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HOW WE’VE HELPED
Our role: Train innovation managers at global FMCG on how to use new strategy & innovation tools. Help them develop new digital business models. We facilitated two 2-day workshops. One in 2014 and one in 2015. Worked over a period of 18 months to facilitate innovation across the company.
Impact: A shared language for innovation. New tools for strategy and innovation. Several new Breakthrough Innovation projects launched following these workshops.
Our role: Train and develop the global strategy team at Statoil. Worked with Head of Corporate Strategy to develop a training program for the global strategy team. Trained them in new strategy tools, innovation processes, growing beyond your core and venturing into radical new growth areas.
Impact: New strategy tools and practices implemented across the company. New top level conversations. Over time, led Statoil to become the most transformative oil and gas major in the world, with New Ventures and New Energy Solutions.
Our role: Worked closely with top management and investment management division of Tenaga Nasional Berhat (TNB) to develop strategic innovation capacity in the organisation – Special focus on finding new growth avenues, with radically different cost structure and cash flow mechanisms than core business model. Advisory services to the internal consulting arm.
Impact: Trained 130+ senior leaders from 10+ subsidiares over a 3 day workshop and 13 new business models were launched – 6 of them got board approval for further development. Handed over the mandate to further develop those into SBU’s to internal consulting arm of TNB.
Our role: Work with the emerging markets business areas to strengthen the innovation engine at the global pharmaceuticals company Mundipharma. Apply new tools to drive consumer insight innovations.
Impact: Developed a new language on business model innovation and business model pipelines. Drove new innovation practices across Asia, Middle East and Europe.
Our role: Shackleton Energy has been working on extending the concept of fuel supply chains into space using the Moon as the first ‘off-world field’. As Norway’s oil and gas industry has extensive extraterrestrial experience, and would provide a solid foundation for developing the technologies necessary for space operations, Shackleton needed a solid local partner here.
Impact: Extended Shackleton Energy’s reach into the local industry, politically, and financially to accelerate the building of a successful new industry in Norway. Leveraged decades of local experience and technology and potentially creating thousands of new jobs in the years to come.
Our role: Designed and developed the executive program, Strategic Innovation in the Global Oil and Gas Industry with BI. Adapted the program to a five-week, rapid talent development and new business development program at Halliburton. Significant work on new partnerships, new learning and applying new innovation tools.
Impact: Project teams developed five high-potential new business areas for Halliburton. Each business area outside the realms of the oil price. Significant positive executive feedback, with this program beating out Halliburton’s own corporate strategy and development programs.