The Institute for International Research (IIR) is currently seeking presenters for:
The Inaugural Front End of Innovation CANADA
September 29-October 1, 2014
We are now accepting applications for the inaugural FEI: Front End of Innovation Canada. Brought to you by the producers of FEI, FEI Canada is positioned to be the premier meeting place for innovation, R&D, trends, insights, and product development executives looking to build and maintain an ecosystem that drives continuous value creation. With a 360-degree focus, the event spans the innovation lifecycle - from ideation through commercialization and innovation management, processes, and systems.
Due to the high volume of submissions, we suggest you submit your proposal early to Kelly Schram, Conference Director at firstname.lastname@example.org no later than Wednesday, March 5th.
ONLY corporate/client-side speakers will be considered. If you are a consultant or a solution/technology provider, please see contact details below for sponsorship/exhibit opportunities. Speakers receive FREE admission to the conference.
We are looking for the following types of submissions...
• Solo Presentations: Priority will be given to presentations that highlight NEW information on case studies that haven't already been shared at another event.
• FEI Interactive Sessions: Collective intelligence is the key to innovation. We are looking for expert facilitators to conduct a collaborative activity or discussion.
...On the following Areas of Interest:
• Business Model Innovation
• Cultivating the Environment for Success
• Disruptive Innovation
• Portfolio Management
• Future Trends & Technology
• Innovation Tools
• Creativity & Innovation
• Industrial Design
• Partnering & Co-Creation
Sponsorship & Exhibition Opportunities
If you are interested in sponsorship or exhibit opportunities please contact Liz Hinkis, Business Development Manager at 646.616.7627 or email@example.com.
CALL FOR PRESENTERS
Due to the high volume of submissions, only accepted proposals will be notified. For consideration, please email firstname.lastname@example.org with the following information by March 5, 2013:
• Proposed speaker name(s), job title(s), and company name(s)
• The main theme you plan to address
• Which format you'd like to present
• Please indicate what is NEW about the presentation
• What the audience will gain from your presentation (please list 3-5 deliverables)
Friday, February 28, 2014
The Institute for International Research (IIR) is currently seeking presenters for:
Thursday, February 27, 2014
Several years ago, at an innovation conference where I was speaking, I found myself in the hotel bar at closing time talking to some of the big names and brains in the innovation consulting field (relax, I wasn’t drinking). I put a question on the table to my colleagues: “how many of your clients are looking for a big disruptive innovation.”
The predictable response was, “practically all of them.” The next question I asked was, “how many of them could actually accommodate a disruptive innovation?” The response from my colleagues was, “none of them.”
This is the dirty little secret of innovation.
There are bajillions of organizations (3.14 bajillion to be precise) helping established organizations create “the next big thing” that will unseat the leaders, rearrange the marketplace, and obsolete what is currently so.
And yet…And yet established organizations are loath to actually do what’s necessary to disrupt the industry because they have such a stake in ensuring that it continues.
To do something that leads to lowered sales of existing product is akin to killing the goose that lays the golden eggs. Why would you do it? Kodak is the poster child of an organization that didn’t see the digital photo revolution coming. And yet they invented digital photography! For rational reason, they couldn’t stomach the notion of killing their dominant market share in photographic film and couldn’t get out of their own way to surf the wave that they created.
And that’s why so many disruptions come from start-up firms.
These firms have nothing to lose, so they have the freedom to imagine a world very different from the current reality. Car company Tesla took a very different approach to electric vehicles. Instead of making cars built on petroleum-engined cars, they started with a fresh approach in a fresh market. And their cars outsell similarly sized luxury vehicles from Mercedes Benz, BMW and Audi. Research has shown that organizations that really embrace creativity and innovation are those that are in “distress situations.”
In other words, they better get it to work, because nothing else is.
The harsh truth is that most organizations choke on radically novel ideas. While they’d love the benefits of being a market leader in an industry that they created, it requires an organizational mindset (culture) that is very tough to create and maintain. So the job of innovation leaders throughout the hierarchy is to instill a fear of the status quo, and a willingness to take well-placed bets in creating new markets or unsettling existing ones. The organization that is afraid of the new, or is comfortable with what is, will not innovate in significant ways.
This requires leaders to build the innovation capacity of their organization by focusing on -- yes, innovation tools and skills -- and also on driving an innovation mindset throughout the organization. Mindset matters. Mindset can be developed. And you, dear leader, are an important part of making that so.
What are you doing to create a culture in your organization that embraces disruption?
