Most companies realize the value of alliances, but alliances take many forms and one size definitely doesn't fit all. The choices you face are bewildering: buying companies, joining with others in partnerships of various sorts, or forming a network of affiliates around your business. This workshop will help you understand your options and create a winning strategy.

Topics will include:

1. Relationship options: make or buy, and everything in between
2. Keys to alliance design: strategic goals, partner selection, and structure
3. Multi-party constellations: consortia, ecosystems and open innovation
4. Building an alliance capability: culture, communication, and tools

You will learn how to make partnerships an integral part of your innovation strategy, how to crack problems and avoid pitfalls in your approach, and how to manoeuvre your business in your ecosystem. You will gain a new perspective and walk away with practical ideas -- come with your issues and begin to apply the new methods right away.

Practical tools will include:

1. The Arc of Alliance Strategy: Your roadmap to success
2. The Alliance Continuum: Know what kind of deal to use, and when
3. Alliance Design Flowchart: Do your homework, then strike a deal
4. Your Relational Footprint: Know where you stand, and where you want to go

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Ben Gomes-Casseres is an expert on alliance strategy and management. He has researched this topic for 20 years, taught it to MBAs and executives, and consulted with major companies in the United States and abroad. Currently a Professor at Brandeis University (Waltham, Mass.), Ben directs the MBA Program at the International Business School, leads the School’s business faculty, and directs its Asper Center for Global Entrepreneurship. He teaches courses in business strategy, organizational strategy, international management, and alliances. Previously, he was a professor at the Harvard Business School (1985-1995), where he taught courses in international business-government relations and in international trade and competition. Ben has written or edited four books in these fields; his latest book Mastering Alliance Strategy: A Comprehensive Guide to Design, Management, and Organization (with Bamford and Robinson; Jossey-Bass, 2003) gives practical advice on how to use alliances as part of a broad strategy of corporate change and growth. His articles have appeared in Harvard Business Review, Financial Times, Strategy & Business, Sloan Management Review, Journal of International Business Studies, Journal of Economic Behavior and Organization, Journal of Financial Economics, and elsewhere. He is currently working on a book for Harvard Business Press on the strategic use of external resources.

As companies have been embracing, implementing and executing Open Innovation strategies as a means of innovation and achieving growth, they also have been striving to assemble a solid base to deliver Open Innovation results. This workshop will help you identify key elements of the Open Innovation Pyramid^TM model necessary to build a solid foundation for Open Innovation.

The components of the Open Innovation Pyramid^TM model include:

• Intellectual Assets
• Competitive Intelligence
• Knowledge Management
• Alliance Management
• Culture

The components of the Open Innovation Pyramid will be brought to life through case study presentations, facilitated exercises and rich discussions.

Cheryl Perkins, Founder and President of Innovationedge, members of the Innovationedge team and other innovation ambassadors from leading corporations will lead you on a journey through the Open Innovation Pyramid^TM model. You will learn about the critical elements of Open Innovation, including the following:

• Understanding the role intellectual assets play in building a solid Open Innovation foundation

• Introducing more competitive intelligence and marketing insight to better define and align business strategy and R&D / OI projects to the overall business objectives

• Leveraging knowledge management and enterprise-wide knowledge sharing as a way to meet the company's open innovation challenges

• Appreciating the role of culture and how to strengthen the "will to share" of your innovation community and keep innovators involved

• Managing partnerships and alliances to deliver the results by allocating the appropriate resources and striking the mix / balance...what projects to initiate, accelerate, slowdown, pause and terminate

• Addressing Innovation Fatigue Factors^TM that can silently kill the future of innovation if you don't take proactive steps to maintain an innovation culture

Guest Presenters:
	Wendy Calvin Key Business Developer for Production Assurance Technology ConocoPhillips		Dan Ranta Director of Knowledge Sharing ConocoPhillips

