Programme

The theme of innovation will be addressed through a different lens each day with session design and content aligned with this evolving focus:

Overview

The Symphony of the Community: Past experience, current needs, and future possibilities. Gathering questions: What positive experiences of innovation do we bring to this gathering? What do I/we want to invent this week?

From confusion to connection: By appreciating the elegance and intelligence of naturally occurring complexity, we can apply this insight to "compose" new innovations.
• Identifying innovation strategies by looking at our current situations differently
• Exploring the commonalities that link artificial, human, and natural systems and the implications for action
• Advancing our own projects and initiatives by sharing work in progress and inviting peers for input

Click here to view the Learning Lab Round 1 and Learning Lab Round 2 session descriptions and presenter bios.

The music materializes in action: Both plenary and parallel sessions will focus on creating knowledge through exchange and collaboration across traditional boundaries.
• Sustainability: Collaborative efforts to stimulate innovation across organizations and sectors in service to people, planet, and profit
• Creating learning networks and a culture of innovation within large multinational corporations

Click here to view the Learning Lab Round 3 and Lunch and Learn session descriptions and presenter bios.

Confidence is a belief that one will perform in a right, proper, or effective way. A clear sense of what's next and the resources to support action.
• Identifying our commitments and strategies for ongoing learning
• Creating networks of support to act on our choices

Click here to view the Learning Lab Round 4 session descriptions and presenter bios.

Topics

The Forum will unfold in a variety of spaces, allowing for unstructured gathering time as well as focused exploration and collective learning. Parallel sessions will feature a range of delivery formats including presentations of research findings and ongoing investigations, case study clinics, simulations, workshops on new methodologies, and opportunities for dialogue. Conducted in four theme tracks — innovation, complexity, knowledge, and confidence — these sessions are designed to explore challenging questions together, co-creating potential solutions for the businesses, regions, communities, networks, and public sector organizations in which we work. A sample of proposed parallel sessions:

Business Case Studies
• Transforming disruptive innovation into smooth running production using Innovation Cells — agile teams to master disruptive innovation (Visteon — Germany)
• Innovation and informal networks — using social network analysis to increase business results (France)
• Building a Total Safety commitment in handling hazardous materials (China)
• Enabling effective work across national, cultural and racial boundaries (The World Bank, BP)
• Developing and maintaining a network of facilitators to support large system change (India)
• Raising corporate consciousness on global social issues — business innovation through expanded definition of mission (Novo Nordisk — Denmark)
• Innovating the way we innovate across the whole enterprise (Agilent — Germany)

Public Sector Case Studies
• Partnering and co–leadership skills for sustainable multi-sector partnerships (Environment, Nutrition — multinational)
• NASA Culture: The "Columbia" Case Study and the invisible side of safety (USA)
• Improving the performance of regional executives (Lombardy region, Italy)
• Rapid prototyping for policy making and "future centers" to stimulate innovation (The Netherlands)
• Keeping a learning organization alive in a university classroom (Australia)

Research
• Dynamic aspects of leadership practice that enable successful management of change and adaptation to external factors (UK, Unilever — The Netherlands)
• Building network–centric organizations to increase learning, creativity and knowledge (Australia)
• Innovation INDEX Indicator — broadening participation in the innovation process and increasing employee engagement (Gallup — Germany)

Methodology
• World café: experimenting with new structures to increase generative learning and action (Saudi Aramco — Saudi Arabia)
• "Exploding" the value of innovations using a sustainable evolution approach to allow innovations to be scaled (India)
• How knowledge management induces organizational learning (Austria)

1st SoL Global Forum Helsinki, Finland

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