Jonathan Vehar is a Senior Faculty & Global Portfolio Manager at the Center for Creative Leadership.
As a Senior Faculty member at CCL and subject-matter expert in innovation, Jonathan’s education and extensive experience in program design serves the Center in his design and delivery responsibilities for various Global Solutions clients, as well as his delivery responsibilities for various open enrollment programs. Jonathan is also an adjunct instructor at Northwestern University, the Center for Studies in Creativity at the State University of New York, Ithaca College and the Creative Problem Solving Institute.
Wednesday, February 26, 2014
How to Get Accepted
Priority will be given to presentations that highlight NEW case studies OR to presentations that are delivered as a hands-on activity for the group. ONLY corporate/client-side speakers will be considered. If you are a consultant, solution provider, technology provider or analyst, please see contact details below for sponsorship/exhibit opportunities.
- Return on Innovation
- Go to Market Strategies
- Managing the Idea Portfolio
- Leadership & Management Infrastructure
- Process, Tools, Metrics
- People & Skills (Getting Buy-In for Your Product/Service, Keeping Management Engaged)
- Culture (Internal Entrepreneurship, How to Create a Culture Where You Can Capitalize on Innovation)
- Organizational Values
- Managing Change
- Business Model Innovation
- Funding & Partnership Models
- Overcoming Failure
- Knowing When to Pivot
- Product Management (How to Do this Effectively, What Tools and Skills are Needed?)
Speaker receive FREE admission to the conference as well as any pre-conference activities such as workshops or symposium.
For consideration, please email Romina Kunstadter, Conference Producer at email@example.com with the following information by Wednesday, March 5, 2014:
- Proposed speaker name(s), job title(s), and company name(s)
- Contact information including address, telephone and e-mail
- Title and objective of presentation
- Please indicate which topic you plan to address and please indicate what is NEW about the presentation
- Summary of the talk
- What the audience will gain from your presentation (please list 3-5 key "take-aways")
- If your submission is selected, portions of your bio and summary will be used to promote your participation.
Due to the high volume of response, we are unable to respond to each submission. All those selected to participate as speakers will be notified shortly after the deadline of March 5, 2014.
Thank you for your interest in BEI: Back End of Innovation!
Tuesday, February 25, 2014
"Every once in a while something enormous shows itself: an opportunity, a chance to become even better." -Kyle Cease
Almost immediately his career skyrocketed. In addition to booking two films, he shot what was then, the highest rated special on Comedy Central, EVER. Then the next year, he topped it. Along the way, Kyle used his own story to help others, and has developed his own brand of self coined "transformational comedy," helping every day individuals and the world's most notable personalities and organizations, activate their greatness.
On Innovation Crush, hosted by Chris Denson, Kyle shares the ups and downs of his story walks us through Evolving Out Loud, and makes us laugh and learn simultaneously.
- Innovation Crush Podcast: Isaiah Mustafa, Old Spice Brand Ambassador Shares His Story
- Introducing Innovation Crush's Truths, Myths, and Trends - Podcast Series
- Innovation Heals: The Healthcare System of Tomorrow
- Live from FEI 2013: Michelle James on Using Improv to Foster High Creativity
- Live from FEI 2013: Keith Sawyer on the Power of Collaboration
- Live from FEI 2013: Applied Improv for Leaders: Principles and Practices for Innovative Leadership
Monday, February 24, 2014
Clayton Christensen’s epic theory of disruptive innovation in The Innovator’s Dilemma has shaped the face of innovation. In 2007, Craig Hatkoff and Rabbi Irwin Kula began an ongoing effort with Christensen, applying his theory to nontraditional and societally critical domains such as spirituality, religion, and ethical and moral development that led to the formation of the Disruptor Foundation - whose mission is to raise awareness of and encourage the advancement of disruptive innovation theory and its application, and serve as the “advanced research” function for disruptive innovation.
Join us for a provocative web chat on Disrupting Organizational Culture, hosted by the Front End of Innovation and Moderated by Julie Anixter, the Executive Editor of Innovation Excellence, in conversation with Craig Hatkoff, Rabbi Irwin Kula. This is the fourth in series of six web chats we will host in spring 2014. Sign up for the entire Webinar Series here.
