Many companies are defining and implementing new business models to deliver growth through Open Innovation. These business models are creating new pathways to value:

• Looking outside your boundaries for ideas, technologies and intellectual property

• Integrating R&D and business model innovation to drive commercialization

• Fostering collaboration with customers and suppliers

• The role of innovation intermediaries in opening business models

This workshop will help you identify key elements of business models required for you to deliver results in a timely fashion. The components of the new business models 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 business model basics.

You will learn about the critical elements including the following:

• Understanding the role business models play in building a solid open innovation foundation
• Introducing insight to better define and align business models and R&D /OI projects to the overall business objectives and results
• Managing partnerships and alliances through new business models to deliver the results by allocating the appropriate resources and striking the mix / balance
• Collaborating for a win-win proposition

Guest Presenters:
	George Wells Director of Technology Transfer Nestle Purina Petcare		Meredith Baratz VP, Market Solutions Product and Innovation UnitedHealthcare
	Helen Cheng Conservation Program Manager San Diego Zoo Global

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Cheryl Perkins is a thought leader in innovation and a creative catalyst in brand-building initiatives that contribute to rewarding consumer experiences and improved business performance. She was identified as one of the Top 25 Champions of Innovation by BusinessWeek magazine in 2006. As President of Innovationedge, she 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 23 years experience directing growth and innovation and most recently served as the SVP and Chief Innovation Officer for Kimberly-Clark Corporation.

Pat Clusman is a champion for innovation processes and capabilities. He has more than 30 years of experience directing and managing teams in large-scale programs and projects. As Innovationedge's Chief Operating Officer and Director of Innovation Capabilities Development, he leverages an extensive background in information  technology to help clients build new capabilities and develop and implement processes, systems and tools to enable innovation and growth. Prior to Innovationedge, Pat worked for 26 years at Kimberly-Clark in leadership and management roles both in Corporate Research and Development, and Management Information Services. As the Director, Enterprise Innovation, he led a team that developed and deployed an innovation management framework and portfolio management system.

Everyone knows that Open Innovation is an inherently risky endeavor with potentially great benefits. But that doesn't mean that everything about OI has to be uncertain. Well-understood risks with robust predictive metrics behind them provide clarity on the key issues of OI value. By applying marketplace and capability-based risk identification and realistic risk assessment, we can prioritize the make or break issues of open innovation. This session provides a visual, easy to implement method of prioritizing risks and then applying predictive metrics to them that we can use to run successful OI projects.

Specific, actionable take-aways from this session include:

1. A simple tool to identify make or break issues of OI
2. A visual approach to assess the level of OI risk, based on customer value & capability
3. Methods, tools and checklists to use in setting predictive OI metrics
4. A low-overhead governance model for predictive OI metrics reviews

Guest Presenter:
	Jerry Callan Research Director of Corporate Innovation MEDRAD, Inc.

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Wayne Mackey has been a Principal with Product Development Consulting, Inc. since 1997. Prior to joining PDC, he worked in industry for 20 years in high tech, aerospace and automotive fields. He is a natural change agent and leader, having counseled Fortune 500 companies, major universities (Stanford, MIT, Carnegie-Mellon) and government agencies in product development, supply chain management, and rapidly implementing enterprise-wide change. Mr. Mackey also has worked as a senior scientist, program manager, engineering manager and systems engineering manager.

Wayne Mackey's expertise is grounded in over twenty years of hands-on leadership of large engineering, manufacturing, and procurement organizations. His management consulting is focused on product / service development, and he is especially effective in collaborative design, metrics, portfolio management and business strategy implementation. He is co-author of the best selling book Value Innovation Portfolio Management: Achieving Double-Digit Growth Through Customer Value, and co-author of the PDMA Toolbook for Product Development III.

Mr. Mackey is an internationally acknowledged expert in metrics and has been a keynote speaker on achieving rapid organizational change, partnering and applying the voice of the customer to product development. He earned a Bachelor of Science in electrical engineering and economics from Carnegie-Mellon University in Pittsburgh, Pennsylvania and a Master of Science in engineering, from Loyola Marymount University in Los Angeles, California.

