Case Study

Embracing Industrial Internet of Thing (IIoT) technologies

• What are the challenges and impacts while living in the “age of digitization” of manufacturing?
• How to leverage existing technologies and investments?
• How to ensure an IIoT-enabled product development?
   

Braunschweiger Flammenfilter GmbH is an international valve-manufacturing company employing more than 500 people at several locations worldwide. Under the PROTEGO® brand they manufacture and distribute safety valves and tank accessories. Technology leader within their area of expertise.

VULKAN Kupplungs- und Getriebebau Bernhard Hackforth GmbH & Co. KG, based in Herne, Germany, is part of the VULKAN group and a family-owned enterprise which manufactures highly flexible couplings, brake systems, elastic mounts and shaft systems for marine propulsion, power generator applications and industrial drives. VULKAN Kupplungs- und Getriebebau comprises the Divisions VULKAN Couplings (marine and stationary power generation) and VULKAN Drive Tech (industrial applications). VULKAN couplings are used worldwide for many decades in cruise ships, container ships and working ships as large suction dredgers, as well as in the oil and gas industry, mining and materials handling technology. The 125-year-old company is in sole possession of the Hackforth family and employs approximately 1,200 employees at 20 locations worldwide, including five manufacturing facilities in Germany, Brazil, USA, China and India.

Case Study

The innovation process for unknown markets and technologies

• Why do so many companies struggle with innovation?
• Which parameters and conditions must be addressed before innovation projects are possible?
• How should innovation processes be defined?

Rolls-Royce is a global company, providing integrated power solutions to the aerospace and marine/industrial power systems markets. Our vision is to deliver ‘better power for a changing world’. We create power. Our core business is the gas turbine and this is used to power aircraft, ships and electrical generators. Rolls-Royce is probably best known for making engines for the world’s biggest airliners and advanced military aircraft. However, we also produce low-emission power systems for ships - some of which we design ourselves - make critical equipment and safety systems for the nuclear industry and, power offshore platforms and major pipelines for the oil and gas industry. We support our customers with a global network of service centres.

Challenge Your Peers

How must companies adapt internally to make the innovation process possible?

• How do you integrate external collaborations into internal projects?
• How do you get senior leadership on board with disruptive innovation?
• How to best influence the culture of a traditional "closed innovation" company
• Is the current culture in your organization supporting disruptive innovation?

Everyone communicates. It’s the essence of the human experience. How we communicate is evolving. Technology is reshaping the way we live, learn and thrive. The epicenter of this transformation is the network—our passion. Our experts are rethinking the purpose, role and usage of networks to help our customers increase bandwidth, expand capacity, enhance efficiency, speed deployment and simplify migration. From remote cell sites to massive sports arenas, from busy airports to state-of-the-art data centers—we provide the essential expertise and vital infrastructure your business needs to succeed. The world’s most advanced networks rely on CommScope connectivity.

Case Study

Breaking out of the comfort zone and conquering new markets – When Growth Matters

• How to identify growth themes and turn growth themes to ideas
• Turning Ideas to Opportunities and validating Opportunities
• Creating business from Opportunities
• First results and lessons learned
• When culture matters – the role of the company culture

Moog Inc. is a worldwide designer, manufacturer and integrator of precision control components and systems. Moog Industrial Group designs and manufactures high performance motion control products, solutions and services combining electric, hydraulic, and hybrid technologies with expert consultative support in a range of applications in energy, industrial machinery, simulation and test markets. We help performance-driven companies to design and develop their next-generation equipment. Moog Industrial Group, with fiscal year 2016 sales of US $515 million and over 40 locations worldwide, is part of Moog Inc. (NYSE:MOG.A and MOG.B), which has sales of US $2.41 billion. For more information, please visit  HYPERLINK "http://www.moog.com/industrial" www.moog.com/industrial

Case Study

Hold on tight – the future is coming! Trauma, turbulence and technology foresight

• What is technology foresight really all about?
• Why is it important for technology-driven companies to be competent at technology foresight?
• What are the practical challenges of implementing effective technology foresight in a big company?

Syngenta is a global multinational agricultural technology company. We provide products and solutions to help farmers achieve global food security for a growing population, sustainably. We work by looking at agriculture through the eyes of growers, and by applying world-class science to develop crop protection products and seeds.

Case Study

Excellence in Innovation at BASF

• BASF Innovation at a Glance
• Innovation Approach: Foster creativity
• BASF’s success factors for innovation

At BASF, we create chemistry for a sustainable future. We combine economic success with environmental protection and social responsibility. The approximately 114,000 employees in the BASF Group work on contributing to the success of our customers in nearly all sectors and almost every country in the world. Our portfolio is organized into five segments: Chemicals, Performance Products, Functional Materials & Solutions, Agricultural Solutions and Oil & Gas. BASF generated sales of about €58 billion in 2016. BASF shares are traded on the stock exchanges in Frankfurt (BAS), London (BFA) and Zurich (BAS).

Case Study

Innovation in Johnson Matthey and the chemical industry: the past, the present, the future

• JM's “Innovation Factory” : relevant innovation concepts
• "Kinds” of innovation – what is innovation anyway and how do organisations do it?
• Cultural factors that influence dynamics and behavior- incentives, disincentives, barriers and enablers

Johnson Matthey’s products and technologies are used in a wide range of industries around the world and have a positive impact on the environment, health and well being of people. JM makes products for the Environmental, Automotive, Chemical, Pharmaceutical, Oil and Gas, and Medical device, and many other industries.
www.matthey.com

Meyer Burger is a leading global technology company specialising on innovative systems and processes based on semiconductor technologies. The company’s focus is on photovoltaics (solar industry) while its competencies and technologies also cover important areas of the semiconductor and the optoelectronic industries as well as other selected high-end markets based on semiconductor materials. Over the past ten years, Meyer Burger has risen to the forefront of the photovoltaic market and established itself as an international premium brand by offering superior precision products and innovative technologies.

Meyer Burger’s offering in systems, production equipment and services along the photovoltaic value chain includes the manufacturing processes for wafers, solar cells, solar modules and solar systems. Meyer Burger provides substantial added value to its customers and clearly differentiates itself from its competitors by focusing on the entire value chain.

Case Study

STEEL 4.0 – Industry 4.0 and the Big Data Challenge

• The role of simulation as a driving force for innovation
• Why there is a need for systematic application of new methodologies
• Data Consolidation - model verification and model validation through big data

Georgsmarienhütte GmbH is a steel producer, with an electric arc furnace and a medium section bar mill, market leader for SBQ in Europe

Opening Keynote

Shaping the Future: Participatory Technology Agenda Setting

• Our innovative process model for participatory technology development
• Insights into socially co-designed future scenarios and “narrative objects”
• Presentation and discussion of recent project results
• Hands-on session to develop ideas for digital empathy

Henkel AG & Company, KGaA, is a German chemical and consumer goods company headquartered in Düsseldorf, Germany. It is a multinational company active both in the consumer and industrial sector. Founded in 1876, the DAX 30 company is organized into three globally operating business units (laundry & home care, beauty care, adhesive technologies) and is known for brands such as Loctite, Persil, and Fa amongst others. In the fiscal year 2016, Henkel reported sales of 18.7 billion euros and an operating profit of 3.172 billion euros. More than 80 percent of its 51,350 employees work outside of Germany.

Case Study

The “Big Hairy Audacious Goal” as the key-driver for innovation

• The BHAGs & the next S-curve - weaving long term thinking into the innovation process
• How we connect the BHAG to our innovation process
• Tools & labs in the innovation process

KLM Royal Dutch Airlines is the oldest airline in the World. With our partners we fly you to 175 destinations and we approximately serve 40 million passengers yearly. Welcome to our official LinkedIn account. You can contact us 24/7, in Dutch, English, German, Spanish, Portuguese, French, Chinese, Japanese and Korean. We also answer in Italian during local office hours 7 days a week.

Closing Keynote

Changing Culture and Capability both Inside and Out

• Focus on customer priorities and causes created radical concepts for new products and services driving behavior change
• Creating new capabilities in R&D, new partnerships and address radical culture change across the entire company
• Case Study: How the company succeeded in one specific customer sector, then replicated it in another, completely re-writing the company strategy in the process

At Deb we are dedicated to providing innovative, high-quality products and excellence in the workplace whilst continuing our long-term commitment to the environment and the communities in which we operate. Deb aspires to be the world's leading away from home skin care system company — the supplier of choice for companies and organisations that value employee and customer well-being. For over 80 years, we have been establishing skin care regimes for all types of workplace and public environments, spanning industrial, commercial, healthcare and food sectors. Acquired by SC Johnson in 2015, Deb became part of one of the world’s largest family companies that produces some of the most renowned household brands. Deb comprises 24 companies operating in 23 countries, with Deb products sold in over 100 countries. We estimate that over 150 million people use our products every day.