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Cheryl Perkins is the founder and president of Innovationedge, a thought leader in innovation and a creative catalyst in brand-building initiatives that contribute to rewarding consumer experiences and improved business performance.
As President of Innovationedge, Cheryl is leading companies across many industries to build sustainable innovation capabilities and define sustainable growth opportunities. Her work involves designing and implementing organizational structures, processes, systems and tools that enable open innovation and growth. Cheryl has over 25 years experience directing growth and innovation and most recently served as the Senior Vice President and Chief Innovation Officer for Kimberly-Clark Corporation. Perkins was identified as one of the Top 25 Champions of Innovation by BusinessWeek magazine and named as a top executive driving vision within the consumer goods industry by Consumer Goods Technology magazine. She was also recently awarded the “Excellence in Innovation” Award by the Asia Pacific Congress in Mumbai, India and is a co-author of Conquering Innovation Fatigue: Overcoming the Barriers to Personal and Corporate Success (Wiley & Sons, 2009) with Jeff Lindsay and Mukund Karanjikar. She is a well-respected blogger (www.innovationedge.com/blog) and can be found on Twitter at www.twitter.com/CherylPerkins.

Pat Clusman is an accomplished professional with over 28 years of experience directing and managing teams and leading successful large-scale programs and projects. He has a broad background in information technology coupled with exceptional collaboration and facilitation skills. Pat possesses an extraordinary combination of business, technical and interpersonal skills and is especially accomplished at building effective working relationships with clients and staff at all levels in the organization. He is a champion for innovation processes and capabilities, organization-wide knowledge sharing and collaboration.

Jeff Lindsay is Director of Solution Development at Innovationedge and a registered U.S. Patent Agent, an expert in business method patents and IP strategy, and a strategist for new product development. Jeff is a co-author of Conquering Innovation Fatigue: Overcoming the Barriers to Personal and Corporate Success (Wiley & Sons, 2009) with Cheryl Perkins and Mukund Karanjikar. Prior to joining Innovationedge, Jeff spent time at Kimberly-Clark Corporation where he was Corporate Patent Strategist and Senior Research Fellow. Prior to that he was an Assistant and then Associate Professor at the Institute of Paper Science and Technology at Georgia Tech. He is Chair of the Forest Bioproducts Division of AIChE, where he works to advance knowledge in biofuels and biorefineries, including IP issues. Jeff has a Ph.D. in Chemical Engineering from Brigham Young University. Jeff can be found on Twitter at www.twitter.com/JeffLindsay.

Increasingly firms are looking outside to complement their internal development efforts with technology from the outside, often as part of a larger strategic alliance or open innovation program, more often as an ad hoc response to corporate directives to 'look outside.' Too often these technology scouting efforts fail to live up to the promise of enhancing new product development and generating higher levels of innovation. This interactive workshop will explore why firms set up scouting programs, why they often go wrong, and what steps can be taken to ensure that technology scouting is a driver of innovation, not just a fancy procurement program to identify outside contractors.

Drawing on his 35 years experience in helping firms set up scouting and alliance programs, Dr. Jay Paap will share a proven technology scouting framework that guides firms through the steps of identifying where external technology might provide value, how and where to look, and techniques to incorporate external technologies into your organization.

The workshop will provide attendees insights into:

• How to frame the search to increase chances for innovative solutions to your needs

• Sources for locating new and emerging technologies

• Selecting and forming the right relationship to ensure you secure the technology you need

• Keys to setting up a program

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Jay Paap is President of Paap Associates, serves on the faculties of the Industrial Relations Center at Cal Tech and the Executive Program at The Sloan School (MIT), is a Fellow of The Society of Competitive Intelligence Professionals, and a PDMA Certified New Product Development Professional. He received his Ph.D. from MIT's Sloan School of Management with concentrations in technology management and organization design.

Dr. Paap has been active in the management of technology for 45 years, and has consulted with industrial and governmental organizations for over 35 years. Prior to founding Paap Associates, Jay was Partner at Data and Strategies Group, Principal at Ampersand Ventures, Director of Corporate Consulting at Venture Economics, and Associate Director of the Technology Management Group at Pugh-Roberts Associates. Before entering consulting, Jay was an officer in the US Air Force, responsible for developing and deploying advanced electronics equipment.

In 1992 he founded and ran the Commercialization Roundtable in which senior business development managers from major companies met every two or three months through 1995 to share experiences on corporate venturing and develop best practices concerning how major corporations can effectively commercialize new technology based concepts and businesses. Among the members of the Roundtable were AT&T, Digital, Dow, DuPont, GTE, IBM, MCC, Motorola, and Xerox.

Abstract coming soon...