If your internal innovation process is maturing, you will understand the need to start making decisions based on data rather than gut feeling or pretty pitches. Making innovation manageable, measurable and visible for everyone.

-You will evaluate the framework of your own innovation process by plotting stage relevant assumptions
-You will practise decision making based on real data of startups in our portfolio
-You will learn how to start doing this in your company

I know how to lead, why is leading an innovation project so much harder? How can I get my team to deal with uncertainty better?

We can become a better leaders by identifying the habits we’ve built in our regular work, that don’t work in startup environments.

We’ll go through a peer review exercise to help identify our own bad leadership habits and design better habits that will work for innovation teams. Then we’ll create a plan for collecting feedback on your behaviors and break our bad habits for good.

Want to add strategy and structure to your planned innovation initiative without killing it?

HBR published an interesting article in 2014 describing an innovation governance system that goes hand in hand with our experience at Innovation 360 group: the Minimum Viable Innovation System (MVIS). As the name implies it is inspired by the concept of the Minimum Viable Product (MVP) popularized by Eric Ries in the book The Lean Startup.

The 90-day innovation system or MVIS includes a minimum framework to ensure the success of your innovation initiative, less administration, while setting the stage for you to add more functionality in future iterations.

Essentially, in 90 days you can implement all four parts of the framework and shepherd some new ideas all the way through the innovation process. We have experienced both the pace and the implementation of real ideas as critical success factors for MVIS implementations. The 90 days pace sets a good momentum in your innovation initative, helping you avoid attempts of doing everything right the first time.

However, before approaching an MVIS you need to identify and understand the most important part of innovation – (the right) “innovation capabilities” needed to carry out an innovation process and a governance model to execute a specific strategy – so this is where we will start.

In this interactive Learning Lab session, we will share our framework to identify and build the right capabilities for a minimal viable innovation system and exactly what is needed to build up your ability to deliver on an aligned aspiration for innovation.

Your key takeaways include:

• Understand and map the innovation strategy (why they innovate), the types of innovation (what they innovate), and measure their innovation capabilities (part of how they innovate).
• How to link to a higher purpose
• How to work in the 3 horizons – ‘build the now’ & ‘search for the new’
• Build the right capabilities and leadership for each horizon
• Align innovation strategy with capabilities & with corporate strategy
• Take a MVIS approach to innovation management
  critical success factors for MVIS implementations

When implementing an innovation management software, rules of governance are critical: Who decides what? Who is accountable for portfolio value and prioritizes projects and resources? Who is gatekeeper for which type or level of investments? Who is accountable for quality of innovation data? Is there someone with the right of veto? Who can see which data? Who can assign resources at shop floor? Who manages deadlines and takes hard decisions for launch? Do we allow suppliers access to our projects in the system?

One cannot implement an innovation management process and system without clear, unambiguous governance. That is often a challenge.

This presentation will address these challenges based on practical use cases and present new governance models that might be of help to have streamlined and transparent decision making structures, so that companies can focus on getting great products to the market in time, in a streamlined connection of Strategy and Shop Floor Execution, with speed and adaptivity.

Putting different perspectives together to solve present and future challenges are part of the entire collective human history.

Now, this convergence is a proven framework to manage and achieve innovation between startups, corporations, private and public organizations and other innovation ecosystem stakeholders. A contemporary journey of win-win results, impact and personal mindset transformation. Join this session to learn how that works in practice.

“Historically, pandemics have forced humans to break with the past and imagine their world anew. This one is no different. It is a portal, a gateway between one world and the next.” Arundhati Roy

Here and now it is difficult to see what good can come of this. But human nature and ingenuity will help us to get through these difficult times.

I want to invite you to reimagine the role of the innovation manager profession and its future.

Join this session if you want to team up with peers to explore new possibilities and demands for the role of innovation managers. Let’s do our best to find ways for us, and our institutions, to emerge stronger out of this, together.