Sign up to discuss Disrupting Organizational Culture: Creating an Environment Where Innovation Flourishes-- that Eases Anxiety and Maximizes Opportunities:
• Disruptive Innovation Inside of Organizations
• Making Disrupting Businesses Models Easier – The Lessons of the Fosbury Flop
• Using Stories as the Currency of Change
Date:Thu, Mar 13, 2014
Time:01:00 PM EDT
Host(s):Front End of Innovation
Register here: https://cc.readytalk.com/r/3fvcgcg00ikc&eom
Craig Hatkoff, is co-founder of the Tribeca Film Festival, and creator and curator of Tribeca Disruptive Innovation Awards in collaboration with Professor Clayton Christensen.
Rabbi Irwin Kula, is president of the CLAL the National Jewish Center for Learning and Leadership, and Co-founder and Editor In Chief of TheWisdomDaily.com.
Julie Anixter is Executive Editor of Innovation Excellence.
Friday, February 21, 2014
ABOUT THE AUTHOR
Orli Yakuel is a Go2web20 Co-Founder; Tech-Blogger; and product development consultant specializing in UI/UX as well as social marketing strategy.
Join us at FEI Venice, taking place 17-19 March, as Ruggero Frezza, President and CEO, M31 and Maurizio Rossi, Co-Founder, H-FARM Ventures present "Growing New Ventures in Italy."
Italy is famous for its creativity, style and flamboyant lifestyle. Can all this be funneled in methodical innovation? Witness the most notable experiences in funding and growing new innovative ventures in Italy. A vision of the venture capital scene, of the entrepreneurial activity sprouting from universities and of the impact of the public efforts in support of investments in start up companies will be given from the perspective of seed stage investors. Speakers will lure multinational companies presenting some of the companies currently held in the portfolio of Italian incubators/accelerators and VC's.
- An action plan for strategic execution at Front End of Innovation Venice
- Innovation Vista: Lessons From Italian Accelerator, H-farm
- H-ACK WINE: H-FARM & Vinitaly Together to Promote Innovation in the Made in Italy Wine Sector
- The future of Italian startups: Is innovation is taking a backseat to bureaucracy?
Thursday, February 20, 2014
But, if all of those articles are correct, then why are companies not listening?
Because failure is real.
Failure has real costs, real consequences, and real pains that are palpable to both the organization and the people within it. Failure hurts, and until we acknowledge that part, the advice and platitudes will fall on ears deafened by the hot sting of defeat.
In today's milieu, one of instant results, high competition, flooded markets, and uncertain times, people are all too aware that one misstep can mean disaster. CEO's fear that one mistake can cause their company to go down, and in a world where competitors are a dime a dozen, they may be correct. Employees fear that even an honest mistake can get them fired, and in a down economy with high unemployment, termination becomes a scary reality that can lead to economic ruin. Managers fear that being too honest will get them reported to HR, disciplined, and terminated, and they have the scars to prove it.
Worse yet, each of these missteps can place a warding mark on the foreheads of those who have failed. After all, would you hire someone who has been fired from another company? Would you care to look into why they were fired when you have a slew of candidates who have never been terminated? Even if you cared, would you have the time? Imagine hiring a manager to your department who was reprimanded by HR -- you wouldn't! Consider investing in a company who got its CEO from a firm that went down in flames...not with your money.
Here's the other side of it, though: we should not be so quick to destroy people and companies for failing. Instead, we need to support failure, even when it costs us to do so. For example, if a coffee shop messes up your order, you need to invest the additional time to wait for the correction, you need to swallow your frustration, and you need to accept the shop's attempt to compensate you for all of that. At first blush, we may not want to incur those additional costs, but the alternative is not getting what we want, being even more angry, and spending even more time and energy getting revenge. In short, we need to bite the bullet that some entity has failed us, and be willing to accept reasonable restitution. It is hard for us to be reasonable when we have been wronged, and that is something we need to practice, as well.
The problem, of course, is when there is no ready and reasonable restitution for the mistakes made. If an employee errs and ruins a major project, that may not be repairable. It is very rare, however, for a mistake to be so powerful and devastating that there is no way to fix it. In many cases, it may seem this way at first, and the key in such situations is to acknowledge the problem first, and then investigate (that does not mean go hunting for a scapegoat -- focus on processes and facts, not people). If necessary, bring in a neutral third party to investigate.
Either way, try to determine if the effects are truly catastrophic, irrevocable, irreparable, and final. When they are, it may be time to cut ties and exact pounds of flesh. Otherwise, both sides need to bite the bullet, roll up their sleeves, and engage in their respective parts of the repair process. Believe it or not, it is usually far less costly than cutting ties, getting revenge, and escalating matters. Moreover, the trust and goodwill built in the repair process will make for better strength throughout.