Case Study

Artificial Intelligence and the future of business

• A.I., business and the future: make or break
• Most leaders in the established economy underestimate the effect AI will have on their businesses, despite the fact that AI is probably the most potent tool they have in their uphill battle against network effect companies
• The Future of Business: Anything that is a process can and will be run by an AI
• The Established Players‘ Dilemma in their Battle against the Network Effect Companies
• AI is one of the - potentially the only one – tool in the corporate toolkit to help overcome the threats that have already happened and turn them into an opportunity

TVH Group is a Belgian company active in the market of forklift trucks, aerial work platforms, agricultural tractors and industrial vehicles. The company is a global player in the distribution of forklift trucks and the sales of spare parts and active in more than 170 countries worldwide. TVH is divided in 2 business units: Parts & Accessories and Equipment. The Parts & Accessories division is responsible for the distribution of replacement parts for all make and models. TVH Equipment is responsible for the sales of used lift trucks and aerial work platforms, rental of  mainly lift trucks and aerial work platforms and maintenance and repair of those equipment. With a workforce of over 5600 people and subsidiaries on all continents, TVH is the ambitious worldwide market leader in replacement parts and accessories for material handling and industrial vehicles, new and second-hand forklifts, new and second-hand aerial work platforms and internal handling equipment.

Case Study

BASF 4.0 – Leading the digital transformation in chemicals

• Higher efficiency and reliability toward customers through digitally connected manufacturing processes
• Attractive offerings and new solution for our customers through agile research & development
• Faster growth through business models for the digital age
• Superior customer responsiveness through an integrated, digital supply chain

We create chemistry for a sustainable future

Our broad portfolio ranges from chemicals, plastics, performance products and crop protection products to oil and gas. In 2016, BASF posted sales of €58 billion and income from operations before special items of approximately €6.3 billion.

Digitalization presents big opportunities for us. Using digital technologies and data, we are creating additional value for our customers and increasing the efficiency and effectiveness of our processes.

Case Study

Trends, challenges and opportunities for early value chain players

• How can the end user be reached more effectively
• How the use of digital tools can add values
• Capitalizing on value network partnership, creating new services and sustainable business models

ArcelorMittal is the world's leading steel and mining company, with a presence in more than 60 countries and an industrial footprint in 19 countries. Guided by a philosophy to produce safe, sustainable steel, we are the leading supplier of quality steel in the major global steel markets including automotive, construction, household appliances and packaging, with world-class research and development and outstanding distribution networks.
In 2016, ArcelorMittal had revenues of $56.8 billion and crude steel production of 90.8 million tonnes, while own iron ore production reached 55.2 million tonnes.

Case Study

Embedded entrepreneurial teams as a key to tackle the disruption challenge

• How embedded entrepreneurial teams can support organizations in tackling disruptive market contexts
• Hoe to implement entrepreneurial innovation initiatives successfully
• How to identify an entrepreneurial leader for an entrepreneurial initiative

Hochschule Konstanz University of Applied Sciences (HTWG) is a modern technical university with a hands-on approach which focuses on interdisciplinary instruction and integrating theory and practice throughout the curriculum.

Our primary mission is to educate talented men and women in engineering, science, design, and management in preparation for careers in professional practice.

We offer a wide spectrum of subjects and aim to provide meaningful educational and life experience opportunities to our students. Students are given individual counselling and advice, and encouraged to gain international experience through internships and educational exchanges.

We are an active partner in research and development, transfer of technology, and continuing education for committed, motivated individuals, as well as innovative businesses.

We are committed to creating a diverse, inclusive, and family friendly learning environment. Accordingly, we continually seek to forge new ties globally and develop infrastructure to cultivate diversity within our university community.

Challenge Your Peers

How to introduce new technologies (like AI) in large companies?

New digital technologies like artificial intelligence (for quality control) are vital for innovation. Introducing these in a big company can work by collaborating with a scale-up, but it has its challenges regarding aspects like culture, acceptance and IP-ownership. 

• Would you go for consultancy firms or scale-ups to introduce new technologies like Artificial Intelligence/Deep Learning?
• What are the challenges you’ve experienced?
• Which hurdles have you experienced when introducing of digital technology?

Tata Steel is one of the world’s most geographically diversified steel producers, with operations in 26 countries and commercial offices in over 35 countries. In Europe we are one of the largest steel producers.

Opening Keynote

Ingredients for a successful Strategic Innovation Management

• Explore and enhance the understanding of the forces shaping change in the future
• Equip leaders with skills and frameworks to anticipate and take advantage of these changes
• Increase the agility, sensitivity and capability of organizations to catalyze outside-in thinking into profitable change

OSRAM is a globally leading provider of lighting solutions with a history dating back more than 100 years. Our portfolio includes high-tech applications such as infrared or laser lighting. Our products are used in highly diverse applications ranging from virtual reality, autonomous driving and mobile phones to smart and connected lighting solutions in buildings and cities. OSRAM had around 24,600 employees worldwide at the end of fiscal 2016 and generated revenue of almost €3.8 billion in that year.

Case Study

Innovation Management in turbulent times – from Innovation Accelerators to Business Eco-Systems

• Fintech and Start-Up Monitoring – A compass to finding your way in the Start-up world.
• Spotting promising Startups, new technologies and business processes for your industry
• Business Ecosystems – Identifying the right Business Ecosystem for your company and developing it using an iterative process

Challenge Your Peers

Building an Innovation Culture for Success

• Is there a need for a different culture with respect to disruptive or incremental innovation or in general between innovation departments versus departments like sales or finance?
• How do you manage different cultures in one company?
• How do you build up an innovation culture for success?

ITONICS, founded in 2009, is a vibrant and fast growing company. Our strategic and integrated approach towards innovation and technology management is globally unique and realizes our holistic vision of future-oriented decision-making. The keystone of ITONICS is the development of IT solutions that reliably identify trends, technologies and developments in any market. Among these is ‘Innovation Insights’, a unique software solution that scans the internet and proprietary document stores for patents, scientific publications, websites, etc. about business relevant technologies or developments. It collects, aggregates, interprets and intelligently links this data and generates a reliable base for strategic up-to-date and cutting-edge management decisions that enable the client to adapt business decisions even more effectively to the expected, and unexpected, developments of the market.

Case Study

Corporate and Business Unit (BU) innovation

• Corporate innovation in Danfoss A/S: the nourishment in a safe "incubator" environment approach
• Business Unit innovation: how to find and implement a successful bottom-up approach
• Synergies and contradictions of both approaches

Danfoss engineers technologies that enable the world of tomorrow to do more with less. We meet the growing need for infrastructure, food supply, energy efficiency and climate-friendly solutions. Our products and services are used in areas such as refrigeration, air conditioning, heating, motor control and mobile machinery. We are also active in the field of renewable energy as well as district heating infrastructure for cities and urban communities. Our innovative engineering dates back to 1933 and today Danfoss is a world-leader, employing more than 25,000 employees and serving customers in more than 100 countries. We are still privately held by the founding family. In 2016, net sales grew to DKK 39.2bn (EUR 5.3bn) following 6% local currency growth. EBIT improved to DKK 4.3bn (EUR 572m), equal to an EBIT margin of 10.9%. Net profit improved 13% to the record level of DKK 2.9bn (EUR 394m).

Open Innovation Café

Approaching new technologies and possibilities with Open Innovation

• Why should companies embrace open innovation?
• What are the chances and risk of an open innovation approach
• How can open innovation be successfully integrated into a company’s core business strategy?
• Open Innovation in practice: experiences and lessons learned
• How will Open Innovation change business concepts and company strategies?

Vestas is the only global energy company dedicated exclusively to wind energy - improving business case certainty and reducing the cost of energy for our customers. Vestas works in close partnership with customers to offer the most effective solutions towards energy independence. Our core business is the development, manufacturing, sale and maintenance of wind power plants – with competencies that cover every aspect of the value chain from site studies to service and maintenance. Wind is our business and our passion.

Case Study

New Business Opportunities – how does the "new" enter the company in conservative industries?

• Innovation and error culture (Future Centred Design): what can companies learn?
• How to deal with uncertainties (disruptive innovations)
• UserX - how companies must learn to understand the customer of the future

Schweizer Electronic AG is a global best-in-class technology company, manufacturing premium PCBs, innovative solutions and services for automotive, solar, industry and aviation electronics. Based on recognized technology and consultancy competencies, SCHWEIZER’s products and systems address key challenges in the areas of Power Electronics, Embedding and System Cost Reduction and are characterized by energy and environmentally friendly features. Together with its partners Elekonta Marek GmbH & Co. KG, Meiko Electronics Co. Ltd. and WUS Printed Circuit., Ltd. the company offers through its electronics division cost and production optimised solutions for small, medium and large series and within this network employs more than 20,000 people in Germany, Japan, China and Vietnam.

Inovation process Café

Shaping Future: Participatory Technology Agenda Setting

• Our innovative process model for participatory technology development
• Insights into socially co-designed future scenarios and “narrative objects”
• Presentation and discussion of recent project results
• Hands-on session to develop ideas for digital empathy

Protean Electric is an award-winning technology company that has developed an in-wheel electric drive system for hybrid, plug-in hybrid and battery electric light-duty vehicles. The Protean Drive® system can improve vehicle fuel economy, add torque, increase power and enable improved vehicle handling to both new and existing vehicles.
Protean Electric’s in-wheel motor technology has earned global recognition from the World Economic Forum, which named Protean a 2012 Technology Pioneer. The 2012 class of Technology Pioneers comprises 25 of the most innovative technology start-ups from around the world.