One of the greatest obstacles to innovation that organizations encounter regardless of their size or industry is in expanding their capacity to execute – whether it’s experimentation, piloting, or ultimately integrating successful pilots into operations.
At Ideawake, we believe the most effective and scalable strategy to bridge this gap is creating an environment that supports front line intrapreneurship by enabling staff to test, validate, and prototype new concepts.

During this session, we’ll be sharing an actionable step-by-step framework developed over the last seven years that you can start putting into action in 2020 to begin an intrapreneurship movement inside of your organization that sticks, builds leadership buy-in, and scales over time. Specifically, the topics we’ll be covering include:

– 5 strategies for executing on innovation and how to choose which is right for your organization based on goals, resources, and constraints.
– Ideawake’s “Walk, Run, Scale” framework to build a intrapreneurship movement inside of your organization that naturally creates leadership buy-in by leveraging “enabling events.”
– The different components you’ll need to bring together to create an infrastructure that supports a test and learn culture, including process, curriculum, budgeting and other resources.
– Facilitating change management, setting expectations with decision makers, and measuring success at each stage of the walk, run, and scale framework.
– Overcoming the obstacle of protecting employee time for innovation.

Platforms are the most powerful business models on the planet, operated by the world’s most valuable companies and 70% of all Unicorn startups.

Highly suited to our hyperconnected world, platform-enabled businesses have continued to grow rapidly during the Covid crisis while other business models have come under increased pressure.

McKinsey forecasts that 30% of all global economic activity ($60 trillion) will be mediated by platforms within new digital ecosystems by 2025.

Yet less than 2% of corporates have effective platform strategies today.

In this session we will discuss topics such as:

· Exactly how do platforms create and capture value? What are the different types of platform plays that companies can adopt?

· How can traditional companies create or improve platform strategies, in ways that positively impact the fundamental economics of their business?

· What are the 5 key steps that any company needs to take to renew its business model and grow like Amazon, Apple, Alibaba or Google?

· How to create compelling investment cases for senior execs?

Simon Torrance, one of the world’s foremost experts on platform strategy and execution, will share with you his latest research and practical hands-on experience of working with some of the world’s leading companies.

Right now, the ability to mobilize remote teams to innovatively solve strategic problems is a critical survival skill, and promises to be a lasting source of competitive advantage for the future.

In this session, you’ll experience the Sprintbase JUMPSTART – a fast-paced 90 minute workshop where you’ll be “parachuted into” a realistic virtual design project, learn innovative methods and collaborate in real-time to tackle a challenge.

You will:

• Experience a multi-week project in just 90 minutes
• Try out practical design thinking methods and tools
• Learn how to engage remote teams in solving real problems
• Use the Sprintbase platform in the context of a realistic project

In the recent months, Frank has worked with more than 20 companies – European and global leaders in their industries – on working out the guardrails for post-crisis growth.

These companies state that three things need to be done: (1) Understand the New Normal and the opportunities; (2) Have a critical look at the business assumptions and the portfolio; (3) Select the corporate startups / ventures that should be accelerated.

This session provides you with the opportunity to sharpen your thinking and to exchange views with your peers. Frank will share his insights and facilitate small-group discussion on the subject.

ARE YOU …

… facing new challenges in your organisation or market?
… looking for non-obvious solutions or new opportunities?
… thinking about optimising your processes or resources?
… open to rethinking your strategy or reinventing yourself?
… willing to redefine your core business or product portfolio?
… ready to create your own success stories?

THEN …
Let Nadine Meisel inspire and guide you how to reframe and resolve challenges easily and transform them into tangible opportunities with her Lateral Shortcuts® approach.

LEARN TO …
• tackle your challenges by the roots
• think “outside the box” and beyond
• leverage non-obvious resources
• discover new opportunities
• optimise & “shortcut” everything

Leaders have experimented with open innovation programs, corporate accelerators, venture capital arms, skunkworks, and innovation contests. They’ve trekked to Silicon Valley, Shenzhen, and Tel Aviv to learn from today’s hottest, most successful tech companies. Yet most would admit they’ve failed to create truly innovative cultures. There’s a better way. And it all starts with the power of habit.

