The document summarizes the results of a workshop on corporate innovation practices held at the Corporate Startup Summit International. The workshop was organized around eight stations corresponding to domains in the itheca Group's Corporate Innovation Framework. Attendees shared and discussed practices in each domain that foster successful corporate innovation. These included fully embedding innovation in business units, establishing semi-autonomous innovation teams, using time budgets for idea generation, and leveraging external incubators for disruptive ideas. Ensuring collaboration between functions and a mix of internal and external resources on teams was also discussed.
Erfolgreiche Implementierung von Corporate Startup Teams - Christoph SeligCorporate Startup Summit
Christoph Selig is a PhD candidate at the IST Innovation Institute researching how to successfully implement corporate startup teams. His presentation discusses how large corporations can remain strategically responsive through an ambidextrous organizational model combining centralized efficiency with decentralized innovation using embedded entrepreneurial teams. These teams provide agility through flexibility and experimentation while accessing corporate resources, but require autonomy, transparent decision-making, and stakeholder management to be effective. Characteristics of the "corporate entrepreneur" leading these teams are discussed. The presentation concludes with a case study of how Legic AG cannibalized its core business through an internal startup team to transition to new digital technologies and business models.
This document discusses strategies for maximizing the impact of corporate engagement with startups. It outlines several models for collaboration, including observing startups, working directly with startups, investing in startups, and building startups internally. It also provides guidance on developing the right culture, securing resources, managing ecosystem relationships, and persevering through the challenges of open innovation. The goal is to move corporations from casual dating to meaningful deals and partnerships with startups.
This document discusses how to accelerate impact ventures through programs. It shows that Impact Hub Vienna accelerated 14 ventures in 2012 and 97 ventures in 2016 through dedicated multi-month programs. It proposes developing acceleration capability, expertise, and practices rather than specific programs or brands. It outlines an acceleration process including diagnostic, milestone planning, development planning, and assessments. The goal is to deliver trackable, measurable, and tailored acceleration customized for each venture's needs.
The document discusses different approaches for companies to develop new business models and growth opportunities, including intrapreneurship, incubation and acceleration programs, and working with external venture builders. It proposes a model of "Company Building as a Service" which combines the strengths of corporations, venture builders, and investors. Under this model, a company builder would partner with a corporate to help develop new businesses and ventures by leveraging the corporate's assets, market access, and experience alongside the company builder's entrepreneurial expertise and the investor's funding.
Prof. Dr.-Ing. Guido Baltes presented on intrapreneurial transformation and making digitalization work. He discussed how digitalization is driving disruptive change and discussed the need for companies to develop ambidextrous organizations that can efficiently manage their core business while also driving digital innovation through entrepreneurial teams. He emphasized that the role of entrepreneurial team managers is key to successfully implementing innovation through an iterative process involving technology, products, and business models. Top management must focus on pushing entrepreneurial teams to quickly implement ideas to succeed in today's fast-paced digital environment.
The document discusses the evolution of accelerators from general programs to vertically focused industry programs. It notes that accelerators have failed to innovate themselves. However, it argues that accelerators are not dead and proposes a new model centered around industry innovation through early and growth stage programs, co-investment funds, and structured peer learning between corporations.
Impact Hub Zurich is an entrepreneurial community of 700 innovators and startups that prototypes the future of business together. Members can use the shared workspaces for coworking, meetings, and workshops. The community values passion, rapid prototyping, ecosystem collaboration, failure, and regenerative practices. Impact Hub offers corporate partners programs like Catalyze to kickstart intrapreneurship and Factory for prototyping solutions over 5 days with entrepreneurs.
SIX Fintech Incubator F10 Where the answers of tomorrow’s questions are found...Corporate Startup Summit
SIX Fintech Incubator F10 supports financial institutions in innovating through four key areas: supporting efficiency and innovation, enabling new technologies, offering optimal payment solutions, and helping meet regulations efficiently. SIX uses an efficient innovation process that involves discovering opportunities, enlarging concepts, prototyping, testing, and implementing new solutions. The process emphasizes experimentation and testing assumptions early on.
Erfolgreiche Implementierung von Corporate Startup Teams - Christoph SeligCorporate Startup Summit
Christoph Selig is a PhD candidate at the IST Innovation Institute researching how to successfully implement corporate startup teams. His presentation discusses how large corporations can remain strategically responsive through an ambidextrous organizational model combining centralized efficiency with decentralized innovation using embedded entrepreneurial teams. These teams provide agility through flexibility and experimentation while accessing corporate resources, but require autonomy, transparent decision-making, and stakeholder management to be effective. Characteristics of the "corporate entrepreneur" leading these teams are discussed. The presentation concludes with a case study of how Legic AG cannibalized its core business through an internal startup team to transition to new digital technologies and business models.
This document discusses strategies for maximizing the impact of corporate engagement with startups. It outlines several models for collaboration, including observing startups, working directly with startups, investing in startups, and building startups internally. It also provides guidance on developing the right culture, securing resources, managing ecosystem relationships, and persevering through the challenges of open innovation. The goal is to move corporations from casual dating to meaningful deals and partnerships with startups.
