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KEYNOTE: SPOTLIGHT ON TEAMS/MANAGEMENT From Solo to Symphony: Many Voices - One Sound
Christian Gansch, Grammy Winner, World-Renowned Conductor
Christian Gansch is a highly respected conductor and a renowned management coach- making him uniquely equipped to compare communication, leadership and innovation in organizations with that of an orchestra. In his keynote address, Gansch will explore how people can maintain their individuality and work together to create "one sound" and achieve the corporate goal. A functioning orchestra is a prime example of efficient management, leadership and conflict-solving strategies. No other group has such highly qualified individuals working together on a daily basis for hours on end and in such close quarters. How does this lively interplay of forces function in terms of "listening to each other – acting together"? How many soloists can one team handle? What are each person's freedoms and areas of responsibility? What decisions are brought about and how does communication take place? What voice takes priority when? How are management and team ideas and visions developed, and how are they implemented in practice? Christian shows how innovation and excellence can flourish, whether in the world of music or business.
KEYNOTE SPOTLIGHT: CREATIVITY Innovation & Creativity: Purpose Passion and Penguins
Christopher Chapman, Global Creativity & Innovation Director, The Walt Disney Company
Why is it that sometimes I can't get others to collaborate with me? How can I harness others passions to make sure my project lives up to my vision? These and many more questions will be answered and explored as Christopher Chapman will unfold his entertaining style and even rebellious attitude to take you on a journey and breathe life into collaboration, creativity, innovation, purpose, passion and yes even penguins. You will gain a deeper understanding of process, tools, structures and psychology that create the best creative innovators in the history of the world.
KEYNOTE SPOTLIGHT: CULTURE When an Inspired Idea Meets and Inspired Culture
Michele R. Weslander Quaid, Chief Technology Officer (Federal), Innovation Evangelist, Google
How an idea is assessed and communicated internally is often more important than idea itself. Everyone has experienced it. Companies want to continue to do well at what they already do, and are often resistant to the 'new' or giving the time or space for an idea to grow. Google is the exception. Michele speaks to Google's corporate philosophy and innovative culture and shares relevant examples, insight and advice per her 20+ years of experience leading innovation and organizational transformation in both industry and government. Prior to joining Google in April 2011, Michele's work experience included nearly 20 years in the national security community, to include over a decade in industry as an Image Scientist and Chief Engineer supporting government programs, before being asked to join the US Government in 2002 where she served in various transformational roles to include CTO, CIO and other senior executive positions
See who we nominated as our 40 for 2014: Women in Innovation »
KEYNOTE SPOTLIGHT: THINKING DIFFERENTLY Rethinking Business as Usual: The Art of Thinking Differently
Bas Verhart, Co-Founder and Executive Director, THNK – THE AMSTERDAM SCHOOL OF CREATIVE LEADERSHIP
Organizations of all types, shapes and sizes are struggling to stay customer focused and to drive breakthrough innovation at the same time. According to a recent IBM Global CEO Study: In a world of increasing complexity and uncertainty, creativity is the most important leadership quality. Some organizations are so involved in daily operations- and keeping their heads above water - they are blind to emerging customer needs. Others recognize the challenges around them and are struggling to develop a vision for the future. THNK a new school for global innovators is on a mission to develop and realize the creative potential of the next generation leaders. During this keynote, Bas will explore the importance of creative leadership, talk about user centric innovation and give pointers on how to think differently
KEYNOTE: SPOTLIGHT ON GOVERNANCE Innovation Governance: Who is in Charge of "Total Innovation" in our Organizations
Prof. Jean-Philippe Deschamps, Professor Emeritus Technology and Innovation Management, IMD Business School, Author, Innovation Governance: How Top Management Organizes and Mobilizes for Innovation
Innovation is an essential competence to embed into corporate structure through organizational leadership. For this to happen, companies need a holistic system that sets and aligns goals, defines policies and values, prioritizes processes, allocates resources and assigns roles, responsibilities and decision-making authority to key players. And that system has to originate from the C-suite. This is the task we call innovation governance. This keynote addresses three key themes: (1) Focusing leaders on innovation governance: Why should top management get more involved? How to define the scope of innovation governance? (2) Choosing an organizational governance model: Which models have been adopted? How effective are these models? (3) Checking the effectiveness of your governance system.
Keynote Spotlight: Lean Start-Up Lean Start-Up: Transformational and Disruptive Innovation Implementation Lessons and Best Practices Learned from Over 30 Large Companies.
Peter Koen, Associate Professr, Wesley J. Howe School of Technology Management, Director of the Consortium for Corporate Entrepreneurship, Stevens Institute of Technology
Large companies are innovative along the sustaining trajectory, but fail in the development of transformational and disruptive innovation. Two of the reasons for this failure are that transformational and disruptive innovations require a new business model and lack a unifying development process comparable to stage gate. The lean start-up process represents a new paradigm which allows companies to dramatically shorten the time needed to 1) create transformational and disruptive innovation: 2) pivot to a new business model or 3) stop the project. However, most of the published examples are from small start-ups. Large companies, based on implementation experiences from over 30 large companies, typically make the following mistakes: 1) incorrect problem definition; 2) confuse solution attributes and the solution; 3) use the Osterwalder canvas rather than the FEI canvas; 4) focus on the wrong customers; and 5) fail to embrace early prototyping. Best practices to avoid these implementation mistakes will be presented.
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