Mastering Innovation Management

Transcription

1 Rue de la Loi 81A 1040 Brussels, Belgium Tel: +32 (0) Fax: +32 (0) guidlines for open office export to pdf with letterhead guidlines for open office export to pdf with letterhead EIRMA/ Mastering Innovation Management 16 to 19 June 2015 Vlerick Business School, Ghent Campus, Belgium The Mastering Innovation Management is led by: Walter Van Dyck, Partner of Vlerick and Professor Innovation Management, Vlerick Business School And Smaranda Boros, Associate Professor, People and Team Management, Vlerick Business School 8 Online registration on EIRMA Website Before 29 May 2015:

2 MASTERING INNOVATION MANAGEMENT JUNE 2015 Definition The Mastering Innovation Management (MIM) programme is the new formula created in partnership with the Vlerick Business School, one of the top European academic business schools. It is replacing the Management Study Group activity which was proposed over the last ten years. This programme will take place at Vlerick Campus in Brussels during June Objective < Inspire Eirma R&D Managers with new perspectives on innovation, from a strategy, process and people point of view; < Equip R&D high potentials with best practices and support them in translating those towards their own organisation and role; < Connect EIRMA members and facilitate the exchange between them. What s new? Compared to the last R&D Management Study Group, the proposed MIM programme is renewed in terms of: < Educational approach: The programme is characterised by a blended and action oriented educational approach. Participants receive key framework & concepts, but majority of time is spent on practice, reflection and sharing. Furthermore participants are mobilised to apply learning points to their own, company specific case. < Facilitators: The programme is driven by 2 dynamic expert professors that come with a strong academic background next to relevant business experience. Both are experienced with facilitating executive development sessions in the most interactive and impactful way. Structure The general organisation consists of 3 major phases, as shown on the graph below:

3 The programme consists of 4 days: < The first 2 are innovation strategy & operations oriented, < Day 3 focuses on the human side of innovation, < Day 4 is an integration module helping the participants to assemble and incorporate the learning points and practice them throughout an intense simulation. In order to make the programme as practical as possible, the participants are asked to come to the programme with their own, company specific innovation challenge/case. Purpose is to progress on it leveraging the expertise of the faculty members and the experience of the colleague participants. < During the webinar pre-programme, the participants are guided in terms of case definition and structuring, thanks to the CCQ framework (Context Concern-Question); < Throughout the programme and where relevant, the faculty members link the company specific cases to the respective themes/topics being discussed. A selection of participants is given the opportunity to present their case plenary (during days 1 & 2) and have it elaborated on in group, giving opportunity for peer exchange & coaching; < During the webinar post-programme, participants are invited to give feedback on the application of lessons learned to their case. The approach for the post-programme webinar will be further fine-tuned by Vlerick and EIRMA, given case specificities and participant preferences. The programme schedule leaves room for senior EIRMA member representatives to give a testimonial related to defining an innovation strategy, managing innovation or working in complex R&D teams. This as an evening programme, and specifically on the evening of days 2 and 3. The programme is designed on basis of the 6 guiding principles below Build further on last years programme approach, renew where relevant! Ensure business relevance, involve participants in agenda setting, and include testimonials Offer a rich content, including topics related to both the hard and soft side of innovation and R&D! Foresee sufficient time for inspiration by experts (faculty), as well as for exchange & networking between participants! Leverage new ways of learning, mixing didactics and media (life/virtual)! Limit the programme to 4 days, make it unique but affordable!

4 Target Audience International, high-potential R&D talents aiming at contributing to corporate, incremental or radical innovation, product/service or business model related people. Participants should have been recently promoted as R&D managers. This programme is limited to 25 participants in order to ensure optimal interactivity.

5 MASTERING INNOVATION MANAGEMENT JUNE 2015 Pre-programme: webinar scheduled on 8 June 2015 at 3pm Duration: maximum 1 hour Introduction to CCQ framework, guiding participants in definition of own (company specific) case, they want to leverage in the programme What s the CCQ Framework? The goal of the assignment is to define and structure an innovation-related issue in your organization and to propose a solution for this issue which is based on the learnings and frameworks from the course. Structure of the paper is CCQ Solution proposal: Context: Comments on the As Is - market and organizational situation and complexities facing the company (eg. industry trends, competitive position) Concern: what is unsatisfactory in the As Is - situation? What needs to be solved to reach stated objectives? What could be done while staying within the limits of the solution space (eg. additional investments, personnel changes, divestments)? Question to be resolved: serves to bring focus to your work. Should be as SMART as possible (Specific, Measurable, Action-oriented, Relevant, Time bound). A thought-provoking, specific, debatable (i.e. not a non-disputable assertion), actionable question, focused on what the decision-maker needs to move forward. Ex: What opportunities exist for Firm X to improve its portfolio management process and carried products through organizational and operational changes, staying within the present budget limits, knowing they want to be a product leader. Or What options exist for the company in this potential acquisition, knowing they want to engage in ecosystem venturing around this new technology Solution proposal: describe the To Be -solution. Show you have collected internal (existing material, interviews with stakeholders) and external evidence (interviews with clients, suppliers, stakeholders) for your hypothesized solution. Indicate the change effort needed to implement your solution and how you would handle this in your change plan.