This document discusses how to accelerate impact ventures through programs. It shows that Impact Hub Vienna accelerated 14 ventures in 2012 and 97 ventures in 2016 through dedicated multi-month programs. It proposes developing acceleration capability, expertise, and practices rather than specific programs or brands. It outlines an acceleration process including diagnostic, milestone planning, development planning, and assessments. The goal is to deliver trackable, measurable, and tailored acceleration customized for each venture's needs.
The document discusses different approaches for companies to develop new business models and growth opportunities, including intrapreneurship, incubation and acceleration programs, and working with external venture builders. It proposes a model of "Company Building as a Service" which combines the strengths of corporations, venture builders, and investors. Under this model, a company builder would partner with a corporate to help develop new businesses and ventures by leveraging the corporate's assets, market access, and experience alongside the company builder's entrepreneurial expertise and the investor's funding.
Prof. Dr.-Ing. Guido Baltes presented on intrapreneurial transformation and making digitalization work. He discussed how digitalization is driving disruptive change and discussed the need for companies to develop ambidextrous organizations that can efficiently manage their core business while also driving digital innovation through entrepreneurial teams. He emphasized that the role of entrepreneurial team managers is key to successfully implementing innovation through an iterative process involving technology, products, and business models. Top management must focus on pushing entrepreneurial teams to quickly implement ideas to succeed in today's fast-paced digital environment.
The document discusses the evolution of accelerators from general programs to vertically focused industry programs. It notes that accelerators have failed to innovate themselves. However, it argues that accelerators are not dead and proposes a new model centered around industry innovation through early and growth stage programs, co-investment funds, and structured peer learning between corporations.
Impact Hub Zurich is an entrepreneurial community of 700 innovators and startups that prototypes the future of business together. Members can use the shared workspaces for coworking, meetings, and workshops. The community values passion, rapid prototyping, ecosystem collaboration, failure, and regenerative practices. Impact Hub offers corporate partners programs like Catalyze to kickstart intrapreneurship and Factory for prototyping solutions over 5 days with entrepreneurs.
SIX Fintech Incubator F10 Where the answers of tomorrow’s questions are found...Corporate Startup Summit
SIX Fintech Incubator F10 supports financial institutions in innovating through four key areas: supporting efficiency and innovation, enabling new technologies, offering optimal payment solutions, and helping meet regulations efficiently. SIX uses an efficient innovation process that involves discovering opportunities, enlarging concepts, prototyping, testing, and implementing new solutions. The process emphasizes experimentation and testing assumptions early on.
Open Innovation Projects - 10 tips for corporations working like startups, wo...Tomasz Rudolf
How can corporate leaders leverage startups as a source of innovation? In this keynote presentation from international PMI congress, I share 10 tips for corporations that want to work like startups or work with startups for digital transformation.
Open innovation is much more than just running a hackathonAndrea Boeri
Open Innovation has become a good source of competitive advantage for a growing number of established companies in the world. But what could be included in the Open Innovation perimeter?
To try and answer this question, this short presentation will cover the wide set of possible goals and approaches related to Open Innovation. They are associated with growing degrees of corporate commitment and expected benefits, ranging from exposure through one-off events all the way to structured partnerships between companies and startups, up to corporate investments in startups.
Based on a growing body of international experiences, it appears today possible to envisage more effective roadmaps and organizational solutions to effectively engage startups. It still remains a delicate act, which requires a lot of attention and skills on both sides.
Digital Transformation lessons for the financial industry. Working with startups, building startups, investing in startups. Open innovation stories from different industries.
Keynote Presentation by Tomasz Rudolf, CEO of The Heart - European Center for Corporate-Startup Collaboration. www.theheart.tech
This document provides information about Christian Lindener and his work managing innovation initiatives. It includes:
- Christian's background and experience founding startups and managing accelerators.
- An overview of Wayra's approach to open innovation including core innovation, open innovation, and focusing on disruptive "moonshots".
- Statistics on Wayra's portfolio including the number of startups, investments, exits, and current portfolio market value.
- How Wayra works as an open innovation ecosystem with global hubs and partnerships with corporations, governments, and institutions.
- The value proposition for partnering with startups including speed, cost effectiveness, fresh perspectives, and access to Wayra's global network.
WS "Strategic sustaining innovation and beyond" by Pascal Miserez @evitiveCorporate Startup Summit
Innovation Practitioners, Senior Leaders and
(Corporate) Venture Capitalists will discuss the
major flaws highlighted by evitive's latest study
on Corporate Innovation and explore ways to
address them effectively. Issues covered range
from orchestrating innovation to innovation
governance, incentive systems and financing.
The session concludes with a selection of
proven practice recommendation from evitive.
Slides from a keynote at the Intrapreneurship Conference in London in 2016, outlining how established companies design new growth ventures from within.
Startups are naturally risky, and a startup valuation is probably closer to an art than a science. However, it can be made less based on “gut feelings” by carefully assessing the several elements that would have the strongest impact on the venture success. In this document, we have identified 7 key elements that we believe investors should look for, when evaluating a startup: team, problem, solution, strategy and marketing, scalability, strategic fit, return vs. risk.
Lecture 1 MOOC@TU9: Entrepreneurship by Prof. Brettelmooctu9
This document summarizes a presentation on effectuation and entrepreneurship. It discusses research by Sarasvathy comparing expert entrepreneurs to novices. Expert entrepreneurs take a effectual approach, focusing on available means rather than predictive markets. They expand resources by making commitments with stakeholders. The document also contrasts effectual and causal logic, and how effectual entrepreneurs view contingencies as new opportunities rather than surprises to avoid.