Challenge Your Peers

Manufacturing’s & Engineering next act – Embracing new innovations with Business Models and Strategies

• What are the common elements of concepts for IoT across various industries?
• Will IoT be really important for all industry sectors, or would it be a more specialized element going forward applicable only to a few?
• How to introduce, demonstrate and convince with new technologies (according to Industry 4.0 vision) in a conservative industry?

Stryker is one of the world's leading medical technology companies and together with our customers, we are driven to make healthcare better. The Company offers a diverse array of innovative products and services in Orthopaedics, Medical and Surgical, and Neurotechnology and Spine, which help improve patient and hospital outcomes. Stryker is active in over 100 countries around the world.

Digitisation Café

Create a successful (digital) service business from a traditional (product) company – how to turn challenges to success?

• How to overcome internal orthodoxies
• How Outcome focus can open up your horizon: lean start up  do’s and don’ts
• Which platform business models can be of use?

PATEV examines, evaluates and shapes patent portfolios, adds the right design to technologies and inventions, and provides consulting support during patent-related corporate activities.

Case Study

Customer-centric Digital Transformation – A Logistics View

• Identifying and leveraging industry trends
• Logistics as success factor of digital transformation
• Customer-centric innovation approach
• DPDHL digitalization roadmap and selected initiatives

DHL is the leading global brand in the logistics industry. Our DHL family of divisions offer an unrivalled portfolio of logistics services ranging from national and international parcel delivery, ecommerce shipping and fulfillment solutions, international express, road, air and ocean transport to industrial supply chain management. With about 350,000 employees in more than 220
countries and territories worldwide, DHL connects people and businesses securely and reliably, enabling global trade flows.
DHL is part of Deutsche Post DHL Group. The Group generated revenues of more than 57 billion euros in 2016.
DHL Customer Solutions & Innovation simplifies the DHL customer experience by providing a single customer interface and developing innovative industry-tailored solutions for DHL`s top customers to ultimately become their “Provider of Choice”.

Aggreko plc is a supplier of temporary power generation equipment and of temperature control equipment. It is headquartered in Glasgow, Scotland, United Kingdom. It is listed on the London Stock Exchange and is a constituent of the FTSE 250 Index. Aggreko was founded in the Netherlands by Luc Koopman in 1962. It moved to Scotland in 1973 and was acquired by Christian Salvesen plc in 1984. It was demerged from Christian Salvesen and first listed on the London Stock Exchange in 1997.

The company acquired substantially all the activities (other than those relating to large gas turbines) of General Electric Energy Rentals for total consideration of circa US$212m in 2006. It became the sole supplier for temporary power and temperature controls for the Beijing 2008 Olympic Games in 2008 and the sole supplier for temporary power for the London 2012 Olympic Games in 2012. It was also the provider of temporary power for the Glasgow 2014 Commonwealth Games.
Aggreko trucks shoreside and Aggreko genset aboard nuclear submarine HMS Trafalgar at the NATO nuclear Z Berth in Southampton Docks, 2009.

In 2012, Aggreko acquired 100% of the operations of Poit Energia, a supplier of power generation equipment in Latin America.

Case Study

Corporate meets Startup - how Start-Ups can accelerate digital transformation in established companies

• How can companies cooperate with Start-Ups? A comparison of various models
• Under which circumstances does a cooperation make sense?
• What can established companies learn from Start-Ups? (Startup Culture versus Corporate Efficiency)
• What are the benefits for the start-ups?

One brand for all etventure startup activities: Based on our expertise in startup building and startup ecosystems we validate startup ideas, build startup ecosystems and support companies in getting access to startups and establishing corporate-startup-pilots.

Sirris is a non-profit organisation that helps companies by focussing on your markets and technologies to facilitate the attainment of your objectives. We offer individual support at every step along the way, from the drawing board stage right through to prototype development and pilot tests for finished products.

Your company will retain ownership of the results of any cooperation, such as innovative applications or solutions. The acquired know-how remains available at the collective centre for other companies to exploit. This way we also help other companies, and thus Belgian industry as a whole, to forge ahead.

Dealing with the disruption of your core business: the Agfa case

• Digital disruption of core-business: how the challenge could be overcome
• Innovation:Which strategies paid off?
• Successful Change: what are the leassons learnt?

The Agfa-Gevaert Groups is a world leader in Imaging and supplies hardware, software & digital imaging products and services mainly for the printing & industrial industry and healthcare & hospital environment. Founded in 1867, today Agfa-Gevaert has three focused business groups: Agfa Graphics, Agfa HealthCare and Agfa Specialty Products. Agfa achieves a turnover of 3 billion Euros and employs around 12000 people around the world. With 40 subsidiaries in over 100 countries and a dealer network for countries where we do not have our own organization; we cover all major economies. Agfa strives to be the partner of choice in Imaging, by offering a complete and integrated package of hardware, consumables, software and services; we are convinced that we can help our customers to become more competitive in terms of quality, reliability and cost. Today Agfa spends 5% of its revenue on research and development. Through technological leadership and innovation we offer our customers the most advanced solutions, this with the fundamental goal to deliver profitable growth.

Challenge Your Peers

Digitalization and the challenges of new, digital technologies

• Big Data, A.I. and IoT: what impact does new tec have on companies' innovation approach?
• What opportunities brings digital transformation for companies?
• Is digital transformation really about technology, or is it about a new mindset?

The Danfoss Group is a global producer of products and services used in areas such as cooling food, air conditioning, heating buildings, controlling electric motors, compressors, drives and powering mobile machinery. The company is also active in the field of solar and wind power as well as district heating and cooling infrastructure that targets entire cities and urban communities. Danfoss employs approximately 24,000 people worldwide with its headquarters in Nordborg, Denmark. Danfoss was founded in 1933 by Mads Clausen, and is today almost entirely owned by The Bitten and Mads Clausen Foundation. In 2002 Danfoss joined the United Nations Global Compact, consisting of nine principles with social and environmental responsibility. Danfoss has an annual sales turnover of 34 billion DKK (2012), and has sales companies in 47 countries and 56 factories in 18 countries around the world. Their distribution network for solar inverters covers 82 distributors and wholesalers across 27 different countries.

Challenge Your Peers

Applying win-win strategies to the value proposition of a business plan: Generating value for increasing our customers competitiveness while increasing company competitiveness

• Is it possible to grow together with our customers in a co-operative way?
• Customers as partners rather than partners as customers?
• How to shape and monitor this process?

Tenova is a worldwide supplier of advanced technologies, products, and services for the metals and mining industries providing innovative, integrated solutions for complete process areas.

Metals products and technologies include:

Fully integrated electric arc furnaces steel making from iron and scrap up to liquid steel;
Thermal processing from reheating to heat treatment of high quality flat and long products;
Processing of metal strips from hot strip mill down to all final products;
Cold rolling mills and auxiliary equipment for ferrous and non-ferrous flat strip products;
Fully automated roll shops for hot strip and cold mills.

Mining & Minerals technologies and services include:

Engineering and EPCM Services covering the entire value chain and commodities
Mining, handling, storage, loading and unloading of bulk materials from mines to the end users of iron ore, coal, copper, and others;
Comminution equipment such as SAG and ball mills.

Mineral processing and solid / liquid technologies such filtration, sedimentation, clarification, screening and flotation;
Hydrometallurgy solutions covering: Leaching, Solvent Extraction and Electro-winning, Beneficiation, Purification and Acid Plants;
Complete high-capacity submerged arc furnaces and smelting plants for ferroalloys, base metals, slag cleaning, and alloy refining;
Combined process automation and metallurgical know-how enhance the value delivered to the customers.

At IS IT A BIRD we help global companies and organisations make better decisions. Using a human-centered approach we change  markets, transform companies and shape the products of tomorrow.  We turn human understanding into new opportunities.

Innovation Culture Café:

Creation of a culture of innovation: challenges and opportunities

1. What are the requirements and pre-requesits for the creation of a culture of innovation?
2. How can a culture of innovation be successfully developed?
3. How can a long-lasting culture be developed?

From climate change to rapid urbanization, our world is a more complex place. Whether it is maximizing space in cities or making wasteland habitable, we deliver exceptional and sustainable outcomes for our clients. Our people work collaboratively to create value through built and natural assets that work in harmony with their surroundings – from shopping centers in Shanghai to new rail systems in Doha and reducing air pollution in Los Angeles.

DuPont (www.dupont.com) is a science-based products and services company. Founded in 1802, DuPont puts science to work by creating sustainable solutions essential to a better, safer, healthier life for people everywhere. Operating in more than 90 countries, DuPont offers a wide range of innovative products and services for markets including agriculture and food; building and construction; communications; and transportation.

Foresight Cafe

Trends and Best Practices in Technology Scouting

• How can environmental scanning activities be aligned with the overall business strategy?
• How do you recognize potential disruptive technologies?
• Which methods could be used to scout the technologies and trends?
• What are your corporate best practices?
• How to assess the quality of Technology scouting, KPIs?

The Center of Technology and Innovation Management (CTim) of ESC Rennes School of Business, one of the top business school in France aims at fostering research on innovation management among its faculty. Another objective is to connect the CTim’s expertise to companies, governmental and non governmental bodies, academic institutions, students and alumni. The CTim collaborates extensively with firms and academic institutions in several research projects. Most of these projects are built upon a strong expertise in Digital Marketing, Technological and Business Model Innovations, Knowledge Management and Technology Transfer.

