Innovation as a Corporate Model
Initiate and implant innovation into your organization's DNA
Innovate or die. Today’s business landscape is marked by an innovation culture, one that touches upon the most fundamental challenges that every business leader faces. The accelerated pace of globalization requires companies to improve processes, develop new products, and create new lines of business in ever shorter cycles. Disruptive technologies and increasing competition threaten revenue streams from existing lines of business. At the same time, digitalization and new forms of early-stage consumer involvement during the development process offer an unprecedented number of channels for the interaction and exchange of ideas. Innovation is not a product - it is a mindset. Tomorrow’s winners will be those who embed innovation thought processes inside their organization’s DNA.
Berlin embodies this new thinking. As a hub for the international startup scene, the city is home to an entrepreneurial spirit that fosters innovation in both large and small organizations. It is an environment in which traditional businesses are learning from entrepreneurs about new collaboration and communication models. Building on ESMT’s extensive network to move into prolific new ventures, the English language program “Innovation as a Corporate Model” (ICM) breaks the boundaries of classroom teaching with a deep-dive learning experience. Participants will visit new forms of shared working environments. They will speak with startup entrepreneurs and CEOs to gain insights into a new type of competitive mindset. They will acquire tools that enhance creativity and boost innovation inside their own business units. Finally, participants will explore how to steer an organization toward greater agility and reap the benefits of methods such as Design Thinking.
Executives from business development, strategy, marketing, and sales who seek to initiate or lead innovation processes, as well as manage new innovation sources and channels within their business.
- master the fundamentals for successfully initiating and implanting innovation into the organization’s DNA
- experiential exercises, interactive lectures, peer-coaching sessions, and a personal innovation action plan
- toolkit and mindset to achieve new sources of revenue and competitive advantage
- Corporate venturing: Transforming traditional businesses
- Best practices: Creating platforms for internal idea generation
- Creativity techniques, customer-centric innovation, and Design Thinking
- Digital innovation
- Open innovation: Resetting the boundaries of the firm
- Incubators, accelerators, and co-working spaces – experiencing new forms of innovation
- Challenges in scaling innovations
"It’s inspiring, active, international, tasty, motivating, encouraging, useful."
Lorand Heismman, Head of Market Delivery & Operational Set-Up, Allianz
Meet the teaching staff
Innovation as a Corporate Model
- 3. - 5. Dec 2018
- 3 Days
- 3,500 €
Jens Weinmann (Program Director)
Program Director, ESMT Berlin
Before joining ESMT Berlin, Jens Weinmann was project manager of the Market Model Electric Mobility, a research project financed by the German environmental ministry (BMU). From 2007 to 2009, he worked as manager at the economic consultancy ESMT Competition Analysis. Further consulting experience includes projects with the Energy Markets Group at London Business School, Omega Partners London, and the World Energy Council. He has taught master classes in environmental and resource economics at the HTW Berlin, statistics in the bachelor programs of the HWR Berlin School of Economics and Law, and was guest lecturer at Cambridge University and European Business School, London. He graduated in energy engineering (Dipl.-Ing.) at the TU Berlin and received his PhD from London Business School in Decision Sciences.
Senior Associate Dean of Executive Education, Head of the Practice Group Telecommunication, Transport, and Utilities, and Member of Faculty, ESMT Berlin
Christoph studied business administration and economics at the University of Saarbrücken (Germany), the Hochschule St. Gallen (Switzerland), and the University of Michigan, Ann Arbor (USA). He has taught microeconomics at the University of Ann Arbor, was project leader at Otto Versand, worked as a strategy consultant at Arthur D. Little and as an independent consultant, and was vice president at the Bertelsmann Buch AG.
Christoph has professional experience in strategy, post-merger integration, equity financing as well as customer and supplier management. He has solid international experience, spanning Northern and Eastern Europe and the United States.
At ESMT Berlin, Christoph directs and teaches in the open enrollment programs “Decision Making” (DMA) and “Entscheidungs-/ Verhandlunsgtechniken" (ENT) as well as in customized executive programs for clients such as BDI, Deutsche Lufthansa, E.ON, European Business Congress, and T-Systems. He has previously taught in the MBA program of Guanghua School of Management of Peking University and the EMBA and CEO program of CKGSB. He also runs discussion forums such as the Climate Lunch series together with BDI, WWF.
Associate Professor of Strategy and KPMG Chair in Innovation, ESMT Berlin
Linus Dahlander is an associate professor at ESMT European School of Management and Technology and the inaugural holder of the KPMG Chair in Innovation. He joined ESMT in January 2011 as an assistant professor. Linus received his PhD in Technology Management and Economics from Chalmers University of Technology, Sweden in 2006. From 2006 to 2008, Linus was an assistant professor and an Advanced Institute of Management Research Fellow with the Innovation and Entrepreneurship Group at Imperial College Business School in the UK. From 2008 to 2010, he was a postdoctoral fellow at Stanford University.
Professor, ESMT Berlin
Joe is Director of the School’s IT Leadership Program. He is also Adjunct Professor at the University of South Australia. Over the years he has held academic appointments at Loughborough University, Trinity College Dublin, Groningen University, and the University of Sydney.
The focus of Joe’s research and teaching is in the area of information systems and technology. His research falls under five broad themes:
Leadership: driving the organization forward in the use and exploitation of IT, including the leadership role of the CIO
Strategy: thinking strategically about information, systems and technology
Innovation: marrying emerging technology capability with business opportunities
Organisation: structuring and sourcing IT infrastructure, services, human capital and processes and the enterprise governance of IT
Value: generating value from IT investments.
Professor Peppard's consulting is focused on advising organizations on IT and strategy related matters and how to unlock business value from their IT investments. He also works with a number of technology companies helping them with their strategy, market positioning and growth.