Once your company has identified an open innovation partner, the next critical step is to structure the deal to allow for mutual success and to accurately define the scope and scale of the partnership. This workshop will use real case examples to outline the critical components of writing a Co-Development partnership agreement. These examples can be applied to a wide variety of complex deal structures including supplier relationships, small technology-based firm deals and university spinouts.

Specifically, you will learn:

• How to determine the boundaries of your specific agreement and how to use these boundaries to allocate intellectual property rights between partners (both foreground and background)

• Best practices for determining royalty rates, upfront payments, and milestone payments; including how firms link these payments to the overall value of the relationship

• How the Hershey Company uses deal structuring to guide each step of the CoDev process including gaining internal alignment, optimizing the due diligence process, negotiating the deal, selecting the governance model and preparing for implementation

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Philip Ward is a Principal Scientist in The Department of Food Research and Discovery at The Hershey Company. He also serves in the role of External Research Director within the Sweet Solutions^TM Open Innovation Program, coordinating the external scouting and partnership alliance activities. During Phil's 22 year tenure at Hershey, he has served in several capacities within the R&D organization as a resource to the corporation on functional hydrocolloid and nutritional ingredient technologies. He has also conducted research on nutrition bars and snacks as well as worked extensively in the area of heat resistant chocolate. Phil is an author/co-author on several patents of importance to the company covering nutritional delivery products and processes (such as water-based chocolate), and unique functional delivery systems, the most recent of which covers "Ice-Pack" quick-dissolving films for use in refreshment product with high potential for drug delivery applications.

Phil holds a PhD and Master's degree in Food Science, and a B.S. degree in Microbiology, all earned at Penn State University. Prior to joining Hershey, Phil helped to establish a new Food Science program at the Berks Campus of Penn State as an Assistant Professor of Food Science. He has also held positions in R&D at Kraft/General Foods (Desserts and Nutrition Divisions), and Squibb Pharmaceutical Co. (new drug identification).

Gene Slowinski is the Director of Strategic Alliance Research at the Graduate School of Management, Rutgers University and Managing Partner of the Alliance Management Group, a consulting firm devoted to the formation and management of strategic alliances, mergers and acquisitions. Prior to forming the Alliance Management Group, he held management positions at AT&T Bell Labs and Novartis. For the last 25 years Dr. Slowinski has consulted and conducted research on the formation and management of strategic alliances, joint ventures, mergers, and acquisitions. He is co-author of the book "The Strongest Link" and his most recent book, "Reinventing Corporate Growth" is the leading book on growing the corporation.

The word "innovation" is often used as a proof point for growth, but what does it really mean? How, as a leader, can one harness its power and utilize it as a competitive weapon for winning in the marketplace? Join Jane Stevenson, co-author of best selling book, Breaking Away - How Great Leaders Create Innovation that Drives Sustainable Growth and Why Others Fail, to explore these and other questions. Ms. Stevenson will outline what it takes in today's economy to attract the talent you need to build and drive a sustainable growth engine fueled by innovation. Join the revolution and break away to a new paradigm for innovation!

This session will:

• Demonstrate a groundbreaking framework that not only defines innovation, but also identifies four distinct types of innovation and the unique profile of leadership, culture, risk and sustainability for each.

• Leave you with a practical road map for activating innovation in the marketplace, in your company and as an individual leader.

• Give you the tools to understand the competencies that will make talent a high-impact fit -- the "secret sauce" that defines success for any organization.

• Accurately assess the type of innovation that your organization needs, and what type of leader and culture will create an innovation trifecta for your organization.
  Identify factors that define organizations that consistently attract the best innovation leaders. Illustrate how to find and shape that talent.

• Assess the outlook for innovation talent going forward.

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Jane M. Stevenson is Vice Chairman, Board and CEO Services at Korn/Ferry International. Acknowledged by BusinessWeek as one of the "100 Most Influential Search Consultants in the World", Jane is a pioneer in the field of innovation leadership, recruiting many of the first Chief Innovation Officers and CEO's focused on growth through innovation. The architect of leading edge offerings for boards and top executives, Jane is frequently consulted to discuss trends and issues relating to best practices in innovation and general management.