Challenge Your Peers

Leveraging Innovation Potential even for Products with High Maturity Level

• Finding the right innovation strategy in an established company: challenges and obstacles
• Understanding the pitfalls of the current company structire
• Adressing the obstacles holding back innovation
• How to find the best solution for the company: methodologies and evaluation tools

The growing global population and scarcity of resources create a greater need to produce more with less. We at Kemira work together with water-intensive industries to make this possible. We provide expertise and tailored combinations of chemicals to enable our customers to improve their water, energy and raw material efficiency. We foster a can-do attitude, welcome new ideas, and succeed by working together. We offer professional growth opportunities and engage everyone in building the future of our company.

Innovation Management Café

Innovation Management – from Start-Up to Enterprise

1. Stage-Gate: process versus speed
2. From Start-Up to Enterprise: one common approach?
3. Technology versus business model innovation
4. How to staff your innovation team
5. Cost control – managing budgets in innovation  projects

Garmin creates products for Automotive, Aviation, Marine, Outdoor and Sports.

Case Study

Innovation Foresight: Putting Strategy Into Roadmapping

• Going from Megatrends to technology-based Subtrends
• Taking the step from subtrends to strategic growth areas
• Implementation of analyses in new research projects and breaking through "traditional" innovation cycles

Kemin has been dedicated to using applied science to improve quality of life for over half a century. As a global company touching 3.6 billion people every day with its products, Kemin is committed to improving the quality, safety and efficacy of food, feed and health-related products to feed a growing population and be a resource for others in need. Committed to feed and food safety, Kemin maintains top-of-the-line manufacturing facilities where over 500 specialty ingredients are made for humans and animals in the global feed and food industries, as well as the health, nutrition and beauty markets. The company provides product solutions and options to customers in more than 120 countries. A privately held, family-owned and operated company, Kemin has more than 2,000 global employees and operates in 90 countries including manufacturing facilities in Belgium, Brazil, China, India, Italy, Russia, Singapore, South Africa and the United States.

Case Study
Embracing Industrial Internet of Thing (IIoT) technologies

• What are the challenges and impacts while living in the “age of digitization” of manufacturing?
• How to leverage existing technologies and investments?
• How to ensure an IIoT-enabled product development?

In my presentation I will focus on examples and use cases about how IOT technologies already changing the life of the customer and manufactures. What challenges have been faced and what could be recommendable strategy to begin the journey of “embracing Industrial IoT technologies” in product life cycle and to grow in business?

Schneider Electric is the global specialist in energy management and automation. With revenues of ~€27 billion in FY2015, our
160,000+ employees serve customers in over 100 countries, helping them to manage their energy and process in ways that are safe, reliable, efficient and sustainable. From the simplest of switches to complex operational systems, our technology, software and services improve the way our customers manage and automate their operations. Our connected technologies reshape industries, transform cities and enrich lives. At Schneider Electric, we call this Life Is On.

Keynote
Trends, challenges and opportunities for early value chain players (such as glass, paper, plastics, cement etc)

• avoiding commodization
• reaching the end user
• using digital tools
• capitalizing on value network partnership (cf. Audi/DHL/Amazon example and similar)
• creating new services and sustainable business models
• Adding the B2B(2C) component for traditional industry/manufacturing players

BillerudKorsnäs is a world leading provider of renewable packaging material with over 1500 customers in more than 100 countries. Together with our partners we create smarter packaging solutions that increase profits, excite millions of consumers and contribute to a sustainable future for generations to come. In 2014 BK generated sales of 20+ billion SEK.

How to create new services around IoT? Taking on a customer-oriented approach with Augmented Reality and Remote Service

• Digitalization and the customer oriented approach – driving and redefining strategies (business model innovation/value proposition/restructuring functions)
• Combining Design Thinking, Agile and Lean Start-up approaches and translating them into the corporate world

Wärtsilä is a global leader in advanced technologies and complete lifecycle solutions for the marine and energy markets. By emphasising sustainable innovation and total efficiency, Wärtsilä maximises the environmental and economic performance of the vessels and power plants of its customers. In 2015, Wärtsilä’s net sales totalled EUR 5 billion with approximately 18,800 employees. The company has operations in over 200 locations in more than 70 countries around the world. Wärtsilä is listed on Nasdaq Helsinki.

Keynote
Capitalizing on the impact of IoT and Connecting Technology with Markets

ThyssenKrupp Elevator Americas is the largest producer of elevators in the Americas, with more than 13,500 employees and more than 200 branch and service locations.

Case Study and Training Session
Technology Foresight with TRIZ – Leveraging Innovation Potential Even for Products with High Maturity Level.

TRIZ (Theory of Inventive Problem Solving) is known since more than 50 years as a structured approach for inventive problem solving. Training session is devoted to the implementation of TRIZ-methodology for technology foresight. I will focus on the following points:

• Identification of hidden product values (latent customer demands)
• Forecasting and setting of development directions for future product generations
• Exploration of development potential for systems and components

The case study will focus on challenges of the product with a high maturity level (roller bearing). A goal of the project was to identify the R&D-directions for the next 10-15 years. I consulted a team of application engineers, key account managers, business developers and R&D-engineers to explore the technologic and market potentials of the product.

As an outcome there were more identified than 20 development directions, which were prioritized in an innovation roadmap.

The Schaeffler Group is a global integrated automotive and industrial supplier. Highest quality, outstanding technology, and strong innovative ability represent the basis for the Schaeffler Group’s lasting success. The Schaeffler Group makes a key contribution to “Mobility for tomorrow” with high-precision components and systems in engine, transmission, and chassis applications as well as rolling and plain bearing solutions for a large number of industrial applications.
The technology company generated sales of approximately 13.2 billion euros in 2015. With around 84,000 employees worldwide, Schaeffler is one of the world's largest family companies and, with approximately 170 locations in over 50 countries, has a worldwide network of manufacturing locations, research and development facilities, and sales companies. As a global development partner and supplier, Schaeffler maintains stable long-term relationships with its customers and suppliers.

Case Study
Business models for affordable and automated transports in the cities of tomorrow

• Road Transports, challenges and opportunities
• Digitalization and Automation technologies road transports
• Innovation for enabling affordable accessibility in sustainable cities

The presentation will address the global challenges in general and those associated with transports in particular. Innovative solutions and required actions through suitable co-operation between industry, governments and academy for meeting these challenges will be the main focus for this speech.

Trafikverket, The Swedish Transport Administration is responsible for long-term planning of the transport system for all types of traffic, as well as for building, operating and maintaining public roads and railways.

Case Study
Service.Connect – Linking Digitalization with Service Excellence
Digitalization is a no brainer. But how to link this with the real world? How to prepare people and processes to be “ready for digitalization”? How to make money out of the high efforts? And – last but not least -: How to be fast enough? These questions create the storyboard how we at AVLs Global Customer Services organization are driving the changes.

AVL is the world's largest independent company for the development of powertrain systems with internal combustion engines as well as instrumentation and test systems.

Case Study
Anecdotes, learnings and recommendations from Driving digital innovation and transformation in Philips Kitchen

• Transform a ‘box moving’ business - to create and deliver ‘digital’ services
• Introducing Lean start up - to a traditional Market Intelligence organization
• Setting KPI:s for digital propositions and learn how to impact them
• Work with a corporate IT and SW platforms teams in transformation to develop digital innovation
• Drive change and innovation from within a business in a ‘pink ocean’

World Café
Create a successful (digital) service business from a traditional (product) company – how to turn challenges to success?

Please be invited to in interactive discussion where you share your current challenge and we will have an open discussion on some best practices and our experience how to overcome some of these challenges
We will likely cover areas of:

• Overcome internal orthodoxies
• How Outcome focus can open up your horizon
• Lean start up  do’s and don’ts
• Platform business models
• etc

We use Lean start up, create connected products, build backend clouds systems and are building digital Services and platforms as we work our way forward on our Digital Transformation journey to deliver on our HealthTech vision. I will share live anecdotes, learnings and recommendations based on my ongoing experience in driving digital Innovation and transformation in Philips Kitchen appliances, one of the core businesses in the Philips HealthTech company. After almost 2 years on the job, in a company in full transformation there are plenty of ‘entertaining’ and useful learnings that I believe many of you in similar situations can benefit from.

Philips Kitchen is part of Philips Personal Health where our ambition is to Help people live a healthier life. All around the world, people are looking for new ways to take greater control of their personal health and well-being. Ways to cook healthily, to breathe clean air, to ensure good oral health. Ways to care for themselves and their families at home.