The Next Wave of Business Models in Emerging AsiaWei Li
Fierce local and international competition is forcing Asian companies to increasingly embrace business model innovation. With many interesting case studies, this research article from Innosight explains how the businesses in Asia is evolving and what are the implications for companies from developed countries.
What working with corporations means for startupsAndrea Boeri
This presentation aims at helping startup teams involved in open innovation programs better understand the possible corporate goals, constraints and barriers. It also suggests practical approaches to build an effective relationship with corporations
Mentoring is becoming widespread in business environments, driven by its proven benefits. However, when mentoring startups, I found myself dealing with a few key questions, which I tried and address in this brief presentation. What are the main differences between mentoring in a corporate environment and mentoring a startup? Which roles can a mentor play when supporting a startup? What does it take to be effective at mentoring a startup? Is age a weakness or a strength? Mentoring a startup can be an extremely valuable experience for both sides. However, usually it is a delicate act, with common features but also significant differences vis-à-vis mentoring in a corporate environment.Mentoring a startup requires passion and a strong commitment, absolute integrity, professional experience, disciplined execution and a lot of attention throughout the process.
HBR's 10 must reads on innovation. The negative effects of 6 fallacies abour product development are explained, and practical suggestions to overcome them will help companies to avoid the mistakes and keep projects on track.
Moving beyond process and goals in corporate entrepreneurship
by Steffen Raetzer, Innovation Catalyst & Entrepreneur, CH
Three out of four decision makers believe that innovation is a top 3 priority for their organisation. Yet, only one out of five, believes their business has an advantage in innovation. Based on an on-going research project, this session proposes very practical ways to unlock higher levels of innovative power, grit and passion in intrapreneurs and innovators.
Co-Innovating your future with Oracle NEXTNeil Sholay
Innovation is an Idea, that meets a need, executed in the market.
The companies that succeed in the future, will be those with an obsessive focus on getting their ideas, experiences and business models to market. At Oracle NEXT we help clients frame, ideate, share, test and scale their ideas - quickly. We believe not just in ideas but in Ideas.Executed.
Thomas Vajay led a workshop on intrapreneurship with budget constraints and resistance. [The workshop aimed to generate ideas for innovation projects within constraints.] Participants broke into groups to brainstorm reasons innovation programs fail and excuses for not implementing intrapreneurship. [Groups presented ideas for overcoming barriers through low-cost pilots and reallocating existing resources.] The workshop continued with ideation sessions to generate concrete solutions [using techniques like brainwriting to transfer problems to actions within the constraints].
This document discusses delivering successful corporate innovation. It identifies five key success factors for innovation success based on research, including having a relentless focus on solving customer problems, a passionate leader and team, using a common language to communicate progress, leveraging relevant skills and assets, and networking internally and externally. It also provides case studies on successful innovation initiatives at companies like BG, South Staffordshire Water Group, Abbey National and BT.
Effective design of innovation labs by andrea boeri august 2019Andrea Boeri
The document discusses effective design of innovation labs. It outlines the benefits of innovation labs, such as generating new ideas and accelerating innovation. However, it notes that innovation labs do not always deliver as expected due to issues like lack of maturity, cultural isolation, and unclear growth mechanisms. The document advocates designing innovation labs with seven key dimensions in mind: alignment, leadership, people, metrics, processes, network, and location. It stresses that innovation labs are just one part of an effective corporate innovation ecosystem.
How to Kickstart Startup-Corporate CollaborationPioneers.io
This document provides a guide on how corporations can effectively collaborate with startups to promote innovation. It outlines 10 steps for kickstarting startup-driven innovation, including defining goals, finding the right innovation projects, securing internal buy-in, starting small with hackathons or workshops, going bigger with accelerators or open innovation programs, issuing open calls, defining startup offerings, selecting the best-fit startups, and embarking on successful collaborations with guidance from advisors. The advisory firm Pioneers Discover can help corporations at every step of working with startups.
This document discusses Cisco's approach to innovation through building, buying, partnering and integrating. It outlines Cisco's innovation pillars and history of acquisitions from 1993 to present. It also describes Cisco's initiatives to promote innovation within the company such as the Cisco Innovation Academy, Cisco Entrepreneurs in Residence program, and an Innovate Everywhere company-wide challenge. The document encourages joining the Cisco Developer Network community to access innovation resources and funding opportunities.
This document describes how "NanoLabs" can help companies accelerate innovation and drive culture change. NanoLabs are small, temporary workshops that bring together diverse groups to work on challenges. They are moderated and last less than half a day. The document outlines how NanoLabs can be used for startups, teams, and larger corporations to generate solutions rapidly through playful experiments and interactions. It provides examples of NanoLabs and feedback from participants who found them effective for gaining new perspectives and learning quickly.
Open Innovation Projects - 10 tips for corporations working like startups, wo...Tomasz Rudolf
How can corporate leaders leverage startups as a source of innovation? In this keynote presentation from international PMI congress, I share 10 tips for corporations that want to work like startups or work with startups for digital transformation.
