N.B. Attendance is limited to 30 participants, VP-level or higher; executives at companies of at least $100 million in revenues

By now the business transformation enabled by Procter & Gamble’s “Connect and Develop” initiative is widely known, and the paradigm shift toward Open Innovation is more and more apparent across industry. But is there value to be had for your company? How does this new model for innovation fit into an overall corporate growth strategy? And if you do decide to go forward, what are the critical success factors – and more importantly, the potholes to avoid – to ensure that real results are achieved, measured, and communicated to a Board of Directors or shareholders?

Designed specifically for senior management, this session will explore lessons learned from leading companies that have adopted the Open Innovation concept to date. Using a case study format, Chesbrough and Schwartz will highlight the potential impact of “opening up” innovation with respect to corporate business and operational strategies, including the tangible effects on top- and bottom-line growth figures.

To promote exchange of ideas, this session is limited to 30 executives (VP-level and above at >$100M companies; all industries). An active networking lunch will be included as part of the session, followed by in-depth discussion of both the potential benefits and the executive “watch outs” that are critical to Open Innovation-driven growth.

Through case examples and dialogue, the following questions will be answered:

• What business strategies are best suited to an Open Innovation model?
• What are the organizational models for creating a successful transformation from closed to open innovation?
• What does a successful roadmap to "opening up" innovation look like?
• What is the true potential return from the "open" model and what enables an organization to realize this full potential?

Case studies will span industries and include specific companies such as P&G, Eli Lilly, and Cisco Systems.

What will you take away?

• Tangible examples of how specific companies have implemented Open Innovation to drive major incremental growth paths
• A model for how to evaluate the financial value of Open Innovation for your business
• Guidance on the critical strategies and structures needed to turn an organization into an “Open Innovator”
• New networking connections with peers at other major companies working on improving their ability to Innovate

Who can you expect?

• No more than 30 individuals; only senior management (VP/SVP/CxO)
• Responsible for some significant aspect of Innovation and/or cross-enterprise collaboration
• Representation from multiple industries and mid-size to large companies

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AGENDA

8:00a-11:00a	Registration
11:00a-12:00p	Introduction Agenda and Goals Open Innovation Definitions and Trends Introductory Exercise
12:00p-1:30p	Networking Lunch
1:30p-3:00ap	Models of Open Innovation Case Study on Co-Development—Optimizing R&D Investment Through Partners Case Study on Open Ideation—Expanding Sources of Insights, Ideas and Solutions Case Study on Out-Licensing—Turning Trapped IP into New Revenue Roundtable Discussion / Idea Exchange
3:15p-4:30ap	Charting a Path to Value A Model for Measuring Open Innovation Value (ROI) Roadmap for Change—How to Inspire an Organizational Transformation Keys and Landmines—Avoiding the Pitfalls
4:30p-5:00p	Discussion / Q&A / Wrap-up

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Henry Chesbrough is Executive Director of the Center for Open Innovation at the Haas School of Business at UC Berkeley. He holds a Ph.D. in Business Administration from the University of California-Berkeley, an MBA from Stanford University, and a BA from Yale University, summa cum laude. His research focuses on managing technology and innovation. His book, Open Innovation (Harvard Business School Press, 2003), articulates a new paradigm for organizing and managing R&D. His most recent book, Open Business Models (Harvard Business School Press, 2006), extends his analysis of innovation to business models, intellectual property management, and markets for innovation.

Kevin Schwartz is a Principal consultant in the product development practice of PRTM, a leader in helping companies to implement best practices in both product development and operations management. As a consultant and product development practitioner, he has over 15 years of experience in bringing new technologies and innovations to market. Kevin brings a hands-on perspective to this workshop from PRTM’s work at both the strategic and operational levels with companies in a wide range of industries, including life sciences, high technology, consumer products, and services. He has been involved with the PDMA/MRT CoDev conference since its inception in 2001 and is currently authoring a chapter on Co-Development Strategy for Volume III of the PDMA’s Product Development Toolbook.