We are playing a key role in this consumerization of healthcare, expanding our offering to help consumers make healthier choices every day. Philips Personal Health (above) together with Health systems “Shaping the future of healthcare” forms HealthTech Philips Lighting solutions is a separate unit focusing on Enhancing lives with light
Total PHILIPS: Business $29.71 B, Employees: 105070 /  Founded, 1891/ Headquarters: Amsterdam, Netherlands

Case Study
Challenges and fun in a business model Innovation within a big cooperation in the mobility and payment services area

• Communication of the new business model innovation both internally and externally within a big organisation. – > Solution Innovation camp (video) in Kapsch TrafficCom
• What are the advantages of being a traditional and big cooperation when an business model innovative idea emerges within the company and how to benefit from it ?
• How did we deal with it ? - For examples It is difficult for a cooperation who has core competencies in B2B and government agencies, now to address and understand the pain of the end users (B2C)
• How important is it to have a big vision and at the same time focus and first use case.
• Significance of MVP (Minimal Viable Product) in our project and steps to implement it
• How to involve both B2B and B2B as customers on one platform
• Validation and feedback from customers and having an open eye on the new startups that emerges everyday as it might boost and validate your concept, but also threaten existence of the new business model

Kapsch TrafficCom is a provider of intelligent transportation systems (ITS). Our systems employ information and communication technologies to support and optimize road transportation, including infrastructure, vehicles, users and industry. Our current focus is on ITS that aims to ensure the security, availability and quality of the infrastructure – we call this operator/authority-oriented ITS. The addressees are therefore governments and regional authorities or organizations, such as concessionaires.
Our solutions in the application fields of road user charging, urban access and parking, road safety enforcement, commercial vehicle operations, electronic vehicle registration, traffic management and V2X cooperative systems help to provide funding for infrastructure projects, to reduce congestion as well as further environmental pollution caused by road traffic, to increase traffic safety and security as well as to enhance vehicle and fleet productivity and traveler convenience.
Our core business is to design, build and operate electronic toll collection systems for multi-lane free-flow traffic. With our end-to-end solutions, we cover the entire value creation chain of our customers as a one-stop shop, from components and subsystems to their integration and operation.
Headquartered in Vienna, Austria, the Kapsch TrafficCom Group comprises subsidiaries and representative offices in 33 countries. The over 3500 employees generated revenues in the fiscal year 2014/15 (1 April 2014 to 31 March 2015) of EUR 456 million.

New business models for Industrie 4.0 with design thinking

• What are the success factors for the implementation of new business models in the organization
• What are the main barriers for the implementation and how can we overcome them?
• What is the best way to organize new business models in parallel to other existing business models?
• How to select pilot customers for new business models?
• Which type of people with which competences are required for the implementation of Industrie 4.0 business models?
• How you rate impact of new technologies vs growth?
• What are your most important strategic challenges thinking of disruptive technologies & Business Model Generation?
• How to develop business models for implementation of innovative solutions ?
• How to motivate a business model change in a stable environment?
• How to develop the innovative mindset in an already growing and profitable company?
• What are best practices to develop innovation into new business?
• Have you changed your communications approach after getting involved in disruptive technologies?

In my presentation I will focus on new business models in an Industrie 4.0 world. I will explain our challenge in the automation industry and the approach we took to find new business models. I will show our project set up and the team we chose. I will focus on design thinking which we chose as an agile, user-centric methodology. Finally I will present our current results and the next steps we plan.

Festo is a leading worldwide provider of automation technology for factory and process automation. As a global, independent family-owned company with its headquarters in Esslingen, Germany, it has become the performance leader in its industry over the last 50 years, thanks to its innovations and problem-solving competency in all areas of pneumatics as well as its unique range of industrial training and vocational education programs. Today, the company provides 300,000 customers in 200 industry segments worldwide with pneumatic and electric drive technology for both factory and process automation as well as cutting-edge training solutions. In 2015 the Festo Group achieved sales revenues of € 2.64 billion and with 18,700 employees is represented worldwide in 250 locations

Keynote
Embedded entrepreneurial teams as a key to tackle the disruption challenge
Empirics show that embedded entrepreneurial teams may effectively support corporate organizations in successfully surviving and tackling disruptive market contexts. Implementing such innovation initiatives is however a challenge in itself, in shaping the interface between corporate organization and the entrepreneurial team as well as in staffing the right people onto such teams.  A key question herein is how to reliably identify an entrepreneurial leader for the team. Findings of an ongoing,  large scale interview study are presented that illustrate concepts and best practices for different strategic challenges posed. The audience will be presented with cases studies to transform the empiric framework into real-life implementation.

Experiencing Design Thinking
How to innovate on a black out blind
This session will tell and show how VELUX is in the process of developing a new type of black out blind for roof top windows.
The innovation process was designed and facilitated by the consultancy agency IS IT A BIRD, making use of deep ethnographic research to uncover customer behavior. The subsequent process process was greatly inspired by Design Thinking, consisting of creative workshops, prototypes and various test setups.. Kent Holm, VELUX and Rasmus Thomsen from IS IT A BIRD will in an engaging way walk us through the process and reveal some of the key findings from the project.

Panel Discussion

Panel Discussion

Panel Discussion

World Café
On the way to ambidexterity – How to balance explorations and exploitation?

Closing Keynote
What it really needs to enable the creation of a culture of innovation

• To create a real ‘Culture of Innovation’, full support of the whole leadership of the organization is crucial.
• Internal Communications creates alignment to bring and keep people on-board.
• By listening to your organization and analyze on-line data, continuous alignment is possible.
• ‘Culture of Innovation’ brought to live an image is much more powerful than hundred words.

Once an organization wants to create a ‘Culture of Innovation’, then keep in mind this won’t happen just over night and this won’t happen only in the research department. To create a real ‘Culture of Innovation’, huge change is needed within an organization; crucial is the full (correct FULL SUPPORT) of the whole leadership of the organization, there is no chance this will be successful without.

The biggest issue always is how to get and keep people on-board? Internal Communication (IC) is a key enabler make this change happen and last. Your IC function is capable of reaching out (send and receive) to all employees in the organization; from top to shop-floor, from left to right. Most important is that they create alignment in clear messaging, the way how to communicate, training of the leadership in addressing change issues to have the right impact and communicate them through a wide variety of channels to the employees and other stakeholders of the organization.

Key in this whole process for the IC function is that they are capable of setting-up a listening exercises via focus groups, surveys, and coffee-table talks; but also via analysis of data. How often have stories been reviewed on the net? When where they reviewed? Which groups did review them and which not? Which groups of people are involved in on-line discussions? And many more. By analysis of this huge amount of data, IC is able to identify trends which can help to continuously align messaging and channels.

Apart of the messaging-alignment, training, listening and analysis part, IC is also capable of bringing the culture of innovation to live. First of all by being very persistent in keeping asking to understand what the company really wants, to translate this into the right words that are understood and finally create images that tell much more than a hundred words to be used online, in video, presentations, etc.

If you are serious about creating a ‘Culture of Innovation’, you get your IC function onboard; and during the final keynote I will address the way how to do this successful, proven with results out of practice.

Challenge your Peers
Building an Innovation Culture for Success

• What are outstanding examples of business model innovations where companies left their home-turf?
• Is business model innovation a crucial topic for your organization ?
• what are the necessary capabilities to innovate business model ?
• Who is in charge of business model innovation in your organization ?
• What do you perceive as most important organizational challenges to strategic innovation in your company?
• What is your experience with working together and emptying entrepreneurs and entrepreneurial teams?
• How to really drive innovation as part of a culture in a large corporation?
• How to increase the "return on failure" for innovation?
• How early to push technology to daily business decision makers?
• How to align all stakeholders ambitions in order to allow a change in a big organization?
• How to integrate sustainability in the innovation process?
• How do you integrate external collaborations into internal projects?
• How do you get senior leadership on board with disruptive innovation?
• How to best influence the culture of a traditional "closed innovation" company
• Is the current culture in your organization supporting disruptive innovation?
• Is there a need for a different culture with respect to disruptive or incremental innovation or in general between innovation departments versus departments like sales or finance?
• How do you manage different cultures in one company?
• How do you build up an innovation culture for success?

My main focus will be on how to develop a culture that allows innovation but also fits to the performance pressure of e.g. a publicly listed company. During the roundtable I will talk about my experience and the challenges I faced as the head of a new business development department where we were developing new products for new markets. E.g. talk about the expectations of senior management, how some different co-workers coped differently with the pressure to succeed in projects, how projects got prolonged because of fear of failure of the project manager, what is essential for creativity etc. But also some positive examples of Evonik of how to build an innovation culture like our Cultural Day at Creavis, the strategic research unit of Evonik.

Icebreaker
What is the biggest challenge to bring disruptive technologies into the company?

• What’s the number one skill a technology trend scout should have?
• How far into the future is it really possible to see?
• Is potential more important than risk? What’s more important in your organization?
• How to deal with stakeholders when the trends and technologies you identify will really only have impact in the mid to long term?
• What differentiates a “game changer” from other innovative technologies?
• What’s the “killer criteria” that you’ve defined to say “this is the future for us”?
• What is the main challenge to push the piloting and adoption of disruptive technologies?
• How do the rest of the organization (IT, product development, etc.) view the results from corporate foresight or technology scouts?
• What’s the future for disruption? Will it continue and will we need someone to help us scout trends in the future?
• How do you measure success of what you do to analyze trends?

Challenge your Peers
What is IoT? Interconnectivity yes, but what opportunities derive from the new development?

• How do we understand the concept of IoT and the potential in different industries?
• Interconnectivity in manufacturing processes, what are the opportunities?
• IoT in global supply chains, what are the potential application areas? Shorter leadtimes, reduced costs, managed risk, anti-counterfeit?
• Just in time production through connectivity, what are the main challenges to make this happen on a grand scale?