Open innovation is much more than just running a hackathonAndrea Boeri
Open Innovation has become a good source of competitive advantage for a growing number of established companies in the world. But what could be included in the Open Innovation perimeter?
To try and answer this question, this short presentation will cover the wide set of possible goals and approaches related to Open Innovation. They are associated with growing degrees of corporate commitment and expected benefits, ranging from exposure through one-off events all the way to structured partnerships between companies and startups, up to corporate investments in startups.
Based on a growing body of international experiences, it appears today possible to envisage more effective roadmaps and organizational solutions to effectively engage startups. It still remains a delicate act, which requires a lot of attention and skills on both sides.
Digital Transformation lessons for the financial industry. Working with startups, building startups, investing in startups. Open innovation stories from different industries.
Keynote Presentation by Tomasz Rudolf, CEO of The Heart - European Center for Corporate-Startup Collaboration. www.theheart.tech
This document provides information about Christian Lindener and his work managing innovation initiatives. It includes:
- Christian's background and experience founding startups and managing accelerators.
- An overview of Wayra's approach to open innovation including core innovation, open innovation, and focusing on disruptive "moonshots".
- Statistics on Wayra's portfolio including the number of startups, investments, exits, and current portfolio market value.
- How Wayra works as an open innovation ecosystem with global hubs and partnerships with corporations, governments, and institutions.
- The value proposition for partnering with startups including speed, cost effectiveness, fresh perspectives, and access to Wayra's global network.
WS "Strategic sustaining innovation and beyond" by Pascal Miserez @evitiveCorporate Startup Summit
Innovation Practitioners, Senior Leaders and
(Corporate) Venture Capitalists will discuss the
major flaws highlighted by evitive's latest study
on Corporate Innovation and explore ways to
address them effectively. Issues covered range
from orchestrating innovation to innovation
governance, incentive systems and financing.
The session concludes with a selection of
proven practice recommendation from evitive.
Slides from a keynote at the Intrapreneurship Conference in London in 2016, outlining how established companies design new growth ventures from within.
Startups are naturally risky, and a startup valuation is probably closer to an art than a science. However, it can be made less based on “gut feelings” by carefully assessing the several elements that would have the strongest impact on the venture success. In this document, we have identified 7 key elements that we believe investors should look for, when evaluating a startup: team, problem, solution, strategy and marketing, scalability, strategic fit, return vs. risk.
Lecture 1 MOOC@TU9: Entrepreneurship by Prof. Brettelmooctu9
This document summarizes a presentation on effectuation and entrepreneurship. It discusses research by Sarasvathy comparing expert entrepreneurs to novices. Expert entrepreneurs take a effectual approach, focusing on available means rather than predictive markets. They expand resources by making commitments with stakeholders. The document also contrasts effectual and causal logic, and how effectual entrepreneurs view contingencies as new opportunities rather than surprises to avoid.
The Next Wave of Business Models in Emerging AsiaWei Li
Fierce local and international competition is forcing Asian companies to increasingly embrace business model innovation. With many interesting case studies, this research article from Innosight explains how the businesses in Asia is evolving and what are the implications for companies from developed countries.
What working with corporations means for startupsAndrea Boeri
This presentation aims at helping startup teams involved in open innovation programs better understand the possible corporate goals, constraints and barriers. It also suggests practical approaches to build an effective relationship with corporations
Mentoring is becoming widespread in business environments, driven by its proven benefits. However, when mentoring startups, I found myself dealing with a few key questions, which I tried and address in this brief presentation. What are the main differences between mentoring in a corporate environment and mentoring a startup? Which roles can a mentor play when supporting a startup? What does it take to be effective at mentoring a startup? Is age a weakness or a strength? Mentoring a startup can be an extremely valuable experience for both sides. However, usually it is a delicate act, with common features but also significant differences vis-à-vis mentoring in a corporate environment.Mentoring a startup requires passion and a strong commitment, absolute integrity, professional experience, disciplined execution and a lot of attention throughout the process.
HBR's 10 must reads on innovation. The negative effects of 6 fallacies abour product development are explained, and practical suggestions to overcome them will help companies to avoid the mistakes and keep projects on track.
Moving beyond process and goals in corporate entrepreneurship
by Steffen Raetzer, Innovation Catalyst & Entrepreneur, CH
Three out of four decision makers believe that innovation is a top 3 priority for their organisation. Yet, only one out of five, believes their business has an advantage in innovation. Based on an on-going research project, this session proposes very practical ways to unlock higher levels of innovative power, grit and passion in intrapreneurs and innovators.
Co-Innovating your future with Oracle NEXTNeil Sholay
Innovation is an Idea, that meets a need, executed in the market.
The companies that succeed in the future, will be those with an obsessive focus on getting their ideas, experiences and business models to market. At Oracle NEXT we help clients frame, ideate, share, test and scale their ideas - quickly. We believe not just in ideas but in Ideas.Executed.
Thomas Vajay led a workshop on intrapreneurship with budget constraints and resistance. [The workshop aimed to generate ideas for innovation projects within constraints.] Participants broke into groups to brainstorm reasons innovation programs fail and excuses for not implementing intrapreneurship. [Groups presented ideas for overcoming barriers through low-cost pilots and reallocating existing resources.] The workshop continued with ideation sessions to generate concrete solutions [using techniques like brainwriting to transfer problems to actions within the constraints].