In his latest book Eat, Sleep, Innovate, innovation expert Scott Anthony and his impressive team of coauthors use groundbreaking research in behavioral science to provide a first-of-its-kind playbook for empowering individuals and teams to be their most curious and creative–every single day.

Throughout the book, the authors reveal dozens of hacks and habits they’ve collected from workplaces across the globe that will unleash the natural innovator inside everyone. In addition to case studies of “normal organizations doing extraordinary things,” they provide readers with the tools to create their own hacks and habits, which they can then use to build and sustain their own models of a culture of innovation.

Join this Ask Me Anything to hear all about this from Scott and ask him any questions related to innovation culture.

As we all rush rapidly into a future that is marked by its overwhelming unfamiliarity, the quest for new insights and ideas that we can work with will be a primary challenge for most organizations.

Most likely, such new ideas will found among potential partners that we have never considered in the past, and we will need to adopt new partnering approaches to catalyze such potential opportunities.

The growing popularity of ecosystems as a legitimate management choice for such situations promises a welcome source of abundant innovation ideas and scalable learning, but only if we take ecosystems seriously and recognize how different they are from conventional value-chains, and only if we are willing to make profound changes in our organizational architecture and leadership styles in order to find and engage with new ecosystem partners.

Hear from and join the conversation with Bill Fischer.

In recent years an increasing number and scope of organizations have been taking active social, environmental and political stances, in response to demand by their customers, and (more recently) investors. This has been a growing theme in recent years, but that was in boom times.

The question is, in a time of COVID do organizations continue to position themselves around these issues? And if yes, how does the new COVID environment impact those decisions and actions?

These positions are often taken by the very top of an organisation, have deep implications for an organization’s growth prospects and accordingly, present an exceptional opportunity for innovation leaders to support these new directions.

In this session, Anthony Ferrier (National Lead, KPMG Innovation Consulting) and Patrick McIntyre (Executive Director, Sydney Theatre Company) will discuss what has gotten us to this position, the impact of COVID, and the role innovation leaders can play in these actions. It will be an engaging conversation, around an interesting new development for innovation leaders that accounts for a changing environment. Join us!

What differentiates high performing teams from average teams? They have psychological safety, which unlocks team members’ best thinking, ignites bold creativity, and elevates collaboration and the risk taking that leads to innovation.

The problem is that most leaders lack insight into their behaviors that foster and unintentionally undermine psychological safety.

This “How To” session aims to equip emerging and senior leaders with the tools to increase trust in 1:1 relationships, teams, and with superiors. Bring questions and challenges to creating trust, inclusion and belonging in diverse teams, positive conflict, repairing tense relationships, improving influence and collaboration, and managing up when you don’t feel adequate safety with a leader.

You will gain:
-Key behaviors that drive trust
-Understanding of the obstacles to psychological safety
-Tools for building trust in 1:1 relationships and teams
-The link between psychological safety and innovation

We live in a complex world. Complexity breeds uncertainty. We don’t need to look beyond the present pandemic for greater evidence.

It has massively disrupted our lives.

At the same time, It brings home our desire for connection and to live meaningful lives. We want to create value in the world, but we struggle within a system seemingly hellbent on wealth, consumerism, and running as fast as possible in whatever direction we’re already headed.

There is a way through this, but it requires a shift in mindset. Incredibly, you already have what it takes.

In this inspirational and actionable talk, I will discuss the specific steps required to move our organizations forward leveraging the 5E’s of Disruption Poetry: Empathy, Experiments, Evidence, Execution, and Ethics.

This is not for the chosen few. From small business to multi-national, the frontline to the back office, the mailroom to the c-suite — everyone contributes to reinventing the way we work.

Are you ready to be the Disrupter?

Take Aways
– understand the 5e’s of Disruption Poetry and how to use them
– leave with specific steps you can apply right away
– learn how to balance execution and learning throughout the organization
– be inspired to make the change you want to see

Whether large companies need to innovate is no longer a question. The challenge now is how to innovate in a consistent way.