During the discussion I`d like to discuss different understanding of the concept of IoT, specifically for different industries. If interconnectivity is to be achieved, what would that mean both from a perspective looking at challenges as well as potential applications. I`d like to discuss examples where first steps have been taken already showing benefits to either anufacturing processes or supply chains, as well as have a look at technical needs to enable successful implementation of new technolcogies fit to specific needs of different industries.

DS Smith is a leading provider of corrugated packaging in Europe and of specialist plastic packaging worldwide. We operate across 36 countries and employ around 26,000 people.

Our customers want broader reaching solutions to their packaging needs; innovation and processes that will help them reduce waste, cost and complexity from their supply chains. By using our expertise from design to production and supply to recycling, we can offer high quality, environmentally friendly, innovative solutions and great service that look at the whole of our customers’ packaging needs, not just one part. We call this 'Supply Cycle Thinking'. It is a unified approach to remove complexity from, and simplify, our customers’ supply chains.

Challenge your Peers
How the blockchain revolution may impact your business model?

• How reliable is foresighting in the actual fast changing environment?
• How can environmental scanning activities be aligned with the overall business strategy?
• How do you recognise potential disruptive technologies?
• How to engage with colleagues in order to "democratize" and "decentralize" environmental scanning?
• How is a comprehensive foresighting of upcoming innovations organized in my business partner's organization?
• Do you use roadmapping to manage technology development? How do you structure your technology roadmaps?
• Which methods could be used to scout the technologies and trends?

….Like Internet, the blockchain revolution will impact current businesses. Thus, which line of business may new entrants attack with their new IoT-based business models to serve markets that your companies currently serve ?

The Center of Technology and Innovation Management (CTim) of ESC Rennes School of Business, one of the top business school in France aims at fostering research on innovation management among its faculty. Another objective is to connect the CTim’s expertise to companies, governmental and non governmental bodies, academic institutions, students and alumni. The CTim collaborates extensively with firms and academic institutions in several research projects. Most of these projects are built upon a strong expertise in Digital Marketing, Technological and Business Model Innovations, Knowledge Management and Technology Transfer.

Icebreaker
Adding intelligence to the products to shape future´s business

• IoT means changing resources and a different approach to science - How to introduce, demonstrate and convince with new technologies in a conservative industry?
• Simply enlarging capacity of existing products and re-formulating new services or inventing something completely different?
• What does it need to develop new devices around data collection?
• Transferring and generating information with using experience and connecting it to something new
• How can we control processes in the future with the newly acquired and stored data?

Tenova is a worldwide supplier of advanced technologies, products, and services for the metals and mining industries providing innovative, integrated solutions for complete process areas.

Metals products and technologies include:

Fully integrated electric arc furnaces steel making from iron and scrap up to liquid steel;
Thermal processing from reheating to heat treatment of high quality flat and long products;
Processing of metal strips from hot strip mill down to all final products;
Cold rolling mills and auxiliary equipment for ferrous and non-ferrous flat strip products;
Fully automated roll shops for hot strip and cold mills.

Mining & Minerals technologies and services include:

Engineering and EPCM Services covering the entire value chain and commodities
Mining, handling, storage, loading and unloading of bulk materials from mines to the end users of iron ore, coal, copper, and others;
Comminution equipment such as SAG and ball mills.

Mineral processing and solid / liquid technologies such filtration, sedimentation, clarification, screening and flotation;
Hydrometallurgy solutions covering: Leaching, Solvent Extraction and Electro-winning, Beneficiation, Purification and Acid Plants;
Complete high-capacity submerged arc furnaces and smelting plants for ferroalloys, base metals, slag cleaning, and alloy refining;
Combined process automation and metallurgical know-how enhance the value delivered to the customers.

Challenge your Peers
How will digital disrupt my industry in the next five to ten years, and what new ecosystems will emerge?

• What are your best Practices in introdruction of disruptive technologies?
• How disruptive technologies such Industrie 4.0 impact your workforce?
• What means SAAS and On-Demand buisness models for industral companies?
• What is the next disruptive technology reaching the high growth stage?
• How can I systematically identify digitalisation chances in the classical machinery industry?
• What is the key to become disruptive (vs. incremental)?
• How could coporate lean start-ups be introduced in global organizations?
• How can I apply Scrum to Hardware Development?
• How to implement disruption in an legacy environment?
• What is the field of industry where blockchain has the biggest impact?
• What are the expected effects of IoT and the block chain revolution on current business processes in the Logistics industry?
• Is there any pattern for implementing data thinking into legacy organizations?

As the new leader in the building materials industry, LafargeHolcim has the assets necessary to address the challenges of a new world. With a local presence in 90 countries, the most innovative cement, concrete, and aggregates solutions to meet our customers’ needs, and a commitment to health, safety, and sustainability, we have the most efficient business model and the best performing operating models and teams.

Read more: http://www.lafargeholcim.com/lafargeholcim-at-a-glance#ixzz4Fo3VWa00
Follow us: @LafargeHolcim on Twitter | LafargeHolcim on Facebook

World Café
Sustaining & Disruptive Technologies: Analysis, Screening and Reporting of Future Technology and Innovation Strategies

• Evolution of markets: close to customers in a constant evolution of needs in each country with different culture business, constraints , ..How to solve and to prepare our manufacturing plants for the future which must be flexible, ..
• Problem of orthodoxies of “experts”
• How are you organized concerning innovation? A global department or a cross function through different departments?

My main focus is to introduce new methodology, new technology to develop and to industrialize new chemical and biological pharmaceutical process (DS, DP, Analytical methods) in R&D department and in manufacturing plants.

I will initialize discussion about the main challenges are:

• To convince management  to take risk: how to evaluate them? Problem of orthodoxies…
• To capture ideas from different employees?
• How to develop new ideas, concepts : Internal and/or external collaboration? Ratio? IP point?
• How to prepare the company on the future markets ,  futures needs, …

UCB Pharma SA, an international biopharmaceutical company, is a patient-centric Company focusing on Central Nervous System (CNS) diseases and immunological disorders.  UCB strategy aims at delivering innovative small and large molecule solutions to specialists for severe diseases in its chosen therapeutic areas. Already the leader in epilepsy, UCB is committed to providing novel solutions for people with severe conditions such as Parkinson’s disease, rheumatoid arthritis, and restless legs syndrome.

UCB is a global biopharma leader employing almost 7500 people and operating in more than 40 countries. The mother company (UCB SA) and headquarters are located in Belgium Brussels, serving as coordination and governance body for the R&D, production and sales activities of UCB SA and all its affiliates worldwide, with a global revenue of € 3.87 billion in 2015..

World Café
Smart´n Share: How Partnerships can enhance development and turn Market Innovations into value for all Parties involved

Novozymes is a biotech company with a strong focus on enzyme production. We are committed to changing the very foundations of our industrial system for the better by using industrial biotechnology.

As the world leader in biological innovation we believe that by using industrial biotechnology we can potentially re-engineer thousands of everyday products to deliver enhanced sustainability performance, introducing energy cost savings, and decreased raw material costs for our customers.

It is a compelling proposition, but one backed by strong evidence. Our 6,200+ employees working in research, production, and sales around the world are committed to shaping the businesses of today and the world of tomorrow.

World Café
Smart´n Share: How Partnerships can enhance development and turn Market Innovations into value for all Parties involved

Novozymes is a biotech company with a strong focus on enzyme production. We are committed to changing the very foundations of our industrial system for the better by using industrial biotechnology.

As the world leader in biological innovation we believe that by using industrial biotechnology we can potentially re-engineer thousands of everyday products to deliver enhanced sustainability performance, introducing energy cost savings, and decreased raw material costs for our customers.

It is a compelling proposition, but one backed by strong evidence. Our 6,200+ employees working in research, production, and sales around the world are committed to shaping the businesses of today and the world of tomorrow.

World Café
What is the best way to build an effective foresighting capability in disruptive areas of science and technology?

• What are the best ways to identify potentially disruptive scientific developments at an early stage?
• What are the best ways of assessing the “development trajectory” of a new technology area?
• How do you best integrate other externalities into the analysis? For example by the time a new technology is mature enough to commercialize, your business, your customers and the wider world may be very different to today.
• What organizational structures and processes are required for effective technology foresight? Who does what, and how?

Disruptive technologies will almost inevitably be new and unfamiliar to our existing organizations. What is the best way to frame the outputs of technology foresight so as to get traction with senior management?

Technology foresight in potentially disruptive areas is difficult. Almost by definition there will be little in-house expertise, new products based on such technologies may not fit existing business models, there may be no obvious “home” for such technologies within internal R&D departments, and senior management would often prefer not to have their existing businesses disrupted at all! And yet the increasing globalisation of science, the convergence of scientific disciplines, and the renewed focus on innovation as a driver of economic growth all contrive to make the emergence of disruptive developments in science and technology more likely moving forward into the future. Technology-driven companies cannot afford to ignore this, but how best to respond? This session will discuss some of the critical issues around effective technology foresight, and how we might improve our approaches and capabilities.