This document discusses delivering successful corporate innovation. It identifies five key success factors for innovation success based on research, including having a relentless focus on solving customer problems, a passionate leader and team, using a common language to communicate progress, leveraging relevant skills and assets, and networking internally and externally. It also provides case studies on successful innovation initiatives at companies like BG, South Staffordshire Water Group, Abbey National and BT.
Effective design of innovation labs by andrea boeri august 2019Andrea Boeri
The document discusses effective design of innovation labs. It outlines the benefits of innovation labs, such as generating new ideas and accelerating innovation. However, it notes that innovation labs do not always deliver as expected due to issues like lack of maturity, cultural isolation, and unclear growth mechanisms. The document advocates designing innovation labs with seven key dimensions in mind: alignment, leadership, people, metrics, processes, network, and location. It stresses that innovation labs are just one part of an effective corporate innovation ecosystem.
How to Kickstart Startup-Corporate CollaborationPioneers.io
This document provides a guide on how corporations can effectively collaborate with startups to promote innovation. It outlines 10 steps for kickstarting startup-driven innovation, including defining goals, finding the right innovation projects, securing internal buy-in, starting small with hackathons or workshops, going bigger with accelerators or open innovation programs, issuing open calls, defining startup offerings, selecting the best-fit startups, and embarking on successful collaborations with guidance from advisors. The advisory firm Pioneers Discover can help corporations at every step of working with startups.
This document discusses Cisco's approach to innovation through building, buying, partnering and integrating. It outlines Cisco's innovation pillars and history of acquisitions from 1993 to present. It also describes Cisco's initiatives to promote innovation within the company such as the Cisco Innovation Academy, Cisco Entrepreneurs in Residence program, and an Innovate Everywhere company-wide challenge. The document encourages joining the Cisco Developer Network community to access innovation resources and funding opportunities.
This document describes how "NanoLabs" can help companies accelerate innovation and drive culture change. NanoLabs are small, temporary workshops that bring together diverse groups to work on challenges. They are moderated and last less than half a day. The document outlines how NanoLabs can be used for startups, teams, and larger corporations to generate solutions rapidly through playful experiments and interactions. It provides examples of NanoLabs and feedback from participants who found them effective for gaining new perspectives and learning quickly.
Burda Bootcamp is led by Natalia Karbasova and focuses on building a startup and tech ecosystem through venture capital investments, acquisitions of companies, partnerships with ventures, and community events like hackdays and startup nights. The bootcamp also runs entrepreneurship programs like a summer school.
The document discusses various megatrends that will impact the workplace until 2025, including digitalization, sharing economy, big data, urbanization, and changing demographics. It notes that digitalization requires new organizational structures and there will be a need to integrate work and private life. Guidance is provided for organizations, including developing employees individually, establishing a coaching culture, focusing on learning and failure, having a holistic philosophy, and recognizing that digitization requires new structures and mindful leadership.
The document discusses lean innovation and how organizations can build a culture of innovation. It emphasizes understanding customer needs through empathy, testing assumptions through experimentation, and using evidence to make decisions. It provides examples of using value stream mapping and dashboards to discover opportunities and bottlenecks. It also stresses the importance of educating and empowering employees to act entrepreneurially while enabling systems that support innovation efforts. Overcoming obstacles like a resistant culture or lack of resources requires starting small with experiments and leveraging those already innovating.
Martin Bell is the founder and CEO of Coinaac, which helps companies improve their startup launch programs. They work across the entire value chain of a startup, from launch through growth. Coinaac has experience launching over 50 startups. Their services include re-engineering incubators and accelerators, improving functions like marketing, operations, engineering and more. They aim to help create a culture of execution by defining clear processes and assigning ownership while fostering open communication.
This document discusses challenges facing healthcare systems around the world due to aging populations and increasing rates of chronic diseases. It notes rising healthcare costs in countries like the US and shortage of healthcare professionals in the EU and Africa. The document then introduces Philips' goal to improve lives of 3 billion people through innovation by 2025. It outlines Philips' digital accelerator program which works with startups through various initiatives to help transform healthcare and address these challenges.
Telekom Deutschland offers a start-up collaboration model to help startups grow their business. Through the program, startups gain access to Telekom's key infrastructure like telecommunication solutions, cloud services, and secure IT infrastructure. Telekom also helps startups gain market access by allowing reselling through Telekom's sales force and joint product development. The goal is for startups to focus on their business and grow faster with Telekom providing a strong platform and business partnership.
This presentation presents a simple and direct model for Agile Portfolio Management based on four key concepts:
1. The type of work you're doing.
2. The portfolio governance model.
3. The project governance model (the shape of the project).
4. The size / number of Agile teams.
The deck presents simple, scalable, effective approaches to Agile Portfolio Management that are lighter than most Agile methods and are supported by Conteneo's Collaboration Frameworks. This deck also directly supports Conteneo's Strategy-Glue-Tactics framework for effective Agile Product Management.
The Total Economic Impact Of An Innovation Program Driven by SpigitAJ Kennedy
Spigit provides enterprise innovation software and support services that help its customers stand up and manage enterprise innovation programs. Spigit commissioned Forrester Consulting to conduct a Total Economic ImpactTM (TEI) study and examine the potential return on investment (ROI) enterprises may realize by deploying its platform and leveraging its implementation, training, and strategy services as part of a broader innovation program. The purpose of this study is to provide readers with a framework to evaluate the potential financial impact of an innovation program with Spigit as its foundation.
