1. Triple Helix for Action: Building a ‘How-to-Do’ Practice for the Entrepreneurial Discovery and Implementation Process:
2. Advanced Management - Achieving Superior Performance and Strategic Success:
3. Building Collaborative Business Models for Innovation and Competitiveness:
4. Managing Strategic Alliances and Partnerships:
5. Systems Thinking and Managing Complex Scenarios:
6. Risk Management, Control & Compliance (Corporate Governance:
7. Financing for Innovation:
8. Building Innovation Ecosystems - Innovation and Knowledge Hubs:
9. Innovation Process & Mechanism:
10. Innovation in Strategic Transformation & Institutional Change:
11. Innovation in Designing & Developing Institutional Business Models:
12. Measuring Innovation in Europe for Future Growth:
-. Video gallery:
1. Triple Helix for Action: Building a ‘How-to-Do’ Practice for the Entrepreneurial Discovery
and Implementation Process.
A New Triple Helix Training Programme Methodology and ‘How-to-Do’ Practice for the Entrepreneurial Discovery and Implementation Process
2. Advanced Management - Achieving Superior Performance and Strategic Success.
This programme will focus on the management and leadership skills necessary for success in today’s fast changing business environment. In this programme you will learn how to:
Manage and motivate people more effectively
Create and harness the power of high performance teams
Understand and effectively utilize strategic planning techniques
Negotiate for positive results
Utilize the Baldrige performance criteria as a standard of excellence and benchmark for your organization
3. Building Collaborative Business Models for Innovation and Competitiveness.
Business model innovation is the new approach to support complex investment projects that require collaborative strategies.
Business model innovation is the new approach to support complex investment projects that require collaborative strategies. Building competitive advantage through collaboration involves systematic efforts to co-align management and employees with customers, suppliers, investors and the wider stakeholders.
enable delegates to acquire knowledge and skills for business model innovation
enlighten participants about best practice in stakeholder engagement for innovation and competitiveness
develop frameworks for building collaborative advantage
complement management skills with advanced business development techniques
4. Managing Strategic Alliances and Partnerships.
Managing strategic alliances and partnerships requires a strategic vision, a balanced character, and brokerage skills bringing collaborating parties together to contribute to their maximum.
In this programme, you will learn:
to build collaborative advantage and accelerate position through partnership networks
manage partnerships within and across firms
the most effective ways to manage inter-firm business relationships
how the firm perform in a collaborative situation
5. Systems Thinking and Managing Complex Scenarios.
Systems Thinking is useful in policy or strategy analysis, in rapidly changing situations, and to ensure as far as possible that the outcomes are as intended. It is a capability and an excellent tool for the analysis of complex socio-technical problems, for foresight and alternative unfolding futures.
The System Thinking techniques are normally applied to:
Identify real issues in complex interconnected situations
Gain increased productivity through business improvements in complex open innovation ecosystems.
Examine long-term trends and alternative business solutions for harnessing radical innovations
Focus on the key elements of complex scenarios
Evaluate the best course of action through strategic problem solving
The Systems Thinking skills learnt in this training course will enable transformational leaders to define and facilitate organisational change, as well as to influence complex alliances, partnerships and other interfirm relationships.
6. Risk Management, Control & Compliance
Recent events in the world have brought the subject of risk into higher profile. Evaluating the range of available risk management techniques and choosing the most appropriate response in each case is an increasingly significant element of managerial responsibility in today’s business environment. We cannot eliminate risk entirely, but our challenge is to identify the right risk to take and to minimize its potential negative impact.
This course will feature:
The knowledge to identify, analyze, evaluate, treat, monitor and control risks
An overview of the tools and techniques used in risk management
Insights into the fundamentals and role of risk management
Effective risk management procedures based on ISO 31000:2009
Increasing confidence in planning for risk and exercising internal control
7. Financing for Innovation.
Building National Innovation Systems involves continuous efforts of governments around the world. This training program aims to inform all stakeholders of the best world practices in governance, building finance mechanisms and facilitation for enhanced innovation performance.
To inform delegates of the challenges faced by world leaders in mastering the knowledge economy
To introduce the triple helix of government – industry – university roles and partnerships
To compare strengths and weaknesses across innovation policy frameworks and programs in Europe
To deliver insight into the best practices in Europe and around the world
The ‘Innovation Union’ policy framework for Europe
The European Service Innovation framework for enhanced performance
The 2014 EU Industrial R&D and Investment Scoreboard: examples of best performers
Performance measurement for research and innovation
OECD framework to stimulate universities, entrepreneurship and local development
World Economic Forum and outlook for innovation and competitiveness
How innovation is financed in the UK, Finland and Korea – strengths and weaknesses
How to learn from best practices and adapt to local conditions.
