Abstracts & Presentations

The Intrapreneur’s Journey: Lessons Learned From Building New Innovations Inside Global Enterprises

Our market landscape is changing, our customer’s expectations evolving, and new partners or competitors are springing up faster than ever. Internal innovation isn’t antithetical to global businesses, it is a core necessity. So, what is it really like to be an intrapreneur and what can we learn from other intrapreneurs to help us deliver in this new world? Ed Doran will share real world examples and lessons of moving from new discovery to new products and businesses to help you on this journey.

• Identifying the right emerging opportunities for your enterprise
• Rapidly testing and evolving your hypotheses
• Gathering the right people to build and drive your vision forward
• Knowing where to look to find early market traction and what it teaches you
• Scaling, partnering, exiting… and then starting again

Culture@Amazon – Making your Culture a Business Differentiator

Innovate on Culture to Cultivate Innovation

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Using Human-Centric Design to Make Sustainable Behavior the Preferred Choice

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Transforming Company Culture in the Digital Age: The Role of People, Leadership, Speed, and Customer Focus

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Building an Internal Culture of Innovation and a Capability for External Collaboration with Startups and Ecosystems

Reimagining Energy: Business Building and Culture Transformation in an Uncertain World

Energy is fundamental to human progress and the challenge is to provide this to more people while also helping the world move to a net zero carbon future. BP has a 100 year incumbency in hydrocarbon energy. In February we announced a new ambition to move the company and help the world get to net zero carbon by mid-century or sooner. This will require BP to develop new global businesses outside of oil and gas. This talk will share some of the successes and failures in BP’s use of venturing and business building in its new Launchpad subsidiary as we have begun to build an ‘ambidextrous’ organisation, able to grow its existing businesses while at the same time entrepreneurially building disruptive new businesses for the future.

Leveraging Agility for Breakthrough Innovation and Using Customer-Validated Insights for Balanced Portfolio Decisions on Technology Platforms

Nicolas Cudré-Mauroux will present Solvay’s approach to portfolio management and will explain how the organization drives breakthrough innovation with an agile approach and combines deep scientific developments with customer-validated market insights.

• Making balanced portfolio decisions
  • Balancing a long-term focus on technology platforms with fast decisions on specific projects
  • Getting scientists engaged in understanding and evaluating value propositions to ensure better decisions
  • Reviewing critical questions to assess and see if there are any reasons not to kill projects
• Getting quantitative customer input early and during the whole innovation process
• Applying agile in an industrial environment with longer development cycle times
• Using digital tools as enablers of fast deliveries of breakthrough projects

Leveraging Design Thinking for Transformation in a B2B and B2G Context: The Journey and the Lessons Learned

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Digital Transformation: From Strategy to Execution

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Agile Transformation Journey: Establishing New Ways of Leadership, Collaboration and Organization

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The Journey of Philips Towards the Circular Economy

Philips is a global leader in Health Technology, aiming to make the world healthier and more sustainable through innovation. Via its “Healthy People, Sustainable Planet” program, Philips is driving a broad agenda of societal and ecological development goals, with a strong focus on UN Sustainable Development Goals SDG3 (increasing the world’s health and well-being) and SDG12 (responsible consumption and production). In moving towards a Circular Economy, Philips’ aim is, by 2020, to reach 15% of its total revenue from circular propositions and to take back and repurpose all the large medical systems that its customers are prepared to return to it. Harald’s work on the Circular Economy program is focused on realizing the corporate ambitions, unlocking business value and innovation potential, with active involvement and engagement of Philips’ employees. In this talk Harald will describe the journey, including successes and challenges along the way.

Creating Circular Business Models, Transforming the Organization, and Engaging in the Ecosystem

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Working with Startups to Create the Future of Play

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Changes and Lessons Learned from the Many Years of Existence of Shell Gamechanger – and Looking to the Future

Lene Hviid will reflect back on how Shell GameChanger has evolved and on why certain adaptations were made along the way – and she will also look into the future at how GameChanger is evolving and what role it is playing in the ecosystems:

• How Shell GameChanger evolved since its inception in 1996
• Timeline of how GameChanger evolved over the years
• Drilling down into examples of how GameChanger changed direction, also in response to the environment
• Key inflection points and the reasons and lessons learned behind decisions made to adapt the organization (e.g. deciding on dilemmas such as whether to leverage only external startups or also internal ones)
• The future of GameChanger – and becoming an active part of the ecosystem
• Examples of how GameChanger makes use of the ecosystem and plays a role in the ecosystem

Transforming a Large Division with Design Thinking Principles: Changing the Culture and Organizational Design

Bosch Power Tools, a 5 bn Euro division of Bosch, has transformed itself, the organization and its innovation culture using design thinking (DT) as the driver – coupled with agile principles and internal open innovation campaigns. Andreas Leinfelder will tell the story of this transformational journey:

• Implementation of Design Thinking across the entire organization
• Creating a network thinking mindset in the whole division
• Breaking up the functional silos and instituting cross-functional teams in their place
• Reducing the number of hierarchy levels and bringing P&L responsibility down to the people who work on projects
• Using agile transformation principles alongside DT transformation and establishing new roles for managers and team members
• Moving away from the not-invented-here syndrome to having cross-functional teams and idea campaigns where people build on each other’s ideas
• Creating new ideas with internal open innovation campaigns (e.g. running massive idea campaigns with more than 150,000 participants)

The Why Behind Lean & Agile: Insights from Psychology and Human Behavior Research

Innovation programs and organizations applying Lean and Agile principles and methods create faster and better innovation value and drive higher motivation and ownership of individuals and teams. Psychology and human behavior research underlines the foundational principles and provides valuable insights for a successful transformation of teams and entire organizations.