The document describes a program called "Driving Innovation" which is designed to help businesses increase the rate and value of their innovation efforts. The 12-month program embeds agile principles and establishes world-leading innovation disciplines. It delivers up to 200 hours of in-business support for $40,000, with 50% funding provided by Callaghan Innovation. The program involves four phases - Discovery, Challenge, Consolidate, and Integrate - to benchmark practices, challenge the status quo, institutionalize new practices, and create ongoing engagement opportunities.
This document outlines 5 levers that can be used to structure a corporate entrepreneurship program: strategy, capabilities, governance, communications, and impact. Each lever is described in 1-3 sentences. For example, for strategy it states that clear strategic objectives around innovation must be made explicit at the business unit level and key themes where the business unit has an unfair advantage need to be identified. For capabilities, it states that the right approach modeled on best practices from high growth companies is needed to build skillsets and mindsets.
Organisations continue to search for the magic snake oil that will bring their innovation programs to life. But there is no magic. Its about building a portfolio of experiments and abolishing the "big-bang" approach that looks for the one thing to transform the business.
Day 1 1620 - 1705 - pearl 2 - asoke das sarmaPMI2011
Managing innovation programs in large organizations requires avoiding common mistakes. The document outlines a five phase approach: 1) Initiation requires determining an innovation strategy and themes. 2) Planning establishes a life cycle with timelines. 3) Execution involves generating ideas across themes, prioritizing using financial and non-financial metrics, and using dedicated teams. 4) Monitoring uses critical metrics and corrective actions. 5) Closing celebrates successes, documents learnings, and looks to the next innovation cycle. Large organizations must avoid strategy, structure, process, and skill traps that inhibit innovation by focusing too narrowly, using rigid BAU approaches, and lacking flexibility. Dedicated teams and separate organizations may be needed to successfully commercialize new ideas
CWIN 17 Madrid / Nuno Duarte Oliveira - i naa-sCapgemini
1. The document discusses the need for companies to innovate effectively in order to stay ahead of rapidly changing technology and business landscapes. However, many organizations are not designed for innovation as they lack the necessary processes, innovative talent, culture that rewards innovation, and mindset to manage risks.
2. Traditional approaches to problem solving are no longer sufficient, and companies need to commit to innovation at both the individual and collective levels to achieve breakthrough creativity.
3. The document proposes that Capgemini can help organizations innovate through introducing them to startups and partners, utilizing frameworks to manage the innovation process, and engaging multi-disciplinary experts to explore and experiment with emerging technologies.
The document discusses four key concepts that large organizations adopting Agile must manage: type of work, size of teams, project governance, and portfolio governance. It outlines three types of work (ongoing product development, new product development, corporate initiatives), and two governance processes (roadmap and backlog, stage gate). The document also discusses how to determine team size and allocate teams based on the type of work.
Captivate Labs is an internal startup program proposed by Capgemini to address high millennial turnover and foster innovation. It would crowd-source ideas from employees and select top ideas to incubate. The program includes an ideation phase to submit and refine ideas, a 3-6 month incubation providing resources to work on ideas, and a launch phase to bring ideas to market internally or externally. The goals are to engage millennial employees, attract new talent, develop new products/services, and reduce time-to-market through corporate entrepreneurship. Key metrics to measure success include the number of ideas, those brought to market, revenue generated, and employee retention and engagement rates.
Creating a Lean Business System white paperPeterHines
The document provides an overview of the Lean Business Model created by Professor Peter Hines. The model was developed based on research of Toyota's operations and supply chain management. It consists of five elements: strategy deployment, value stream management, tools and techniques, people enabled processes, and extended enterprise. The Lean Business Model can be used to assess an organization's lean maturity and develop a roadmap to create a lean business system.
Workinlot Intrapreneur in Residence as a ServiceAtilla Erel
Workinlot manages the innovation workload of corporations. Manages the interaction between corporate innovation assets. While doing these, ensure there is no extra workload for the business units. For more information about the service please contact hello@workinlot.com
HiValue - New product, service and process developmentHiSeedTech
HiValue is a hands-on training program designed for cross-functional teams that provides a comprehensive coverage of major topics in new product, service and process development (NPSPD) and allows participating teams to undertake a business project of strategic importance to the company.
Turning Crowd Innovation Into Real Products and RevenueMindjet
When any organization ramps up a new or refined business approach, it must align with their goals as a company and provide benefits that outweigh any associated costs. And, due to their typical ambiguity, corporate innovation programs often present many challenges that can be difficult to face without expert guidance.
In this presentation, Mindjet’s John Welder discusses how you can support your crowd innovation management programs through design thinking, agile methodologies, and lean start-up processes, in order to accelerate real business outcomes and revenue.
Millennials value independence and freedom in the workplace, leading to high turnover as they leave for self-employment or remote work. However, most entrepreneurial ideas fail. Capgemini proposes a corporate entrepreneurship program called Captivate Labs to develop a culture of innovation. The program would allow employees to independently work on ideas while gaining resources and mentorship. Top ideas would progress through ideation, incubation, and launch phases over 3-6 months. The program aims to develop new offerings, attract and retain talent, and reduce time-to-market through a continuous stream of innovation. Key metrics to measure success include the number of ideas generated and launched as well as employee engagement and retention.