Syngenta is a global multinational agricultural technology corporation based in Basel, Switzerland. Our global sales in 2015 were in excess of $13 billion and we have approximately 28,000 employees around the world. Innovation is a core part of our strategy: we invest about $1.4 billion annually in R&D, and we employ about 6000 people at R&D sites around the world. Our corporate ambition is “to bring greater food security in an environmentally sustainable way to an increasingly populous world by creating a worldwide step-change in farm productivity“

Icebreaker

How to succeed with disruptive innovation when a business / infrastructure resists?

Disruptive innovation is often difficult to put a value on & nearly always requires a significant change in way you are doing something – this can lead to new production lines, systems or approach to the business – where there is always inertia to change. We will initially start with a discussion of the issues faced by innovation teams in pushing disruptive ideas / projects through highly efficient ‘operational’ companies / products.

• What systems or best practices do individuals / companies use to help select disruptive innovation and successfully sort the good projects from the bad?
• What novel approaches to risk management have you experienced in aiding disruptive innovation?
• How can a company best set-up a new team with the goal of disruptive innovation – i.e. allowing the team to break the ‘right’ rules?

We will focus the discussion on how successful innovators within companies or highly innovative companies themselves overcome the hurdle / barriers to disruptive innovation. The table will try to identify common issues & share best practices / anecdotes about embracing disruptive innovation.

Procter & Gamble is a global consumer goods company producing some of the best renowned brands across Fabric, homecare, Beauty, baby and grooming (plus many more). At its heart is consumer inspired innovation and a pledge to delight the worlds consumer with its products and branding.

Icebreaker
Disruptive Innovation are mostly implemented from new market entrants – is corporate entrepreneurship offering opportunities that help established companies to counteract these developments to stay successful in a long-term view?

• Nearly all DAX 30 companies have started their own Incubator or Accelerator program, can these initiatives help them no to miss the next big thing or are they only marketing activities?
• How can established companies become more entrepreneurial in terms of taking higher risks, acting more radical and questioning the existing market paradigms by implementing corporate entrepreneurship strategies?
• Which kind of corporate entrepreneurship initiatives such as internal startups, corporate accelerator, joint venture, … match with which kind of targets?
• Can companies use a portfolio of various corporate entrepreneurship initiatives to for e.g. increase their strategic responsiveness or change the company’s mindset to a more entrepreneurial way?

World Café
Shaping Future: Participatory Technology Agenda Setting

• Our innovative process model for participatory technology development
• Insights into socially co-designed future scenarios and “narrative objects”
• Presentation and discussion of recent project results
• Hands-on session to develop ideas for digital empathy

The visions and needs of laypersons are the starting point for our innovative co-design process “Shaping Future”. Citizens between 12 and 82 years prototyped ideas for future technology scenarios and made the results tangible by creating “narrative objects”. In our world café session, we would like to share and discuss these results with you.

In cooperation with our clients and project partners, the Fraunhofer Center for Responsible Research and Innovation(CeRRI) develops tailored analyses, innovative process models and individualized solution approaches for current challenges and issues relevant for the future. Four expert teams help harness the potential of diversity for successful future design: Need-Oriented Research Planning, Process Design and Transformative Methods, Diversity and Change and Technology Transfer Research. Our interdisciplinary team combines knowledge and skills from the natural sciences, economics, design, communication, social sciences and computer science. We advise public institutions and corporations as to how they can initiate and implement change processes in their culture, achieve more diversity -- and help to envision and shape the future for them and their stakeholders.

World Café
Shaping Future: Participatory Technology Agenda Setting

• Our innovative process model for participatory technology development
• Insights into socially co-designed future scenarios and “narrative objects”
• Presentation and discussion of recent project results
• Hands-on session to develop ideas for digital empathy

The visions and needs of laypersons are the starting point for our innovative co-design process “Shaping Future”. Citizens between 12 and 82 years prototyped ideas for future technology scenarios and made the results tangible by creating “narrative objects”. In our world café session, we would like to share and discuss these results with you.

In cooperation with our clients and project partners, the Fraunhofer Center for Responsible Research and Innovation(CeRRI) develops tailored analyses, innovative process models and individualized solution approaches for current challenges and issues relevant for the future. Four expert teams help harness the potential of diversity for successful future design: Need-Oriented Research Planning, Process Design and Transformative Methods, Diversity and Change and Technology Transfer Research. Our interdisciplinary team combines knowledge and skills from the natural sciences, economics, design, communication, social sciences and computer science. We advise public institutions and corporations as to how they can initiate and implement change processes in their culture, achieve more diversity -- and help to envision and shape the future for them and their stakeholders.

Ingredients for a successful Strategic Innovation Management
There is not one pathway to success. However more than 20 years of innovation management experience have helped us to identify patterns with impact.

• FOCUS – Explore and enhance the understanding of the forces shaping change in the future.
• DEVELOP – Equip leaders with skills and frameworks to anticipate and take advantage of these changes.
• ESTABLISH – Increase the agility, sensitivity and capability of organizations to catalyze outside-in thinking into profitable change.

UNITY is the management consultancy for future-oriented corporate management. We drive our clients’ innovative strength and operational excellence. Together, we have been leading projects to success since 1995. Clients from the automotive, aerospace, manufacturing, healthcare and medical technology, energy, pharmaceutical and chemical industries trust our expertise – from SMEs to global players, including 19 DAX 30 companies. With 210 employees, we are present at 14 locations worldwide and lead projects around the globe.

Solution Study
Fostering Innovation with Technology Foresight - The Cisco Technology Radar
The Cisco Technology Radar includes a methodology, tool set, process and governance structures to identify, evaluate and disseminate new technologies. It is the single source of knowledge for all technology and trend related information within this global company. Cisco has established a network of technology scouts to provide early identification of novel technologies and trends, to enable informed strategic decision-making and to help stimulate innovation. In this session, we will present

• the methodology from technology scouting to technology evaluation and insight
• how we use technology intelligence to define strategic actions
• the tools we use to make the Technology Radar actionable
• our global network of innovation activities at Cisco

ITONICS, founded in 2009, is a vibrant and fast growing company. Our strategic and integrated approach towards innovation and technology management is globally unique and realizes our holistic vision of future-oriented decision-making. The keystone of ITONICS is the development of IT solutions that reliably identify trends, technologies and developments in any market. Among these is ‘Innovation Insights’, a unique software solution that scans the internet and proprietary document stores for patents, scientific publications, websites, etc. about business relevant technologies or developments. It collects, aggregates, interprets and intelligently links this data and generates a reliable base for strategic up-to-date and cutting-edge management decisions that enable the client to adapt business decisions even more effectively to the expected, and unexpected, developments of the market.

Case Study
Shaping Future: Participatory Technology Agenda Setting
The visions and needs of laypersons are the starting point for our innovative co-design process “Shaping Future”. Citizens between 12 and 82 years prototyped
ideas for future technology scenarios and made the results tangible by creating “narrative objects”. In our world café session, we would like to share and discuss
these results with you.

• Our innovative process model for participatory technology development
• Insights into socially co-designed future scenarios and “narrative objects”
• Presentation and discussion of recent project results
• Hands-on session to develop ideas for digital empathy

World Café
How to make technology serve the user´s needs? Creating a go market strategy that is leveraging disruptions to mass adoption

Zodiac Aerospace, founded in 1896, is the oldest company in the Aviation Industry with over 30.000 employees. Zodiac Aerospace is a France-based aeronautical company engaged in the development of aerospace equipment and systems for commercial, regional and business aircraft, as well as helicopters and space applications. It is structured into three business sectors: Cabin Interiors Segment, which designs and markets seats and cabin fittings, as well as supplies complex sanitary and food equipment; Aircraft Systems Segment, engaged in fields, such as fuel circulation, oxygen & life support, electrical power management, cockpit controls and displays, lighting and actuators, hydraulics an

Pecha Kucha Pitch 2
Juwl - interactive hologram
JUWL brings the third dimension to any touchscreen, making it possible to generate interactive and 360° holographic illusions. Moving the pyramid on the touchscreen allows the user to interact with the hologram in real time.  In addition we developed the HOLOMAT, a new take on the traditional photo booth, which creates a holographic portrait of the user.

JUWL's versatility opens endless market possibilities from advertising (product supplement, product configuration tool), over the gaming industry to the educational market (to improve learning experiences), and interaction tools for exhibitions (museum, showrooms, fairs). We’re looking forward for/to exciting collaborations.

Freshly founded in 2016, JUWL is a Berlin based startup that designs customized experiences around holographic illusions for touch devices. JUWL vivifies digital content by transferring a 19th century illusion technique into the present. It is a huge user experience difference and becomes truly fascinating when the screen, doesn’t just remain a reflective surface - like in existing solutions- but when all the possibilities touch devices come to have, are exploited.

Pecha Kucha Pitch 1
Cost effective Sensorization and IoT Platforms for Logistics
Tracking and Analytics of intermodal supply chains. Main steps in the market entry are the sensorization of the loading units, better maps and routing and time tables and later a marketplace.  We are challenging with  the intransparency of the logistics market. We want to meet open Freight forwarders, Industry leaders with strong logistic need.

Imagine FREIGHTCLOUD as the market place for continental european intermodal freight. The need for freight transportation is ever increasing. Road network capacity is reaching its limits on highly frequented corridors. Combined transportation connecting road to rail and waterways can solve the capacity problem and be the sustainable solution Europe is looking for. FREIGHTCLOUD makes complex intermodal freight transport simple and increases the visibility of terminals, network routes, truck haulers, rail and combined transport operators. FREIGHTCLOUD gives customers better control through loading unit tracking and condition monitoring. The operations can be managed more efficiently, because of seamless communication between all supply chain actors in near real-time. This results in reduced journey costs and times.

