Enabling Innovation: Four Key Roles for Senior Leaders

Participants

Open to the private sector only. Limited to 20 participants (first come first serve basis)

Who Should Attend

This program is intended for senior leaders who have any of the following responsibilities:

• Members of the C-floor – such as CEO, CFO, COO, CIO, or CKO.
• Heads of functional departments – such as Marketing, Operations, R&D, Quality, Product Development, Engineering, Customer Service, Finance, IT, Strategic Planning, Knowledge Management, Human Resources, Org Development.
• Senior leaders responsible for major initiatives such as business model design, culture change, customer relations, total quality, leadership or talent development.

Overview

In reports from BCG, PWC, IBM, KPMG, the Conference Board, and many others over the past decade, business executives all around the world have named "innovation" as one of their top three strategic priorities. Enabling innovation has also become a core competency for any organization just to be in the game, yet the majority of these leaders are distinctly dis-satisfied with how well their organizations are responding to this challenge.
• What can senior leaders do to transform the way their organizations innovate?
• What does it take for senior leaders to enable their people to innovate at their full potential?
• What can senior leaders do to implement policies and practices that promote innovative, holistic solutions that Optimize revenue and growth, quality and productivity? Strengthen knowledge, wisdom and talent? Evolve business models, strategy and culture? Create synergistic stakeholder relationships?

Program Objectives

This workshop will give senior leaders a comprehensive overview and personal insights about:

1. Being a Role Model and Coach for enabling innovation in every person, every job, every day
• Establishing a common language and understanding for the art and discipline of innovation.
• Guiding people in how to innovate from start to finish, across cultures and specialties.

2. Being a Practitioner of innovative thinking and strategies
• Becoming versatile in four distinct Innovation Styles®.
• Developing strategies that focus the energy, priorities and initiatives for innovation.

3. Being an Executive focused on “return on innovation investment” as part of business performance
• Rewarding knowledge-creation and achievement as valued outcomes from innovative work.
• Assessing organizational performance in terms of growing both tangible & intangible assets.

4. Being a Sponsor for the climate & culture for innovation
• Promoting the qualities that enable team synergy for collaborative innovation.
• Leading and managing sixteen factors that directly impact the culture for innovation.
• Strengthening the good character that can impact the "what, why, and how" of innovation.