In the decades to come, open innovation will play a key role in developed economies revolutionising how organisations deliver value to their customers, shareholders and employees.
This focus on IDEATION will allow companies to become or remain innovative, increasing the chances for new products, customer acquisition and increased financial performance.
PRESTO’s idea crowdsourcing functionality allows your leadership team to ‘throw challenges’ to the crowd accelerating the idea generation process to align your staff’s problem solving skills with the executive corporate growth strategy
The document outlines an innovation management process with three key phases: problem identification, idea generation, and implementation. It discusses establishing goals, identifying problems through metrics and customer feedback, encouraging employees to generate solutions, and prototyping top ideas. The process aims to drive innovation towards strategic goals and increase the number of innovators and ideas in the company over time. Sustaining innovation requires management buy-in, promoting an innovative culture, and evaluating processes for potential digital transformation.
The document discusses factors for success and failure in innovation. It outlines an innovation growth model with 5 phases (adhoc, program, co-creation, eco-innovation, value chain innovation) and the challenges of moving between each phase. Key success factors discussed are people, management processes, tools, and opening innovation processes to external partners through co-creation.
One of the greatest challenges organisations face today is to continuously evolve their products and services and the processes that underpin them. The emergence of digital tools and methodologies for unlocking operational efficiency and elevating the customer experience has radically changed the steps we need to take to achieve operational excellence.
A fresh approach to improvement is needed. For many organisations the goal is the same: enabling agility, designing better and faster processes and uplifting the customer experience. However, legacy operating models, customary ways of working and siloed approaches to operational improvement often act as a barrier. Put simply, existing methods need to evolve.
As the business landscape shifts, it’s imperative that organisations adopt an enduring, integrated and future-proofed approach to operational improvement which becomes part of ‘the way we do things around here’.
Unintegrated approaches: It’s not uncommon to see a disconnect between teams that work across the same end-to-end value stream, with one group identifying automation processes using technologies such as Robotic Process Automation and Artificial Intelligence, others redesigning processes using lean tools and techniques to remove rework and waste, and separate teams using workflow tools to digitise manual work. Each of these examples presents a lever that can be pulled to uplift operational performance, but addressing them together provides the most powerful recipe for maximising customer value.
How we built an efficient program: Process of value creation for corporate & ...Corporate Startup Summit
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise stimulates the production of endorphins in the brain which elevate mood and reduce stress levels.
- Der Link is Societe Generale's innovation team based in Berlin that aims to enable cultural and technological innovation across the bank's German entities.
- As a small team, they focus on high-impact interventions like workshops outside usual environments and helping reduce fear of change, rather than long-term projects.
- Their approach involves leveraging external networks and vendors to support short innovation projects and introduce new methods like design thinking and data science to various stakeholders.
This document discusses Siemens' approach to shaping the future of work. It notes that Siemens has over 379,000 employees worldwide and aims to balance traditional and future ways of working. To do so, Siemens has created an internal #FutureOfWork ecosystem to prototype new ideas through startup-like processes, with sponsorship from top executives. This ecosystem partners internally and externally to explore trends, test ideas in a protected sandbox, and share learnings as successful prototypes are implemented and scaled across the organization. The goal is to drive cultural change through transparency, agile working, and attracting talent, to help Siemens continuously innovate and predict the future of work.
This document discusses the importance of innovation culture in the 5G network era. It notes that 5G networks and the Internet of Things will enable massive transformations across many industry verticals. Megatrends like urbanization, digital transformation, and globalization are changing the world and how people connect to it. The document outlines Nokia Bell Labs' global research centers and innovations over its 90+ year history. It also discusses Nokia's innovation platforms and garages that aim to accelerate innovation through collaboration with startups, industries, and partners.
The two-day Corporate Startup Summit & Award in Zurich will feature panels, workshops, and presentations on topics related to corporate innovation and startup partnerships. On day one, keynote speaker Professor Solomon Darwin will discuss expanding markets through open innovation. There will also be panels on venture capital partnerships and intrapreneurship. The evening will include the Corporate Startup Award ceremony and an afterparty. Day two will continue with panels on identifying startup opportunities, open innovation, and investing in opportunities. Workshops will focus on topics like business model scalability, creativity techniques, and developing corporate venture ideas. The summit aims to provide insights and networking for establishing innovative corporate-startup collaborations.
Do’s and don’ts in Corporate Innovation
by Vartan Minasyan, Head of Investment & Innovation @Kaspersky Lab
Corporations and innovation managers are being surrounded by many tools, ecosystem partners and consultants. We will share where you can rely on your connections and outsource some work and what you better do yourself, based on Kaspersky experience.
Mi Casa es su Casa – Co-Creation as the future of digital product development
by Denis Danielyan, CEO Technology & Development @gravity&storm GmbH
Working closely in collaborative teams offers a new way of solving developmental challenges and services in a sustaining and durable manner. Instead of the classic approach, in which the success of a project depends on single interactions between clients and service providers, the goal of Co- Creation is to team up for a fixed period in order to learn from each other and maximize the outcome. In the long run, this results in self-sufficiency and empowerment for the customer and highly satisfying project results.