World Café
How to measure innovation to trigger action?

• How to assess “innovations” to identify “high-potential” ones?
• How to measure “innovation process” performance?
• How to measure “innovation” culture?
• How to measure “innovation” results and outcomes?
• Which innovation KPI to use to trigger action?

Metrics are a combination of art and science. The trick is to inspire action around the goals you set. However, there’s an elephant in the room when it comes to "innovation". In fact, according to McKinsey, more than 70% of corporate leaders thought innovation as a top three business priority, but only 22% set innovation performance metrics. Why is it so tough to measure “innovation” and how to measure “innovation” to trigger action?

During this World Café, we will answer these questions by sharing our knowledge and experiences on how you measure “innovation” with following angles:

• How to assess “innovations” to identify “high-potential” ones?
• How to measure “innovation process” performance?
• How to measure “innovation” culture?
• How to measure “innovation” results and outcomes?
• Which innovation KPI to use to trigger action?

LEMO is the acknowledged leader in the design and manufacture of precision custom connection and cable solutions. LEMO's high quality Push-Pull connectors are found in a variety of challenging application environments including medical, industrial control, test and measurement, audio-video and telecommunications.

LEMO has been designing precision connectors for seven decades. Offering more than 75,000 combinations of product that continue to grow through custom specific designs, LEMO and its affiliated sister companies REDEL, NORTHWIRE and COELVER currently serve more than 100,000 customers in over 80 countries around the world.

DSM is a global Life Sciences and Materials Sciences company active in health, nutrition and materials
DSM delivers innovative solutions that nourish, protect and improve performance in global markets such as food and dietary supplements, personal care, feed, medical devices, automotive, paints, electrical & electronics, life protection, alternative energy and bio-based materials
DSM and its associated companies deliver annual net sales of about €10 billion with approximately 25,000 employees

Solution Study
Fostering Innovation with Technology Foresight - The Cisco Technology Radar
The Cisco Technology Radar includes a methodology, tool set, process and governance structures to identify, evaluate and disseminate new technologies. It is the single source of knowledge for all technology and trend related information within this global company. Cisco has established a network of technology scouts to provide early identification of novel technologies and trends, to enable informed strategic decision-making and to help stimulate innovation. In this session, we will present

• the methodology from technology scouting to technology evaluation and insight
• how we use technology intelligence to define strategic actions
• the tools we use to make the Technology Radar actionable
• our global network of innovation activities at Cisco

Cisco enables people to make powerful connections--whether in business, education, philanthropy, or creativity. Cisco hardware, software, and service offerings are used to create the Internet solutions that make networks possible--providing easy access to information anywhere, at any time.

Cisco was founded in 1984 by a small group of computer scientists from Stanford University. Since the company's inception, Cisco engineers have been leaders in the development of Internet Protocol (IP)-based networking technologies. Today, with more than 71,000 employees worldwide, this tradition of innovation continues with industry-leading products and solutions in the company's core development areas of routing and switching, as well as in advanced technologies such as home networking, IP telephony, optical networking, security, storage area networking, and wireless technology. In addition to its products, Cisco provides a broad range of service offerings, including technical support and advanced services.

Panel Discussion
How can companies tackle the disruption challenge?

Case Study
New Innovations Driving Business Model Transformation

• The ability of a business model to transform and adapt is a critical success factor for a company.  Increasing digitisation, increasing individualisation of customer needs and breakthroughs in technology mean that companies are entering a phase of rapid transformation.
• Ireland is creating a business environment where companies can embrace this transformation and ensure future revenue streams beyond the sale of the “hard asset”.

With a successful track record stretching back over 40 years, IDA Ireland is promoting Ireland as an ideal destination for companies looking to establish further operations in Europe.

Ireland’s strength’s with its software ecosystem, R&D initiatives, manufacturing capabilities and flexible talent pool, means that there is a strong window of opportunity for investment in Ireland for high-end manufacturing, value-added services and R&D.

There are currently 1000+ companies with operations in Ireland, made up of a mixture of major industrial conglomerates and SMEs from across Europe, US and Emerging Markets.

Morning Session
Industry 4.0: Moving From Theory To Practice

• Despite its small geographical footprint, Ireland hosts a disproportionality high number of the top Global MNC’s in the high value sectors of Electronics, Medical Technologies, Pharmaceuticals, Biologics and Technology.
• Since manufacturing  is changing dramatically, driven by the industrial internet and the emergence of disruptive technologies, it is vital that existing manufacturing and industrial operations have the absorptive capacity to embrace this change and remain viable in future markets.
• This interactive workshop will explore how traditional industries can actively embrace new technologies in order to transition  the “Theory of Industry 4.0 into Practice”.

Case Study
New Innovations Driving Business Model Transformation

• The ability of a business model to transform and adapt is a critical success factor for a company.  Increasing digitisation, increasing individualisation of customer needs and breakthroughs in technology mean that companies are entering a phase of rapid transformation.
• Ireland is creating a business environment where companies can embrace this transformation and ensure future revenue streams beyond the sale of the “hard asset”.

IDA Ireland: Should already have this profile from “Industry of Things” conference.
Irish Manufacturing Research (IMR) is an independent Manufacturing and Industrial Energy Efficiency Research Organisation focused on delivering solutions to manufacturing. IMR’s passion is to make Ireland a world leader in advanced manufacturing operations for both indigenous export companies and for multinational corporations based throughout Ireland. In so doing, IMR wants to ensure the continued competitiveness of Ireland's manufacturing industry and its ability to grow (in terms of turnover, profitability and employment) through winning new business and investment.
IMR is a cross-sector, independent, not-for-profit Research Organisation working with Academic, Government and industry partners (including companies in Semiconductors, ICT, Pharmaceuticals, Medical Devices, Food, Energy Services, Aerospace and other sectors).
Active relationships are in place with most of the Universities in the Republic of Ireland and Northern Ireland, various Institutes of Technology as well as a number of well reputed Overseas Universities. In bringing this cross-sector industrial and academic interaction around one table, we establish best in class knowledge and behaviours as the starting point for future research.

Challenge your Peers
Manufacturing’s & Engineering next act – Embracing new innovations with Business Models and Strategies

• What are the common elements of concepts for IoT across various industries?
• Will IoT be really important for all industry sectors, or would it be a more specialized element ging forward applicable only to a few?
• How to introduce, demonstrate and convince with new technologies (according to Industry 4.0 vision) in a conservative industry?
• How will you ensure your product/service ownership in the IOT environment?
• Which new technologies will have the most impact on the machinery industry?
• What are the most important actions to be taken by a classic machinery company, to be succesful in a digitalized world?

Technology and services for innovation intelligence
Altair’s corporate culture thrives on seeking out business and technology firsts to radically change the way organizations design products and make decisions.
Founded in 1985, Altair is focused on the development and application of simulation technology to synthesize and optimize designs, processes and decisions for improved business performance. Privately held with more than 2,600 employees, Altair is headquartered in Troy, Michigan, USA with more than 45 offices throughout 20 countries, and serves more than 5,000 corporate clients across broad industry segments.
Our passion is developing and applying technology in new and inventive ways to help our clients succeed through increased innovation intelligence.
We innovate constantly in the way we design, the products we create and the business models we experiment with. We aggressively employ our software tools and product development methods, leveraging high-performance computing and data analytics, so that we can play an enabling role in the great things our clients are accomplishing. We strongly believe that bringing simulation software and rapid manufacturing technology forward in the design process can be a source of inspiration along with a winning response to accelerated product lifecycles.

Case Study
Technology Foresight & Anticipation of Technological Leaps: From Trends to New Markets

• Trend foresighting in Railway Industry
• From trends to technologies to markets
• Application of e-mobility for Mainline Rail
• Case Study Example: The Battery Train

In three stages, we help you to offer your service at the right time and the right place. We support you from start to optimum. From data editing and cleaning to data analysis and prediction – we are your reliable partner in finding specific answers to challenges your company is facing.

We particularly focus on geospatial analysis. Over several years of cutting edge research, we have developed methods that we tailor to your company’s challenges. The results aren’t just maps – they are visualizations that finally explain all aspects of your data.

Geospin is a spin-off of the University of Freiburg, Germany. Over several years, we have developed and validated geo-analytics methods for various Smart City topics, such as mobility, energy, and crime. Our research, which has been published in some of the best journals and conference proceedings of the field and received various international awards, serves as the basis of Geospin’s service portfolio.

HINT is a smart reminder ecosystem that helps overcome forgetfulness and age-related memory loss. When it’s time to do an essential task, like taking medicine, connected smart buttons (HINTs) use light and sound to gently remind you. Track your progress online, or send automatic updates to your family or caregiver..

Challenge your Peers
Design Thinking, Agile, TRIZ and else - How to Generate Methodologies and Foster their Operationalization within Complex Business Environments.

• What are the biggest hurdles when introducing these innovation methods?
• What are the success rates and how can effects be operationalized?
• What kind of company organization and culture foster the success rate?