During this exchange session, we will address some of the obstacles that innovators face inside their companies; and also some of the mistakes they make. We will then have a conversation about how we can overcome these obstacles and develop a thriving innovation ecosystem.

It is no secret that most business strategies today are more like operating plans. They are preoccupied with the core business; relate to the current competitive landscape; rarely look beyond 2-3 years out; have a company-centric inside-out perspective; and tend to be analytical, numbers-focused exercises. And that is ok!! Large companies need a precise today-for-today strategic plan to make sure that everyone is rowing in the same direction.

But they also need a today-for-tomorrow strategy that focuses on core transformation AND beyond the core; looks out 3-10 years or longer; has an ecosystem-centric outside-in perspective; and imagines new types of competitors.

Welcome to dual-path strategy. Dual-path strategy applies the mindset and tools of the innovator to open up creative possibilities and develop narratives that spark vision and commitment. Participants will hear Inovo’s case for dual-path strategy and learn useful frameworks and tools should they choose to pursue it.

There are many types of Technology Roadmap in use, but most simply summarise where current innovation programs are heading, rather than truly trying to interpret the future.

For this reason, Andy has been developing his MTR (Market-led Technology Roadmap) technique over the last 10 years, and has refined the process across hundreds of workshops, helping a diverse range of industrial companies all over the world to more closely align their innovation programs with the future demands of their markets.

In this session, Andy will explain how to run an MTR workshop, and facilitate a small-group discussion on the subject, leaving you with the capability to better assess whether your business is truly working on the right things to position itself for future growth.

Perhaps the most under-utilized assets in most companies are the ideas in their employees’ heads. Hugh Molotsi together with Jeff Zias wrote a book about how they have driven grassroots innovation at Intuit. In this discussion, we’ll focus on components of an effective and sustainable internal innovation program. We’ll explore how different companies are empowering their employees:

• What programs do they have in place?
• How do they make sure employees are not so busy with assigned work that they can’t find time to work on their own ideas?
• How are employees collaborating on ideas during the pandemic?
• How are you dealing with the impact of layoffs/cutbacks?

Most people don’t like to change: they like things to stay the same. But as a Disruptor, you are wired differently. You walk on the knife’s edge because it makes you stretch and grow. And you want to lead organizations and teams capable of executing a disruption strategy. You have what I call a high “Disruption Quotient” or DQ – the desire to formulate and execute a disruption strategy that results in breakthrough growth.

But the desire to be disruptive alone isn’t enough. To be truly disruptive, you must have a strategy for disruption, a plan to identify and seize an opportunity that no one else has the audacity or confidence to reach for. Disruptors don’t just blow things up – they also create and build things that result in huge, positive change. What is truly disruptive is the breakthrough growth that Disruptors create.

Disruption is not an absolute, but rather, a continuum of skills that can be developed to transform a legacy business into a frontrunner. It’s deceptively simple. Join this conversation with Charlene Li to explore how to:

• Create a coherent disruption strategy that will align your organization.
• Align that strategy with a vision of how you will serve your next-generation customer.
• Create a movement with groundswell leadership, to energize and sustain your efforts.
• Transform your culture into an engine that will power your disruption strategy.

We all know startups operate with a level of speed that just doesn’t exist inside the enterprise. But if small startups move fast, why can’t their large, corporate counterparts move faster?

Among many reasons, corporates aren’t built for speed. They’re built to minimize risk. Yet, as business cycles accelerate and a global pandemic forces rapid change across our economy, the corporates who can’t move fast enough will be left behind — the greatest risk of all.

Leading corporates know this and are accelerating innovation by engaging with startups as a primary path to business transformation. You can do the same. Join your peers for this session to learn:

– How history proves the fast, not the big, will dominate the future.
– When to leverage the scale of the enterprise or speed of startups.
– 10 practical steps to engaging startups and accelerating innovation.

