidity to Reach Customers Where They Are
Customer-Centric Culture & Innovation: Driving Customer-Centric Culture: Involving the Right People and Taking a Structured Approach • Building an Incubation Unit to Drive Customer Centric Innovation • Leveraging Design as a Strategic and Holistic Tool • Creating a Playbook for Co-visioning with Customers: Working Backwards from Vision to Reality • Managing the Interaction with the Rest of the Organization to Take the Projects to Scale
Deutsche Telekom • How Deutsche Telekom Creates Best Customer Experience Across All Channels
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Royal College of Art • Redesigning Design: Leveraging Service Design to Understand Customer Journeys and Drive Customer-Centric Culture and Innovation
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Roundtable Discussion I: Issues of Special Interest
Philips • Building Advanced and Connected Services: Embedding Customer Journeys into End-to-End Services and Minding the Pitfalls
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Siemens • Customer Driven Innovation: Building an Incubation Unit, Creating New Processes, and Fostering a Customer-Centric Culture
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Roundtable Discussion II: Choice between: 1) From Customer Journey Mapping to Blueprints - Turning Insights and Strategies into Successful Innovation, exercise facilitated by Clive Grinyer (Royal College of Art); 2) Topics of choice
Nissan Motor Corporation • Transforming Customer Experience: Mapping Customer Journeys, Driving Change, and Building an Omnichannel Strategy
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L'Oréal • Ensuring Superior Omnichannel Experience and Developing Services and Relevant Personalization Strategies
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Panel & Plenary Sharing
Drinks on the premises
Tour
Customer Journeys & Experience: Driving Customer Experience across the Company, and Engaging Non-Customer Facing Functions • Using a Comprehensive NPS System and Generating Insights to Optimize Customer Experience • Creating a Customer Journey Map: Mapping Frustrations and Expectations at Each Stage • Translating the Journey Map into Company-Wide Changes: Redefining Profiles and Processes • Using Understanding of Customer Pain Points to Innovate on Assisted and Non-assisted Touchpoints • Building and Delivering on New Transformative Customer Journeys • Creating an Omnichannel Strategy: Moving past Rigidity to Reach Customers Where They Are
Customer-Centric Culture & Innovation: Driving Customer-Centric Culture: Involving the Right People and Taking a Structured Approach • Building an Incubation Unit to Drive Customer Centric Innovation • Leveraging Design as a Strategic and Holistic Tool • Creating a Playbook for Co-visioning with Customers: Working Backwards from Vision to Reality • Managing the Interaction with the Rest of the Organization to Take the Projects to Scale
Speakers:
Thales Alenia Space, HEINEKEN, LEGO, Siemens, Schneider Electric
Agility: Driving Agile beyond Scrum and Software Teams: Dos and Don’ts • Fostering Change the Agile Way: Organizing and Setting up Effective Interventions • Taking an Experience-Based Approach to Support Leaders in Transitioning to Agile • Creating Anchors to Maintain New Behaviors: Changing Mindsets and Driving Agile Practices • Key Pillars of Agile Leadership: from New Capabilities to the Role of a Catalyst • Managing the Two Speeds of Agile Transformation: System Improvements and Speed Limits • Bridging Agile and Non-Agile: Creating the Structure to Link the Methods’ Different Aspects • Fostering Cross-Functional Collaboration and Infusing Intrapreneurial Mindsets
Customer centricity: Driving Customer Centricity: Focusing On Customer Outcomes & Organizing around Audiences • Engaging Leadership in Driving Customer-Centricity: from Adapting Incentives to Prioritization • Supporting People in Adopting Human-Centric Tools to Drive Change across the Board • Embedding Customer Centricity into Everyone’s Jobs: Bringing People Closer to Customers • Taking a User-over-Customer Approach: Leveraging Lean Startup to Identify Needs and Iterate
Thales Alenia Space • Driving a Culture Shift: Fostering Agile Mindsets, Infusing Intrapreneurial Culture and Taking a Customer-Centric Approach to Innovation
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HEINEKEN • Driving Agile Transformation: Building an Integrative Learning Approach and Managing Pushbacks
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Roundtable Discussion I
The LEGO Group • Transforming to Agile within a Product Company: Changing Ways of Working in the Digital Space and Collaborating & Fostering Customer Agility
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Siemens • Fostering Agile Mindsets and Leadership: Anchoring New Behaviors and Ways of Thinking & Acting
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Roundtable Discussion II
Schneider Electric • Driving Customer Centricity – and Leveraging the Six Thinking Hats to Bring Detractors on Board
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Panel & Plenary Sharing
Drinks on the premises
Agility: Driving Agile beyond Scrum and Software Teams: Dos and Don’ts • Fostering Change the Agile Way: Organizing and Setting up Effective Interventions • Taking an Experience-Based Approach to Support Leaders in Transitioning to Agile • Creating Anchors to Maintain New Behaviors: Changing Mindsets and Driving Agile Practices • Key Pillars of Agile Leadership: from New Capabilities to the Role of a Catalyst • Managing the Two Speeds of Agile Transformation: System Improvements and Speed Limits • Bridging Agile and Non-Agile: Creating the Structure to Link the Methods’ Different Aspects • Fostering Cross-Functional Collaboration and Infusing Intrapreneurial Mindsets
Customer centricity: Driving Customer Centricity: Focusing On Customer Outcomes & Organizing around Audiences • Engaging Leadership in Driving Customer-Centricity: from Adapting Incentives to Prioritization • Supporting People in Adopting Human-Centric Tools to Drive Change across the Board • Embedding Customer Centricity into Everyone’s Jobs: Bringing People Closer to Customers • Taking a User-over-Customer Approach: Leveraging Lean Startup to Identify Needs and Iterate
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