Increasing the success rate of developing startup-corporate partnerships by a structured program to build and validate a joint value story
by Kors van Wyngaarden, Medical Officer @Philips HealthWorks
Based on extensive experience in engaging with startups in 12 weeks programs Philips HealthWorks is continuously tweaking their approach to increase the value of sustainable partnerships between Philips and Healthcare startups. Kors will share how HealthWorks uses a structured approach, stakeholder and ecosystem engagements to help startups increase their own value and, in parallel, to build and validate the partnership value story.
Innovation via Incubator and Accelerator - Does it really work? Insights from reality
by Holger Greif, Partner and Head of Digital Transformation @PwC Switzerland
Companies are faced with "Digitalization", "Disruption", "Startups attacking their value proposition" and many many other buzzwords. Their answer to the Innovation challenge is via Incubators and Accelerator formats, building their Innovation Center and building own teams. Holger will give insights into "reality" - what does work and where to companies play "Innovation theatre".
No Bla, Just Do - Turn Employees Into Intrapreneurs With Swisscom Kickbox
by David Hengartner, Head of Intrapreneurship (Swisscom Kickbox) & Innovation Lab Manager
Three years ago, Swisscom piloted the Adobe Kickbox process and developed it into a „ready-to-use“ SaaS-solution for bottom-up intrapreneurship. The talk will cover the lessons learned during the adaption for Swisscom, selected intrapreneurship projects, effective “guerilla marketing” tactics, as well as showing how companies can launch their own Kickbox program in a very lean way.
Pioniergeist at it’s best: how we foster intrapreneurship @ innogy - A case study"
by Sebastian Hopp, Director of opportunities @innogy SE and Thomas Hartman @str84wd Products
Take a step behind the scenes of the innovation program from Germany's most transformative energy company: goals, approach, success stories, failures and pitfalls of our journey.
The document describes the Siemens Intrapreneurs Bootcamp, which aims to empower employees to connect their passion and genius to drive breakthrough innovation for Siemens in an agile, customer-centric way. The bootcamp takes place over 7 weeks and 3 modules, allowing participants to commit to challenges, create and validate ideas through prototyping, and catalyze promising concepts by pitching them for resources. It provides inspiration, leadership, startup tools and a supportive network to guide ideas from discovery to implementation. The goal is to make real innovations that matter to employees, Siemens and customers.
Boosting passion for innovation and new business at Bosch
by Dr. André Hedler, Vice President “Home of Innovation and Start-ups” @ Bosch Automotive Electronics
Can you imagine being an intrapreneur within a tech giant full of 130 years incredible history? After many years of experience we know the little secrets and pitfalls on how to innovate and to create market leaders. We spark enthusiasm for new things and embrace change, we lead Bosch.
Leading the next industrial revolution through global startup engagement
Torsten Kolind, Co-Founder & CEO @YouNoodle, Inc.
Nokia Open Innovation Challenge seeks to engage startups around the world in developing the next industrial revolution. A partnership between Nokia Bell Labs and San Francisco-based YouNoodle, we will walk through how to cost-effectively engage startup founders in a scalable way.
How to make a Lion fly
by Kai Kunze, Founder and CEO @LINGS, powered by Generali and Pietro Carnevale, Director of Strategy and Innovation @Generali Switzerland
Success and survival guide of a corporate startup acting as an innovation-virus inside the corporate immune system. Pietro and Kai will share insights on both the startup and the corporate experience and lessons learned... so far.
How to flourish Intrapreneurship– three key success factors
by Roland Keller, Head of Innovation Culture @Swiss Post
One of Swiss Posts key asset are its employees. One key Swiss Posts success factor is innovation. The combination of the two we call intrapreneurship. Therefore intrapreneurship is crucial to Swiss Post. Do you have employees with intrapreneurial skills? Do you allow them to use these skills? Do you have tools and methods for intrapreneurs in place? In this session some of Swiss Posts measures to foster intrapreneurship the will be presented and learnings will be shared.
What thrives intrapreneurship
in the corporates?
by RAJKUMAR RAGUPATHY
Intrapreneur @ Harman International
How can intrapreneurship rightly flourish and create value
for an organization? Leveraging from versatile
intrapreneurship outlook, Raj shall deliberate upon the
context, attributes, culture and values that corporates can
enable to establish a successful intrapreneurship
ecosystem.
Helping global corporations to make use of russian innovations the Skolkovo a...Corporate Startup Summit
Kirill Kaem will share the foundation’s approach to advancing all the key areas of innovative development, and explain in detail how Skolkovo works with global corporations. The foundation’s experts have screened 15,000 tech projects during the process of selecting Skolkovo’s 1,800 resident startups. Kira Blong will offer insight into these partnerships from the point of view of a major corporation on an example of AstraZeneca pharmaceutical company.
Best Practice Slam / "Bringing Together the Ant and the Elephant" by Thomas P. Offner, Senior manager @PwC / Quarterback
Corporate Incubation and Acceleration Summit 2018
Best Practice Slam / "Digitalisation made in Germany: Federal Ministry for Economic Affairs and Energy and RCKT" by Estefania Escobar @InsurLab and Sebastian Peter @RCKT
Corporate Incubation and Acceleration Summit 2018
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/