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IntrApreneurship stage
DOES INTRAPRENEURSHIP REALLY WORK?
Nobody knows. It is a rollercoaster and no single expert has a magic pill. You can only listen, act and learn … Like if found a startup, right? Let us enrich the powerpoint world of intrapreneurship with what makes founders successful: Honesty, curiosity and a community of likeminded doers.
NEW FORMAT -
GREAT INSIGHTS!
Instead of experts, we give your peers a voice. And we give you a voice: Join intrapreneurship fishbowl at Bits & Pretzels to discuss topics like “How to allign the Core Business and Innovation Strategy?“ with hand-selected corporate practitioners. To involve the audience two emtpy chairs can be taken at a certain stage!
01
INITIATING KEYNOTE
An initiating Academy talk sets an engaging topic for the following fishbowl discussion.
02
THE FISHBOWL DISCUSSION
For 60 minutes 6 hand-selected practitioners engage on specific intrapreneurial topics - moderated by the stage hosts.
03
WE GIVE YOU A VOICE
Two empty chairs ensure your participation and the involvement of the audience.
Stage hosts
Niels Dörje
Chairman.de / Moderation
Niels is a passionate tech founder and entrepreneur. He is founder of Ryte.com and HolidayInsider AG with for 4 exits. Today he serves as chairman or board director of tech startups, corporate spin-offs and corporate innovation boards. He became a product expert as Google ProductPartnership Manager EMEA and was awarded his MBA at the age of 23.
Niels has received many awards, amongst others an OC Award from Google (for innovation at Google), „Finalist Entrepreneur of the Year“ from Ernst &Young and Top 3 Finalist of „Deloitte Fast 50“. Niels helps to design and run intrapreneurship programs at Linde AG, Sky TV and Osram AG.
Christopher Waldner
Chairman / Moderation
Chris is founder of several german based companies, like Tierheimhelden GmbH and Vetstage GmbH. Since one of his ventures got acquired by Alliance in 2014, he is also engaged in the intrapreneurship space. Christopher coaches intrapreneurs and helps to build, run and refine intrapreneurship programs as innovation advisor in organizations like Munich Re, Bosch and Osram.
AGENDA

First Keynote

Success Case: Founding a corporate spin-off

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First Fishbowl

Spin off, Reintegrate or Stop - How and when to scale?

Every incumbent meanwhile runs at least one program (lab, accelerator, incubator, else) to identify entrepreneurial employees and develop ideas into new products and service in a more experimental manner. Still, while these programs create the necessary space to initially launch initiatives, it seems like they are not the right place to further develop and even scale the initiatives in an individual setting. Inbetween launch and scale, a new chasm has arisen. How can we find the right moment and set to scale initiatives? Who has done what successfully? Let´s capture the current status together.

EnBW Innovation
Christopher
McLachlan
Head of Company Builder
Fraunhofer Venture
Dr. Thorsten Lambertus
Head of AHEAD
TRUMPF
Ann-Sophie Reinelt
Innovation Management - Program
Coming soon
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Acedemy Talk 1

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Acedemy Talk 2

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Second Fishbowl

How to allign the core business strategy and innovation strategy?

Way too often, the strategic fit of innovation initiatives is unclear. "Are we the best owner?" While innovators can´t hear this question anymore, core business managers repeatedly ask this question... May the problems with scaling initiatives (Fishbowl 1) be partly rooted in the missing strategic fit and direction of incumbents? Can the core business strategy alone be the basis to develop new products and service? If yes, how can we make sure that the innovation unit(s)  understand, commit or even get the chance to contribute to strategy development? If no, what is the difference between the core business strategy and an innovation strategy? How can we develop an innovation strategy?

Munich Re
Tom van der Brulle
Global Head of Innovation
Mastercard
Arne Pache
Vice President Global Products & Solutions
Coming soon
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Keynote 2

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Third Fishbowl

Central vs decentral innovation teams

What is the role of central innovation units in decentral, global business organizations? Questions, as old as organizational theory... How much centrality do we need for optimal efficiency and, on the other side how much decentrally do we need to make relevant decisions quickly? Especially for innovation, this question arises again and again. What exactly is the role of a central innovation unit? What, on the other hand, is the role of "the business" in innovation? How can every unit on a global scale contribute and benefit? How can we get from units with strict boundaries to a holistic ecosystem view? What problems arise in the interaction? How do incumbents try to solve the problems today?

Airbus
Carina Schnitzenbaumer
Head of Airbus AirSense
Coming soon
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Academy Talk 3

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Academy Talk 4

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Fourth Fishbowl

Return on investement?! Why innovation programs fail...

The value of an innovative startup will never be measured with its profitability, and in early-stage not even with revenue growth rates - while these, of course, are fundamental measures to analyze the success of incumbents. While everyone agrees, that innovation initiatives must be controlled with other mechanisms than the core business, only rarely can crystal clear innovation control mechanism be found, never mind an alignment of these measures with core business control. Is this alignment/translation of the mechanism to the role of innovation programs?   What exactly is the value for core business that innovation programs can provide - if at all? Is it even necessary to provide a value for today's business while building tomorrows? How can we align the control mechanisms of core business with the control mechanism of innovation initiatives and innovation programs? How can expectations be managed from day one? What if, the promised/hoped return on investment is not reached?

The Nunatak Group
Rupert Schäfer
MD & Founder
Christian Lindener
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