6 MONDAY, 15 JUNE PM Welcome dinner at the NH Ghent Belfort hotel restaurant TUESDAY, 16 JUNE AM 5 PM DAY 1: DEFINING INNOVATION STRATEGY Facilitated by Prof Walter Van Dyck Subjects < The emerging landscape of (open) innovation < Business model innovation < Constructing & exploiting the ecosystem Case < Smart Refrigerator Learning outcome You get a new perspective on strategising for innovation! Executive summary What is the source of your competitive advantage? It s not in your product or service, or even in your organisation, it s in your network or the ecosystem of industrial partners, higher education and government that you participate in. As your source of competitive advantage moves outside your company and into your ecosystem, leadership of the design and exploitation of this ecosystem is a condition for stimulating corporate growth and renewal. Evening activities Team building in the city of Ghent followed by a dinner in a local restaurant WEDNESDAY, 17 JUNE AM 9 PM DAY 2: MANAGING INNOVATION Facilitated by: Prof Walter Van Dyck Subjects < Innovation approach: Creativity / Discipline < Innovation processes < Portfolio management < Innovation platforms & technology roadmaps Cases < Medtronic < Le Petit Chef Learning outcome: You are equipped to implement innovation strategies in established organisations, and gain the problem-solving knowledge for supporting innovative projects within your organisation!

7 Executive summary: What do you need if you want to lead successful innovation? Your innovation management is to be aligned with your company s strategic objectives. You need to run effective innovation processes, requiring insight on how to stimulate creativity & entrepreneurship within the organisation. And lastly, your portfolio management approach should be aligned, transparent and commonly shared. Day session will end at 5 pm, allowing free time for participants until 6.30 pm. EIRMA evening session From 6.30pm onwards, there will be an exclusive experience sharing of Unilever on Managing Innovation, followed by interactive walking dinner at the Vlerick Campus. 1. Experience sharing from Industry (30 min + Q&A) Unilever tools for innovation management will be briefly presented, as well as the implementation in such a large FMCG company and the embedded challenges. Wendy van Herpen is the Foods R&D margin improvement and simplification director at Unilever as from September 1 st Before that, she was Operations Research & Development Director at Unilever, ensuring that the Foods R&D organisation is a well-oiled operation by driving operational excellence and common ways of working in the organisation. In addition, she is responsible for the portfolio management of the longer-term innovation plans for Spreads and Dressings. In 2002, she started working for Unilever R&D as a research scientist directly after finishing my PhD in Nutrition and Health Science. In the 11 years at Unilever she worked in different roles linked to Nutrition, Science, Research and Development and Operations. Wendy van Herpen, Foods R&D margin improvement and simplification director, Unilever 2. Interactive walking dinner The discussion with the Unilever representative will continue among participants over a walking dinner. THURSDAY, 18 JUNE AM 9 PM DAY 3: WORKING IN GLOBALLY DISTRIBUTED R&D TEAMS Facilitated by: Prof Smaranda Boros Subjects < Working in distributed teams < Creating shared understanding between diverse team members < Fostering collaboration across groups / departments / organisations Case < Boeing-Rocketdyne Learning outcome You experience the challenges of working in a distributed or face-to-face teams, and get grip on the various dimensions to steer in order to ensure a team s performance and viability.

8 Executive summary Fostering innovation in a global corporate context goes hand in hand with working in distributed and diverse teams. How can you tap the true potential of these teams? Understanding how to set the scene for sustainable relations, team coordination & communication, learning to leverage diversity and to build trust, and foreseeing the right supporting technology helps you get to team effectiveness & efficiency. EIRMA evening session From 6.30pm onwards, experience sharing of Sulzer on globally distributed R&D team, followed by interactive walking dinner at the Vlerick Campus. 1. Experience sharing from Industry (30 min + Q&A) Considerations on how to arrange product development on a global scale and how to manage globally distributed R&D team Historically, Industries might have product development centres in various locations, like Europe and the USA. In order to become fit for future, many are reconsidering the setup and are in the process of defining where they should be, and why. Ernst Lutz, former CTO, Sulzer Dr. Ernst Lutz completed his studies with a MSc in Mechanical Engineering from ETH in Zurich and a PhD from Virginia Tech in the area of Mechanics of Composite Materials. He started his career as design engineer at the Alusuisse Research Center in Switzerland in Later on he took over various positions in Innovation and Technology Management within Alcan, which led him across the world, with stations in Japan, China, Canada and Europe. In 2011 he returned to Switzerland to join Sulzer as CTO. Ernst has extensive experience in managing R&D within a global setup and holds a visiting Professorship at Shanghai JiaoTong University for Technology Management. 2. Interactive walking dinner The discussion with Sulzer member representative will continue among participants over a walking dinner. FRIDAY, 19 JUNE AM 5 PM DAY 4: INTEGRATION GAME Facilitated by: Prof Smaranda Boros & Walter Van Dyck Subjects < Integration of learning points related to innovation & effective team work < Role-play simulation Case < Based on the Lego Mindstorm case