80% of the innovation managers we surveyed believe that customers do not know what they want, and have needs that they cannot express. This gets to the root cause of the problem with current innovation processes and why the majority of new products fail.

During this session, Tony will debunk the myths that currently plague innovation and give you a framework to understand your customers that unite the entire organization around a common language of the customer.

Change makers like you are constantly seeking to find opportunities to create value, but many organizations struggle to build the requisite capabilities to properly capture value through innovation.

Plug & Play created an evidence-based framework wherein we guide organizations through five key components of an effective innovation program – strategy, structure, resources, processes, and measurements. The framework will help you understand your organization’s position within its innovation journey and identify impactful focus areas.

Join our session and engage in conversation to share challenges and best practices. You will come away with actionable insights to develop strong innovation capabilities and structure meaningful innovation initiatives.

If you give smart people a wicked problem and the right metric to measure progress, they will find a solution. But finding the right metric is hard. KPIs and OKRs and other “outcome-driven” metrics are great, but they often fail to measure the incremental progress that tells you if you’re on the right path.

Human beings optimize what they measure. If you manage the wrong metric, you will fail to achieve your desired outcome. But It doesn’t have to be this way.

The best skill startup investors have is choosing the right metric. They know that return on investment is years away, therefore they must have the ability to track progress toward the return.

If we can’t measure money and we can’t measure team productivity, what’s left?

In this highly actionable presentation, author and Startup founder Brant Cooper will teach you the VALUE STREAM DISCOVERY TOOL, a step-by-step process for determining the right metrics to focus on. You’ll learn how to evaluate how customers behave throughout their journey, what tactics you might use to elicit that behavior, and how to measure their progress.

Additionally, the framework can be used to measure the progress of virtually any internal project, including innovation programs themselves!

Takeaways
– How to find the right metric to focus on
– Ideas to structure your teams based on the value stream
– How to measure the progress of your innovation program
– How to communicate progress with leadership

Innovating at scale inside large organizations too often relies on stumbling across the next great entrepreneur in our ranks. We place a heavy emphasis on training teams on experiment design and customer-centricity and letting them get on with it, without any corresponding change in leadership behaviour.

In this session, we will discuss how to set our organizations up for success by establishing a new approach to decision making, portfolio management, and strategic planning. We will review examples of growth boards and innovation pipelines inside global corporations over the last 5 years and how being intentional about setting up an innovation ecosystem can lay the foundation for a sustainable pipeline of growth opportunities.

You are at a point that you have to scale your innovation efforts, while the board is asking to prove your actual value. Recognise this? Then this session is for you.

Esther will talk about the conditions of professionalising innovation. What are common practices? How do you start measuring innovation and report to the board? How do you structure innovation company-wide?

Having worked with both startups and corporate innovation labs world-wide Esther recognises the phases innovation labs go through in setting up a mature process for innovation within their company. What are the prerequisites of professionalizing and structuring innovation ( and your innovation lab) and what are relevant KPI’s to start measuring innovation?

At some point just letting startups be creative no longer works within the processes of the company. The board will want to see some progress after having invested for some time now and they play by different rules than you do.

After a short introduction on the topic and how to structure innovation effectively, you can introduce your own specific hurdles in professionalizing innovation.

Innovation, and a culture of innovation, are both precious attributes for any company to nurture and exploit. The question becomes, how do you measure, value, and manage these intangible assets for value creation? Even more relevant, how do innovation managers justify their budgets to CFOs when intangible assets are not on the balance sheet of corporations?

Join this AMA session with your questions on this topic to get practical, proven solutions that will help you change the discussion at your company about the importance and value of innovation.

We all know legacy organizations were not built for speed. There is an increasing need to become a Future Ready organization today, so one can leap ahead and stay competitive, especially given all the forces of change in these turbulent times.

In his new book, the #1 Best Seller “Future Ready,” Nick explores how organizations can leverage this new framework to develop an aligned vision of their future ahead, quickly build new future focused customer value, develop the leaders of tomorrow, and shift mindsets to a culture of exponential thinking.