When we can do that successfully, we will be sufficiently capable of accepting failure well enough to be innovators.
By the way, whom would you rather hire -- someone with a perfect record, or someone who has bounced back from failure?
Huzzah to anyone who caught the very-intentional LOTR reference.
Orin C. Davis is a positive psychology researcher and organizational consultant who focuses on enabling people to do and be their best. His consulting work focuses on maximizing human capital and making workplaces great places to work, and his research focuses on self-actualization, flow, creativity, hypnosis, and mentoring. Dr. Davis is the principal investigator of the Quality of Life Laboratory and the Chief Science Officer of Self Spark. (@DrOrinDavis)
Wednesday, February 19, 2014
Do leaders in different levels of the organization have to lead differently? Of course they do. A line supervisor has very different leadership challenges than the CEO. That’s where CCL’s leadership roadmap is useful in helping leaders figure out how they can grow and develop as their careers advance.
Similarly, leaders who are looking to drive innovation have different challenges. Innovation leadership is not a one-size-fits-all solution. Our colleague Dan Buchner, Director of CCL’s Innovation Labs, led some important work to help distinguish the differences among the leader levels. Knowing this is useful in helping leaders focus. Given that schedules are too full already, it’s useful to know what to do, and this helps shape what not to do as well.
Here then is a run-down of the roles and responsibilities by leader level specific to innovation:
Leading self -- CREATING: at the level where one doesn’t have direct reports, but serves as a role-model or perhaps leader of project teams, the responsibilities around innovation fall mainly into the realm of knowing how to generate creative solutions and a keen ability to participate on an innovation team made up of diverse participants.
Core to this is the ability to find sources of inspiration for new approaches, whether that means looking at other industries, engaging customers and stakeholders, or exploring patent databases for similar challenges that have been solved by others.
Leading others – FACILITATING: team leaders or line supervisors need to have other skills as well. They must know how to lead the group innovation process (i.e. Design Thinking, Creative Problem Solving, TRIZ, etc.), which requires special facilitation skills in addition to those necessary for being an effective team leader/project manager. And for innovation to take root and spread through the organization, it requires an ability to obtain resources from outside their unit.
Leading managers – ADVOCATING/BRIDGING: When one leads people who are leading others, one key value they bring to the challenge of innovation is supporting and protecting the innovation team from superiors/other parts of the organization.
Great leaders create a protective umbrella over their people to ensure that the discomfort, risk, and potential disruption of the business don’t cause others to try to shut down the innovation efforts. Also required is to ensure that there is due diligence in building a case for grass-roots innovations and bridging groups that are working on similar challenges to ensure constructive cooperation
Leading functions – DIRECTING/PROTECTING: Leaders of a function or significant silo (or what one participant recently called a “cylinder of excellence”) need to provide clear direction for the scope of the innovation efforts and also need to manage conflicting demands for resources.
They also need to initiate strategic and structural changes to accommodate promising innovations and establish an innovation strategy that bridges the silos. As if that’s not enough, they are critical to modeling behavior and driving communication that sets the tone in the organization that determines the support of innovation.
They’re also critical in the management of innovation pipeline and balancing the portfolio “bets” that help determine the future direction of the organization’s innovation.
Leading the organization – MANDATING/FOSTERING: Finally, we have the top of the organization. These are the people who have the critical job of setting an innovation strategy for the organization to ensure that the organization has clear direction on where the organization is to go.
More than that, they are the keystone for fostering a culture of innovation, a big part of which is modeling behaviors to ensure that the walk matches the talk, which sometimes means showing support for different/new/disruptive ideas.
Like other top leadership responsibilities, it’s imperative that they communicate the vision of innovation over and over and over and over and over and over again. Perhaps the hardest job is finding ways to hear/see “unfiltered” concepts since the further one goes up the hierarchy, the less connected to “what’s really true” the leader becomes.
So, where are you in the leadership pipeline? And what do you need to do to keep the innovation pipeline full? We’re also interested in what other key tasks you see in the levels of leadership. Let us know!
- 5 Tips for Leading Innovation: from the Center for Creative Leadership
- 7 Innovation Myths That Kill Performance
- Encouraging innovation in development organizations
- Strategy Is Dessert And Innovation Is The Main Course For Culture
- Seven Steps to Creating a Successful Innovation Framework
- Join us for Disrupting the Status Quo, One-on-One: Courage, Empathy and Conversational Intelligence