8. Building Innovation Ecosystems - Innovation and Knowledge Hubs:
Research and Technology Parks around the world are reshaping the structure of regional and national economies, creating employment, growth and a new knowledge society.
What are the best practices around the world and how they can be adopted in the UAE?
This program will inform participants of the best practices around the world to stimulate knowledge and creativity in the economy.
Learning how to transform the business environment into a nurturing ecosystem.
Learning how to invest in knowledge hubs and to develop strong institutions for the future knowledge society and knowledge economy.
Learning facilitation practices for multi-stakeholder engagement.
Models of innovation
Open innovation in an ecosystem
Challenges to learning and creativity in open collaboration
Strengths and weaknesses of the current models for knowledge transfer
Learning from the best practice
9. Innovation Process & Mechanism.
This program focuses on how to get innovative ideas that are adopted by teams. Participants leave this program with tools to apply and methods to implement with their teams so that they get new ideas for possible breakthroughs. The program provides a foundation for team engagement, synergy and what so called “One Vision- One Team” sort of objective.
Utilize Ideas Fluency technique to liberate thoughts
Differentiate between process improvement and breakthroughs
Get new business ideas that are shared, feasible and never done before
Establish institutional culture makeover from within
Develop an Innovation Process
Green Light Thinking vs. Red Light Thinking
How to Plan for Innovation
Innovative Planning Considerations
10. Innovation in Strategic Transformation & Institutional Change.
Strategic transformation and managing innovation is an ongoing state of being for organizations who want to survive or maintain market leadership. When the business environment is disruptive, innovation keeps organizations competitive. Organizations should embrace innovation, learning and adaptability with the goal of creating smarter organization that can thrive in a world of exponential change.
Organizations’ management then, have their work cut out for them as they compete in a world where the shelf life of business models is going down, thus there is an urgent need for tools, skills, and experience to envision, implement new business models that will transform the organization. They must take on the challenge of experimenting and leveraging on people who have the will and the skills to visualize and implement change. As the legendary innovation mastermind Clayton Christensen says: "You don't change a company by giving them ideas. You change them by training them to think a different way."
External market drivers are likewise forcing organizations to evolve and change their traditional business practices. These are:
The adoption of new business models
The rapid pace of change created by innovation
The increase of new market competitors
Value and Benefit to Our Clients:
Rapid response to the changing consumer & stakeholder demands
Increased ability to adapt to external changes and market environment
Organizational stability in terms of developing employees for a sustainable future
Innovation projects in the organization’s pipeline increases over time
Increased quality of projects that are in the organization’s pipeline as the organization’s innovation capability increases
Innovation successes positively impacts the organization’s image
Sparks the interest of external stakeholders and may promote mutually beneficial partnerships
11. Innovation in Designing & Developing Institutional Business Models.
To compete in today’s dynamic market, there is a need for organizations to make improvements and adjustments to the design and development of business models to ensure the creation of a more efficient and customer focused organization. To achieve this, organizations need to reflect the customer’s / user’s needs by involving them in the product/service design and development process. This is the activity of efficiently bringing together - organizing and planning people, infrastructure, communication and material components of a service in order to improve quality and the interaction between service providers and customers. It is a creative and customer centered design process that is used by organizations to create value for their customers and serves as a competitive advantage as well.
This has evolved from a mix of established design disciplines, business strategies, and best practices to create a process that works across multiple touch points and platforms. The use of service design as a means to institutionalize business models is an emerging trend which has leveraged on the service sector and which has proven to be a key engine of economic and job growth, and has in fact been adopted by both the public and private sector.
Value and Benefits to Our Clients:
Higher quality of service definition therefore higher quality service
More successful innovations and reduced product / service failure risk
Better fit between service and customer’s/user’s needs thus better service experience
Unique brand of service
Lower development cost
Reduction of development time
12. Measuring Innovation in Europe for Future Growth.
Key Note Seminar with Dr. Emanuela Todeva
BCNED and INNOVATE
This presentation will introduce the current efforts of the European Commission to harness the innovation potential in Europe, to introduce effective instruments for investment and coordinated action at regional and inter-regional level; to evaluate the gaps in interregional coordination of specialised capabilities across the European R&D space; and to address the need for global value chain strategies that bridge across the fragmentation of production and services.
The talk will deliver cases of regional policies that harness the innovation potential locked in fragmented assets, lead practices to implement the Innovation Union, and evaluation of the lead European initiatives, such as:
European ‘knowledge for growth’ strategy,
smart specialisation policy framework in Europe,
accelerating the knowledge transfer across knowledge markets,
innovative public procurement of science and technology outputs,
institutions for performance evaluation at the level of national innovation systems,
mapping regional capabilities,
pro-active European / Global Value chain governance and transfer of knowledge across the public and the private domain,
effective monitoring of the value creation and value capture at regional level,