9 Learning outcome You have integrated the learning points of the first 3 days, and are expected being capable to apply them in new situations, incl. translate them in your own company and working environment. Executive summary Helping to incorporate learning points requires practice. On this last day of the programme, you are faced with an integration exercise, featuring a role-play simulation based on the Lego Mindstorm case. An innovative mindset, good team work and powerful communication are key in this exercise. 21 SEPTEMBER AM Post-programme: webinar Brief on application of lessons learned by the participants - individually or in small teams

10 Venue Hotel Registration Payment Transportation PRACTICAL INFORMATION Vlerick Business School Ghent Campus Reep 1, 9000 Gent, Belgium Tel: NH Ghent Belfort Hoogpoort Gent - Belgium Tel: A block booking with special rates have been secured in NH Ghent Belfort. The rate for a single room is 139 /night breakfast and taxes included. We strongly recommend you to book your room before 26 May Please complete the attached room registration form (last page) and sent it directly to NH Ghent Belfort In case of cancellation please inform directly NH Ghent Belfort ([email protected]), with EIRMA ([email protected]) and Vlerick Business School ([email protected]) in cc Please return the enclosed registration form as soon as possible but not later than 29 May Early Bird until 20 March 2015 (4000 ). The participation fee of 4600 (5725 for non-member companies) includes all activities and all meals. An invoice will be sent to participants on confirmation of their registration. To Vlerick Ghent Campus From Brussels International Airport (Zaventem) Either train or taxi will take you directly from Brussels Airport to Ghent. We recommend the train, as taxis are rather expensive. From Brussels Airport, you take a direct train to Gent Sint-Pieters station. From station tke taxi or public transport. By car: route description : GPS coordinates; Latitude: and Longitude: To NH Ghent Belfort: From Brussels International Airport (Zaventem), take the direct train to Gent Sint Pieters station then take a taxi (about 10 ) or number 1 tram to the Korenmakt, which is a 5 minute walk to the hotel. Cancellation Please give as much notice as possible if you are obliged to cancel. Cancellation policy: we will refund 100% of the registration fee for cancellations received 6 weeks before the meeting, 50% of the registration fee for cancellations received 4 weeks before the meeting, 25% of the registration fee for cancellations received 2 weeks before the meeting,.

11 REGISTRATION FORM Mastering Innovation Management MIM June 2015 Vlerick Business School Ghent Campus 8 Online registration available on EIRMA Website: PLEASE FILL IN CAPITAL LETTERS Please register on-line or return to EIRMA before 29 May 2015 by to [email protected] Title: (Prof./ Dr./ Mr./ Mrs.):.... First Name:.... Last Name:.... Position:... Company:..... VAT number of paying entity:..... If no VAT nr, Official registration number Address: ZipCode:. Tel:.. City:..Country:.... Cell: Assistant s . I will / will not attend the MIM on June 2015 I will / will not attend the welcome dinner on 15 June 2015 I will / will not attend the social activity on 16 June 2015 evening Event's fee Early Bird until 20 March 2015: 4000 (VAT excluded) for members excluded Belgium Event's fee Early Bird until 20 March 2015 : 4840 (VAT included) for Belgian members Event's fee: 4600 (VAT excluded) for members excluded Belgium Event's fee: 5566 (VAT included) for Belgian members Event's fee: 5725 (VAT excluded) for non-members excluded Belgium Event's fee: 6927,25 (VAT included) for Belgian non-members The meeting registration fee covers the cost of meeting facilities, refreshments, visit, dinners and lunches. To be paid by Bank Transfer or Credit Cards. Our invoices are to be paid within 30 days from date of invoices. Mode of Payment qcredit Card (Eurocard, Master, Visa, Amex) Card Number: I I I I I I I I I I I I I I I I I I I I Exp. Date: / Security Code: I I I qbank Transfer Account N ING Rond Point Robert Schuman Brussels - Belgium IBAN: BE BIC: BBRUBEBB EIRMA, as an international association of Belgian law, is subject to VAT (nr: BE ) For any further information please contact Mrs. Carine Ternest, EIRMA Operations Team Tel (0) Fax: + 32 (0) [email protected]

12 EIRMA MIM June 2015 ROOM RESERVATION Reservation from. to. (number of nights: ) Name: Company: Adress: Phone: Fax: ... Standard room 139 Rates are including wifi, taxes and breakfast. As guarentee we need a credit card number Credit card N :. Expiry: Signature : CVC: Holders Name: Please book your room before 26 May 2015 Cancellation without charge <30 days before arrival days before arrival: 50 % 13 7 days before arrival: 75 % < 7 days before arrival: 100 % In case of cancellation please inform directly NH Gent Belfort hotel ([email protected]), EIRMA ([email protected]) & Vlerick Business School ([email protected]) in cc Please send your reservation form by To Ivanka Willems - [email protected] with reference EIRMA MIM 2015