During this talk Nick brings practical examples to life through the work he has done with over half of the Fortune 200.

Organizations are facing unprecedented challenges right now, and in many cases the only way to tackle them is remotely. In this session we’ll explore how you can use remote design thinking to find truly innovative solutions quickly to big business problems, and how running design projects virtually can lead to even better results than doing so face-to-face.

We will:
– Explore the advantages of doing innovation work virtually, and how to make the most of them.
– Demonstrate how you can run end to end design projects remotely like the pros.
– Share examples of organisations who have achieved amazing results with remote design thinking

How do I grow faster with less risk?

Honestly, we would have to get to know you to be able to answer this question, as every organization and situation is unique. But having the right innovation strategy and communicating it effectively will help.

To build innovation strategy, you need to identify your opportunity space and analyze your capability to execute on the opportunities you find. We have developed a framework built on the last 100 years of peer-reviewed science in Innovation Management and assessing over 5,000 organizations in 105 countries, which enables us address the most important part of innovation – the “innovation capabilities” needed to carry out an innovation process and a governance model to execute a specific strategy with optimum effort and low risk.

In this interactive Learning Lab session, we will delve into today’s opportunity spaces for innovation and by using our framework, workshop how to choose the right innovation strategy and how to communicate the strategy choice with leaders and how to start.

Your key takeaways include:

• Understand and map the innovation strategy (why you innovate), the types of innovation (what you innovate), and measure your innovation capabilities (part of how youinnovate).
• How to work in the 3 horizons – ‘build the now’ & ‘search for the new’
• Identify & build the right capabilities and leadership for each horizon
• How to align innovation strategy with capabilities & with corporate strategy
• Understand leadership styles for innovation and communicate effectively

So much has changed lately in the worlds of product design and innovation that many leaders aren’t fully aware of the new possibilities.

We will review recent advances in teams, tools and techniques, and how they’re coming together to create a new world of possibilities for organizations. We’ll conclude with a real-world case study of modern innovation in action.

Anyone engaged in innovation knows it’s a team sport that needs cross-functional collaboration.

But why is collaboration so hard?

It turns out collaboration isn’t as much about the innovation tools you use as it is about how you engage people in problem solving. And, after a year-long global research study with Innov8rs, it turns out innovators approach problems differently than pretty well everyone else in the organization.

Join us to find out how to avoid the collaboration mistakes most innovation teams make and a simple and proven approach that guarantees better collaboration.

You need to make a case for change more than ever in the midst of uncertainty and a rapidly changing market landscape, I know.

Start with a small strategic problem to solve, test in reality, measure the metrics that matter and tell a story of tried and true results.

In this session, I will offer a framework and examples of how small experiments can make a case for change, moving people from opinions to data-driven decisions, resulting in business impact in 90-day cycles.

How can we judge early stage projects without a business case? Customer empathy sounds great, but where are the numbers?

Mapping empathy into a spreadsheet is hard. Early stage innovators and the finance team need to come together to help map qualitative data into business cases that can be used to make go / no go decisions.

But instead of just creating two worst / best case scenarios, we can represent uncertainty and use it to guide our product experimentation. This workshop will walk through how to create a financial model from fuzzy data.

It remains a challenge to successfully deliver innovation within large organizations. That’s partly to blame on the innovators themselves: their projects are too small in terms of addressable market.

The Innovators Dilemma taught us that resources are always allocated to projects with the clearest ROI. And as such, despite lofty statements about innovation, most resources are invested in the core business. How can you as innovator use this fact?

The key to success is going where resources are invested at this very moment. By using lean startup methods to launch new products with the potential to scale, through existing channels, could for once and for all solve the famous innovator’s dilemma.

Join this session to understand what this means in practice and how you can get started right away.

As a result of COVID-19, organizations have had to adapt overnight to how their teams collaborate while slightly modifying to completely reinventing how their products and services are delivered.

To adapt to this change more quickly, many companies have turned to digital ideation challenges to engage employees and their ideas to discover new ways to drive growth, increase efficiency, and better meet rapidly changing customer needs.

