“Innovation” and “Digital
Transformation” were two of 2018’s loosely defined, catchall phrases. In
practice, both refer to disciplines that will upend how firms will compete for
the foreseeable future.
The acceleration of innovation and the
velocity of disruption are sometimes hard to grasp or anticipate and have
become a source of constant surprise for most. In our fast-moving new world
full of promise and excitement around innovation and digital transformation
(IDX), how do you set people up for success? Also getting benefits from either
requires a mindset and skillset that is often unfamiliar and uncomfortable for
leaders and managers today.
Join Peter as he shares what he has
learned over the years from his work with world-leading organizations such as
Amazon, DBS, Google, Microsoft, and NASA. Some of the themes he’ll be exploring
develop leadership capabilities that will not only help accelerate
innovation and digital transformation but also foster a culture in which
innovation and digital transformation can thrive.
whilst Transforming”. How to help your leaders (at all levels) to scale
today’s business while simultaneously exploring, experimenting, and
principles, techniques, and leadership behaviours that companies need to
master in order to develop and sustain a culture of innovation and digital
transformation to seize the new opportunities.
will be nothing like today” – How to provide leaders the platform to
practice what is required to discover emergent user needs, ideate new
approaches to meeting them, and to test these ideas fast and cheap.
About the speaker:
Peter Mulford is chief innovation
officer and an executive vice president at BTS based in New York, where he
leads the firm’s Innovation & Digital Transformation practice, as well as
the Global Insights and Design Laboratory.
Peter leads business transformation and
capability-building efforts with Fortune 500 firms around the world (such as
Amazon, Sony, Microsoft, Time Warner, DBS, including NASA) with a focus on
developing innovation leadership, design thinking, and disciplined
experimentation capability. His work redefines not just how to do innovation,
but how to create and lead a culture in which innovation and divergent thinking
Peter’s writing and research has been
featured in CLO and training magazines. He is a frequent guest lecturer on
Innovation and Strategy for the MBA programme at Columbia Business School in
Peter joined BTS in 1998 and has worked
in the firm’s offices in San Francisco, London and New York. From 2005-2010, he
was the Managing Director of BTS’s East Coast region, leading the largest
global office for BTS through a period of market turbulence and growth during
which it more than tripled in size.
Peter holds an MBA in Finance from
Columbia Business School, with extensive experience in Retail, Consumer Goods,
Electronics and Telecom, among many other industries.
A light dinner will be served after the event.
Please note: GIBS forums are filmed for City Press and BDTV
Want to attend but can't afford to? email email@example.com for one of the limited free seats available.
The emerging of new business models coupled with the rapid evolution of cyber-physical technologies have drastically reshaped the behaviours of both consumers and employees. The future of a business environment is becoming more complex and fierce. Companies of today will be compelled to scrutinize its corporate innovation capability in order to ensure that they can thrive in the current landscape and concurrently harness a greater future competitiveness. However, initiating any successful corporate innovation movement within an organisation or launching a start-up is sometimes easier said than done.
Over the years, innovation has become a buzz word. Many managers and consultants have advocated that there is a set of organisational practices to enhance corporate innovation output; such as creating social interaction online platforms, purchasing trendy furniture, profiling a company into a 4x4 quadrant of a rigid theoretical model, account for obvious organisational practices and/or adopting approaches that lack holistic thinking. The truth is that there is NO blueprint for corporate innovation. Many organisations also confuse the notion of ideation as strategic corporate innovation. The competitiveness of an organisation does not rely on its ability to create influx of ideas. Instead, it relies on their proclivity to combine their core-competencies smartly and translate a few ideas into exponential growth. Furthermore, the notion of corporate innovation itself is somehow slightly misleading. Considering that each division within any particular organisation is given specific mandates that typically differ from other divisions, and each division is led by managers with different leadership quality with team members of different attributes, how can there be a standard way of promoting corporate innovation? In addition, the legacy of an organisation and the unique forces affecting the dynamics of industry within which an organisation operates, also impose additional challenges.
Successful organisation must actively cultivate corporate foresights, discern the potential gratifying concepts from supposition and uphold the innovation proclivity. Leaders of these organisations may further attempt to ascertain visible value return from promoting viable self-disruption and embracing necessary radical changes by getting closer to their customers as well as their customers’ customers. Creating purposeful vertical alignment, horizontal partnership, external ventures, formal organisational practices and informal organisational dynamics are just some of the crucial elements of corporate innovation.
Key areas of my teaching, research and consulting interests are as follows:
Within the context of corporate innovation competitiveness, the key areas of my interest are:
Individual level Thinking methods, intuitions, design thinking, framing, biases, heuristics, improvisation, innovative behaviours, audacious identity, perception–value association, belief fragmentation, change and the likes.
Group and inter-groupsCollective intelligence, collective ideation, group dynamics, member exchange, boundary-crossing, social physics, digital enabled workforce, peer coaching conversation, group improvisation, virtual work environment and relevant topics.
Organisation and start-upEffective leverage of leveraging cyber-physical systems, digital strategy, innovation strategy, disruptive business models, corporate foresight, corporate innovation team, mobilisation through informal organisation, disruptive events, innovation mobsters as well as organisational innovation proclivity, culture, structure and strategic orchestration.
Organisations, industries and societiesCo-opetition, socio-dynamics shifts, new business landscape, disruptions.
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