Berlin School of Creative Leadership

1,045 views

Published on

The Berlin School is an international business school founded by Michael Conrad (ex-Vice Chairman/-CCO at Leo Burnett Worldwide. Participants are creative industry executives with several years of management experience from all over the world. The students ́ modules take place in Germany, the United States, Japan and China and focus on accounting, economics, entrepreneurship, finance, international business, organizational behavior and strategy. Our „godfather“ – serving as mentor to the 13 participants in my group – is Sir John Hegarty (CCO and founder of BBH).

Published in: Business, Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,045
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
3
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Berlin School of Creative Leadership

  1. 1. PROJECTS BERLIN SCHOOL OF CREATIVE LEADERSHIPUNTIL 11/2012
  2. 2. BERLIN SCHOOL OF CREATIVE LEADERSHIP The Berlin School is an international business school founded by Michael Conrad (ex-Vice Chairman/-CCO at Leo Burnett Worldwide. Participants are creative industry executives with several years of management experience from all over the world. The students´ modules take place in Germany, the United States, Japan and China and focus on accounting, economics, entrepreneurship, finance, international business, organizational behavior and strategy. Our „godfather“ – serving as mentor to the 13 participants in my group – is Sir John Hegarty (CCO and founder of BBH).
  3. 3. BERLIN SCHOOL OF CREATIVE LEADERSHIP The Berlin School is an international business school founded by Michael Conrad (ex-Vice Chairman/-CCO at Leo Burnett Worldwide. Participants are creative industry executives with several years of management experience from all over the world. The students´ modules take place in Germany, the United States, Japan and China and focus on accounting, economics, entrepreneurship, finance, international business, organizational behavior and strategy. Our „godfather“ – serving as mentor to the 13 participants in my group – is Sir John Hegarty (CCO and founder of BBH).
  4. 4. 2012 The thesis won the Michael Conrad Outstanding Thesis Award
  5. 5. PROTOTYPING INNOVATION My personal motivation in writing the thesis titled „Prototyping Innovation – Integrate and Accelerate Change Management“ is to find an answer to three questions: Why is innovation important? How can innovation strategies can be optimized within a company´s organizational structure? What lessons can be learned about the future of a companys innovation strategy? I take personal interest in these questions because I am intrigued by the potential of innovation to empower personal creativity and business competitiveness.
  6. 6. PROTOTYPING INNOVATION My personal motivation in writing the thesis titled „Prototyping Innovation – Integrate and Accelerate Change Management“ is to find an answer to three questions: Why is innovation important? How can innovation strategies can be optimized within a company´s organizational structure? What lessons can be learned about the future of a companys innovation strategy? I take personal interest in these questions because I am intrigued by the potential of innovation to empower personal creativity and business competitiveness.
  7. 7. FORMER BRITISH PRIME MINISTER HAROLD WILSON »The only human institution which rejects change is the cemetery.«
  8. 8. 8 When a company like Pixelpark has existed for 20 years it has well- established workflows that are very efficient when applied to large- scale projects. To achieve fast startup-like results, a large company, such as Pixelpark has to disrupt and reenergize its established workflows.
  9. 9. 9 When a company like Pixelpark has existed for 20 years it has well- established workflows that are very efficient when applied to large- scale projects. To achieve fast startup-like results, a large company, such as Pixelpark has to disrupt and reenergize its established workflows.
  10. 10. SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE DIRECTOR CONSULTANCE DIRECTOR INFORMATION TECHNOLOGY DIRECTOR DESIGN DIRECTOR EDITORS DIRECTOR SALES DIRECTOR PROJECT MANAGEMENT MANAGING DIRECTOR
  11. 11. MANAGING DIRECTOR MANAGING DIRECTOR DIRECTOR CONSULTANCE DIRECTOR INFORMATION TECHNOLOGY DIRECTOR DESIGN DIRECTOR EDITORS DIRECTOR SALES DIRECTOR PROJECT MANAGEMENT DIRECTOR CONSULTANCE DIRECTOR INFORMATION TECHNOLOGY DIRECTOR DESIGN DIRECTOR EDITORS DIRECTOR SALES DIRECTOR PROJECT MANAGEMENT SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE GENERAL MANAGING DIRECTOR
  12. 12. MANAGING DIRECTOR MANAGING DIRECTOR DIRECTOR CONSULTANCE DIRECTOR INFORMATION TECHNOLOGY DIRECTOR DESIGN DIRECTOR EDITORS DIRECTOR SALES DIRECTOR PROJECT MANAGEMENT DIRECTOR CONSULTANCE DIRECTOR INFORMATION TECHNOLOGY DIRECTOR DESIGN DIRECTOR EDITORS DIRECTOR SALES DIRECTOR PROJECT MANAGEMENT SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE SENIOR REGULAR JUNIOR TRAINEE GENERAL MANAGING DIRECTOR DIRECTOR INNOVATION MANAGEMENT 12
  13. 13. WORKSHOP IDEATION
  14. 14. WORKSHOP USER-CENTRIC APPROACH
  15. 15. CONCLUSION Design and streamline manufacturing processes that drive employees to develop their full potential and deliver superior performance in innovation.
  16. 16. CONCLUSION Design and streamline manufacturing processes that drive employees to develop their full potential and deliver superior performance in innovation. Build and manage strong and diverse teams to realize cost- efficient, timely results within set budgets and strict deadlines.
  17. 17. CONCLUSION Design and streamline manufacturing processes that drive employees to develop their full potential and deliver superior performance in innovation. Build and manage strong and diverse teams to realize cost- efficient, timely results within set budgets and strict deadlines. Increase the efficiency of the creative personnel by instilling a greater sense of independence and commitment.
  18. 18. CONCLUSION Design and streamline manufacturing processes that drive employees to develop their full potential and deliver superior performance in innovation. Build and manage strong and diverse teams to realize cost- efficient, timely results within set budgets and strict deadlines. Increase the efficiency of the creative personnel by instilling a greater sense of independence and commitment. Prototype business models for strategic management of the firm’s infrastructure, customers, and finances.
  19. 19. CONCLUSION Design and streamline manufacturing processes that drive employees to develop their full potential and deliver superior performance in innovation. Build and manage strong and diverse teams to realize cost- efficient, timely results within set budgets and strict deadlines. Increase the efficiency of the creative personnel by instilling a greater sense of independence and commitment. Prototype business models for strategic management of the firm’s infrastructure, customers, and finances. Find new growth opportunities.
  20. 20. CONCLUSION Design and streamline manufacturing processes that drive employees to develop their full potential and deliver superior performance in innovation. Build and manage strong and diverse teams to realize cost- efficient, timely results within set budgets and strict deadlines. Increase the efficiency of the creative personnel by instilling a greater sense of independence and commitment. Prototype business models for strategic management of the firm’s infrastructure, customers, and finances. Find new growth opportunities. Lead and accelerate innovation strategies by identifying and executing strategic goals.
  21. 21. CONCLUSION Design and streamline manufacturing processes that drive employees to develop their full potential and deliver superior performance in innovation. Build and manage strong and diverse teams to realize cost- efficient, timely results within set budgets and strict deadlines. Increase the efficiency of the creative personnel by instilling a greater sense of independence and commitment. Prototype business models for strategic management of the firm’s infrastructure, customers, and finances. Find new growth opportunities. Lead and accelerate innovation strategies by identifying and executing strategic goals. Prototype innovation by integrating and accelerating change management.
  22. 22. MAIL@AXELQUACK.DE WWW.AXELQUACK.DE

×