During this session, we’ll be covering actionable steps you can copy and paste to effectively plan, promote, and run a digital ideation challenge with
your employees that will result in a high engagement rate and produce measurable financial impact. Specifically, we’ll be discussing –

• 7 ways companies have been using ideation challenges to address COVID-19 and civil unrest
• How to create challenge statements to ensure the ideas being collected tie to organizational goals and strategy
• How to promote and communicate your challenge in a fully remote environment to get 60% – 80% of employees signed up and actively participating
• Best practices and options for incentivizing participation in your challenge
• Common obstacles you’ll encounter planning and running your challenge, and how to address each of them

How to challenge status quo with disruptive and provocative new ideas and projects – without losing the support and respect from colleagues and management.

This is a difficult balance and many intrapreneurs either give up and do as they are told, or they burn out and leave. To overcome this, you need to balance the rebel nature of the innovator with the diplomatic skills of the corporate navigator.

Join this session to understand the 5 habits of high impact intrapreneurs and discover how to become a Diplomatic Rebel. Learn how to foster and train these skills and how to build and lead an organization of diplomatic rebels.

David Gram has worked with radical innovation in large organizations his entire career and thus learned the hard way what it takes to become a successful and impactful intrapreneur, or as he calls it, a Diplomatic Rebel. As such he was Head of innovation at SAS, Senior Innovation Director in LEGO’s famous Future Lab and recently Head of Venturing, EMEA at LEGO Ventures. He has co-founded the company Diplomatic Rebels, which helps companies become more intrapreneurial and intrapreneurs become more impactful.

Innovation at Bayer is the best case study of scaled up innovation that generated 1 Billion € potential revenue. They implemented lean experimentation in their innovation program to support 100s of ideas per year.

In this session, we will learn from them:
1. How they plugged in experimentation at different stages of innovation
2. How they scaled up idea testing to choose winning ideas in just 12 weeks
3. How they are now on their way to democratizing experimentation in the complete company

Join us for inspiration and a good conversation.

From pursuing ‘new entrepreneurial’ opportunities (H1) to creating ‘new organizations’ (H3), intrapreneurship is wide ranging and challenging, but there is also a roadmap and rules to follow.

You’ll not be surprised to learn, hopefully, that people are at the very core and that every organization has the ability to make intrapreneurship work.

During this fireside chat, we’ll discuss what has worked and what hasn’t and why the dreamers are as equally as important as the doers.

Launching an intrapreneurship program, organizing an ideation challenge, piloting a global approach to collaborative inovation…

There are plenty ways of doing innovation. How not to get lost among these concepts and how to choose the approach best suited to your organization?

You are about to engage your employees in your innovation journey but you don’t know the kind of program that will fit your organization? Intrapreneurship? Theme challenge or problem statement? Collaborative innovation? There are many ways to engage with your community but only one that will help you to achieve your goals.

During this interactive workshop, we will help you to assess your organization’s context and ability to innovate collectively. We will identify key drivers to leverage and main obstacles to overcome.

By the end of the session, you will know how to create the right conditions for innovative projects to emerge within your company.

We will draw on more than 10 years of experience to answer all your questions and share customer experience, feedback and examples.

As an intrapreneur I invented a wearable babyphone that also measures the breathing movement and alarms when the movement pattern is not well. Over three years our team brought this product from idea to a successful market launch. The novel product is now available in major baby stores and on Amazon with a 4.5 star ranking.

We did this in a big company and came to speed by founding a quick and flexible corporate startup, and by following modern intrapreneurship methodology like the Adobe Kickbox.

I want to share what enabled us to launch a product for the B2C market out of a B2B company. There will be the opportunity to ask questions about our success factors, and I will be honest about the difficult parts as well, because that’s where you can benefit most.

The way consumers buy and experience products is changing.During this interactive session, vincent will explain various cases and strategic frameworks that allow you to uncover new opportunities.

What consumer behavior shifts do we see?
Which brands are making successful pivots?
How can you respond?