How Product Manufacturers Can Develop Advanced Service Offers

Presentation: Based on the research and practical experience of The Advanced Services Group at Aston Business School, Ian Machan will present frameworks and tools to help manufacturing companies develop their own advanced services:

• How competing through services leads to alternative services goals
• The services staircase of basic, intermediate and advanced services – examples and its relation to digital technology
• Four elements of the business model related to servitizing a manufacturer
• Transformation roadmap with four key phases and four moving forces
• Organizational challenges of moving to advanced services and the issue of integrated or separate business units Group

Exercise: Snakes and ladders service transformation game is an interactive group exercise that shares previous experiences in moving into advanced services. Using a snakes and ladder game format, the players are challenged to explore how the typical experiences of others would impact on their own company and their own potential to move into advanced services. It offers a tool to engage with others back in the home organization and jointly anticipate risks.

A Circular Economy: Realizing Economic Opportunity Through Innovation and Addressing the Shift From Products to Services

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5 Things You Need to Do Now to Augment Your Human Workforce with Automation

Augmented businesses perform better than their counterparts on multiple levels – including business, finance and employee engagement. By freeing people from the repetitive and mundane tasks, but also by enabling human-machine collaboration, augmented businesses further enhance innovation and creativity. This lab offers a framework for organizations to augment their workforce through optimizing work for people and machines, and encouraging collaboration between people and machines. Dr. Chris Brauer will start off the lab with a foundational presentation followed by group discussions, based on his making-work-human framework. Lab participants will:

• Get to know the five main challenges in augmenting work, and learn how organizations can tackle these to develop augmented services, data, and culture
• Work in groups to assess a real job description filtering the role’s tasks using the making-work-human framework in order to redefine the job for the purpose of increasing creativity and innovation via human-machine collaboration

Accelerating Competitive Advantages with AI: From Experimental to Advanced Use of Artificial Intelligence

Against a backdrop of fluctuating growth forecasts, ongoing political and economic uncertainty and ever more rapid digital transformation programmes, Dr. Chris Brauer reveals AI-led digital transformation increasingly holds the key to gaining and retaining a competitive edge – for individual organisations and within and across industry sectors and markets. This heightened performance includes forging ahead on vital areas like productivity and business outcomes as well as on more culturally-led (but no less important) aspects such as fostering an ethos of active participation and continuous learning among employees, and establishing clear usage principles to ensure the technology’s benefits are experienced in their entirety, without bias and promoting inclusively. Dr. Chris Brauer will start off the lab sharing the results of his data-driven benchmarking study of best practices for scaling AI investments and securing competitive edge in over 4,000 organisations followed by group discussions and the opportunity for participants to rapidly benchmark themselves in the key dimensions of AI-driven competitive advantages and explore the differences and success factors in different strategic approaches and experiences of AI.

Gaining the Competitive Edge in a Disruptive World: How to Craft & Lead a Radical Business Transformation?

It is a critical time for most incumbent organizations: their existing business models are failing, and they struggle to adapt to the fast-paced technological change. Corporations need to fight back as they have a big unfair advantage with their deep domain expertise, large customer base, strong brands and vast intellectual property.

This lab offers inspiration and a proven blueprint to upgrade business models and get it fit for the digital economy. It kicks-off with a 20 min foundational presentation and is followed by break-outs with groups of 6-8 participants. The format is based on Carsten Linz’s best-selling book ‘Radical Business Model Transformation: Gaining the Competitive Edge in a Disruptive World’, which is considered a standard reference in business model and transformation literature. Join the movement to innovate for the future instead of digitizing the past!

Lab participants will:

• Get to know a highly effective strategic framework and learn through numerous case studies the patterns of successful business model and digital transformations and what separates the winners from the losers.
• Work in groups on own innovation-led transformation challenges and develop a (first) transformation path for one of the participants real-world cases with the help of the Business Transformation Board.
• Explore how project, team and organization leaders need to rethink leadership to pioneer the fourth industrial revolution. Learn how to apply the next-practice capabilities of NewLeadership and get your firm’s executive team on board.

The Rise of Innovation in China and Implications for Non-Chinese Companies

While China has long had a reputation for imitation, Chinese companies are now starting to innovate. Well known Chinese innovators include Alibaba, Haier, Huawei and Tencent, but there are also thousands of smaller Chinese innovators, as yet unknown to the world.

This Lab will begin with a presentation on:

• Characteristics of China’s environment that foster innovation, both on the supply
  and the demand side.
• The specific nature of Chinese companies’ approach to innovation and the factors driving their foreign expansion.
• An insiders’ view of China’s under-the-radar, globally competitive innovators
• How non-Chinese companies can participate in the Chinese national innovation system, not only for China but also for the world.

The Discussion portion of the Lab will focus on (1) identifying the threats to your company from Chinese innovation, and (2) how your company can innovate in China for both China and the world.

Developing Your Technologists: Adapting Incentives, Career Tracks, and HR Approaches to Harness the Talents of R&D Staff

Mobilizing Underground Innovation: Leveraging and Aligning R&D Skunk Work