guidlines for open office export to pdf with letterhead
guidlines for open office export to pdf with letterhead
Rue de la Loi 81A 1040 Brussels, Belgium Tel: +32 (0)2 233 11 80 - Fax: +32 (0)2 231 08 35 - www.eirma.org
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 WebsiteBefore 29 May 2015: http://www.eirma.org
MASTERING
INNOVATION
MANAGEMENT
16
–
19
JUNE
2015
DefinitionThe 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 16-19 June 2015.
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 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
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”!
Build further on last years
programme approach, renew
where relevant!
Ensure business relevance, involve
participants in agenda setting, and
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.
MASTERING
INNOVATION
MANAGEMENT
16
–
19
JUNE
2015
Pre-programme: webinar scheduled on 8 June 2015 at 3pmDuration: 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 facingthe company (eg. industry trends, competitive position)
§
Concern: what is unsatisfactory in the ‘As Is’- situation? What needs to be solved to reachstated 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 (existingmaterial, 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.
M
ONDAY
,
15
J
UNE
2015
7.30
PM
Welcome dinner at the NH Ghent Belfort hotel restaurantT
UESDAY
,
16
J
UNE
2015
9
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
W
EDNESDAY
,
17
J
UNE
2015
9
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!
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 1st 2014. 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.
T
HURSDAY
,
18
J
UNE
2015
9
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.
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.
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 1995. 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. Ernst Lutz, former CTO, Sulzer
2. Interactive walking dinner
The discussion with Sulzer member representative will continue among participants over a walking dinner.
F
RIDAY
,
19
J
UNE
2015
9
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
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
S
EPTEMBER
2015
10
-
11
AM
Post-programme: webinarP
RACTICAL
I
NFORMATION
Venue
Vlerick Business School – Ghent CampusReep 1,
9000 Gent, Belgium Tel: +32 9 210 97 11
www.vlerick.com
Hotel
NH Ghent BelfortHoogpoort 63
9000 Gent - Belgium
Tel: +32 9 233 3331
http://www.nh-hotels.com/hotel/nh-gent-belfort
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 2015. 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
Registration
Please return the enclosed registration form as soon as possible but not later than 29 May 2015.Early Bird until 20 March 2015 (4000€).
Payment
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.
Transportation
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 : http://www.vlerick.com/en/about-vlerick/our-campuses/campus-gent/campus-gent-route-description
GPS coordinates;
Latitude: 51.05161 and Longitude: 3.728529 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,
REGISTRATION FORM
Mastering Innovation Management “MIM” – 16-19 June 2015 Vlerick Business School – Ghent Campus
8
Online registration available on EIRMA Website:http://www.eirma.org PLEASE FILL IN CAPITAL LETTERS
Please register on-line or return to EIRMA before 29 May 2015 by e-mail to [email protected]
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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.
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