To give you an idea of the kind of work we do in the corporate context, here a small selection of projects from the past years.
For two consecutive years Bettina delivered a series of 3 interconnected yet independent 1-day workshops for members of the British Quality Foundation under the themes: “Understanding the Innovation Ecosystem”, “Identifying, managing and selecting innovation opportunities”, and “Creating an infrastructure for innovation”. (2013/14)
Throughout 2013 and on behalf of DEUSTO Business School Bettina contributed 3 hour sessions on the challenges of “Innovation – Why, What. How” to “Strategic Support Programme 2013”, a mandatory programme for global executives of Banco Sandander.
Bettina was invited to design and deliver a 2-day workshop that would allow AMP’s Senior Management to experience and therefore better understand, the challenges of radical innovation. Drawing on the design thinking methodology Bettina created a highly interactive event for Senior Managers of AMP, and invited guests for collaboration partners and suppliers. (2013)
At their launch event of their International Women’s Network EADS invited Bettina to deliver a keynote that would explore “Creating a future: through innovation, through diversity”. (2013)
For its annual Senior Manager meeting the York and North Yorkshire Probation Trust wanted to focus on what it takes in terms of leadership behaviour and actions to create a climate where innovation can thrive. Bettina designed and delivered a 1-day event that enabled participants to understand conditions in which innovation can thrive, and their role in creating it. (2013)
As in many organisations, Senior Management had identified innovation as a key driver for the organisation’s future. Yet a deep understanding of what it would take – particularly from Senior Management – to create the conditions for innovation could thrive was missing. Bettina deliver a 1-day workshop to engage and align Senior Managers on this. (2012)
To kick-start the journey to create a more innovative and flexible organisation where people feel enabled and confident to proactively identify opportunities for improvement, change and innovation in order to create better value for customers, employees, and therefore the organisation as a whole, the MD of Wolters & Kluver invited Bettina to deliver a key note to the entire organisation. (2012)
Mattel approached Bettina in 2011 after they had identified innovation as a main driver for achieving the company’s ambitions growth targets. They had recognised that a successful quest for (more) innovation would required a shift in the prevailing mindset which, as in so many organisations, was focused on cost cutting, efficiency improvements and risk avoidance. Bettina proposed a 3-pronged approach that would help to create an innovative organisation – rather than one with pockets of innovation: starting at the top to create and shared understanding and vision, engaging middle managers in identifying projects that would facilitate their buy-in, and involving all staff in the execution of these projects. (2011)