Day 1& 2: Missions, positioning & stakeholder manager

<div><ul> <li>Gain insight into “the innovation center” (innovation fieldlab, hub, <br />cluster) as a concept and why it requires a different approach.</li> <li>Be able to formulate mission, positioning and value-add for clients and <br />partners.</li> <li>Gain understanding of actor network requirements and be able to <br />analyse actor networks in an ecosystem.</li> <li>Be able to integrate analyses of actors, knowledge and networks in an <br />ecosystem.</li> <li>Be able to formulate the shared vision and goals of a program plan, <br />in collaboration with key stakeholders and based on an ecosystem <br />analysis.</li> </ul></div>

Day 3: Operationalisation, business models and financing

<div><ul> <li>Operationalise added value in services and activities of a public-private <br />innovation center. What are the priorities? What should we do and <br />what should we not do?</li> <li>Learn the various business models of a large-scale public-private <br />partnership: what services are needed to promote innovation in the <br />ecosystem and what forms of financing are possible?</li> <li>Exploration on monitoring, organisation and decision-making: how <br />can development be monitored, who has what say and how can <br />agreements and contributions best be agreed?</li> </ul></div>

Day 4: Leadership and governance in innovation ecosystems

<div><ul> <li>Understanding formal and informal ways to activate, connect and <br />persuade people and organizations.</li> <li>How do I operate in a group with people and organisations that all <br />have different goals?</li> <li>What kind of leader am I in the complex context of Orchestrating <br />Innovation? And what other roles do I need? What can I expect from <br />them? And what should they expect?</li> <li>How do I set this up in their own organisations and ensure internal <br />commitment?</li> </ul></div>

In the meantime: Work on your personal impact project with coaching

<div><ul> <li>Over the course of the program, you will work on a personal impact <br />project to apply the lessons immediately and make real, relevant <br />impact in the ecosystem and your own role.</li> <li>A dedicated academic coach and practice coach will help you make <br />these steps even better.</li> </ul></div>

Soort project:: Project
Thema:: Transitions and transformations

Orchestrating Innovation Learning Programme

In cooperation with

Erasmus Centre for Entrepreneurship (ECE), Rotterdam School of Management (RSM)

The world is changing. And no organisation unilaterally decides where it’s heading. Do organisations want to achieve social and economic goals and make innovations successful? If so, collaboration is essential. This demands a lot from stakeholder teams with different disciplines and backgrounds. For these teams, there is the 'Orchestrating innovation in public-private ecosystems' learning programme.

Register

Is the learning program right for you? Then register now. The next course starts on Thursday, April 18th. And take a look at the four-day programme or brochure in advance.

Orchestrating Innovation in public-private ecosystems

Orchestrating a transition with all different parties involved requires direction by a single party, one that is able to connect with government, businesses and citizens. In this four-day learning programme ‘Orchestrating Innovation in public-private ecosystems’ you will develop the capability to build a dynamic environment for innovations of public and private parties. The questions that will be addressed are:

How do you reach the right parties at the right time?
How do you arrive at a shared vision for the change?
How do you develop a favourable climate for innovation?
How do you create the right conditions?
How do you decide together what innovations are needed, and when?
How do you deal with the complexity and different interests in your ecosystem?
How do you stimulate the implementation of innovation in the daily practice?

This will allow all parties to innovate optimally and social and economic impact is achieved.

What?

In this programme, you will learn:

to delineate the mission and the added value of your innovation project
how to coordinate this with other stakeholders
to map your stakeholders in the ecosystem, together with their position and governance
to develop business models
to address services for public-private partnerships, including forms of financing

Who can participate?

The learning programme is for professionals who work with peers from other organisations on ecosystems, transition initiatives, field labs, EDIH, large-scale PPP and other projects, programmes and innovation centres. The aim is to develop and put into practice innovation and new technology.

As a participant, you have experience in driving and leading initiatives in ecosystems. You aim to develop both yourself and your organisation to successfully execute these initiatives with more confidence, knowledge and skills.

Erasmus Centre for Entrepreneurship

The Erasmus Centre for Entrepreneurship (ECE) is the leading entrepreneurship centre in Europe and considers entrepreneurship to be the most important driver of innovation. The knowledge and network of Erasmus University Rotterdam is used for this purpose. Support is provided by four professors, 35+ academic trainers, researchers and experienced programme managers in the field of entrepreneurship and innovation.

ECE aims to improve the innovation excellence of organisations. This is achieved through action-oriented programmes for innovation enhancers, corporate innovation teams and start-up entrepreneurs. All learning and development programmes are based on participants' own challenges in order to make an immediate impact.

The Rotterdam School of Management

The Rotterdam School of Management (RSM) has been recognised for almost 50 years as one of Europe's most innovative international business schools. RSM's primary focus is on nurturing people who can become a force for positive change by bringing their innovative mindset to a sustainable future. RSM believes that leadership can be learned through a combination of intellectual and practical challenges.

‘This programme is a unique combination of TNO's hands-on experience and expertise in the field of orchestrating innovation and relevant new concepts in management and business administration, innovation and transition management. We help participants to achieve a more effective impact in public-private partnerships regarding social issues'.

Frank Berkers

Initiator Orchestrating Innovation and Senior Scientist, TNO

Program Overview

The next Spring 2024 edition will take place on April 18 & 19 (including dinner and hotel stay), May 17 and June 14 (subject to change). Online coaching is scheduled for May 3 and May 31 (exact time slots will be distributed during the first program days).

The four-day "Orchestrating Innovation" programme is a unique learning track, tailored specifically for the practice of Innovation Orchestrators. The lead time is approximately three months, with interim commitment expected.

Gain insight into “the innovation center” (innovation fieldlab, hub,
cluster) as a concept and why it requires a different approach.
Be able to formulate mission, positioning and value-add for clients and
partners.
Gain understanding of actor network requirements and be able to
analyse actor networks in an ecosystem.
Be able to integrate analyses of actors, knowledge and networks in an
ecosystem.
Be able to formulate the shared vision and goals of a program plan,
in collaboration with key stakeholders and based on an ecosystem
analysis.

Operationalise added value in services and activities of a public-private
innovation center. What are the priorities? What should we do and
what should we not do?
Learn the various business models of a large-scale public-private
partnership: what services are needed to promote innovation in the
ecosystem and what forms of financing are possible?
Exploration on monitoring, organisation and decision-making: how
can development be monitored, who has what say and how can
agreements and contributions best be agreed?

Understanding formal and informal ways to activate, connect and
persuade people and organizations.
How do I operate in a group with people and organisations that all
have different goals?
What kind of leader am I in the complex context of Orchestrating
Innovation? And what other roles do I need? What can I expect from
them? And what should they expect?
How do I set this up in their own organisations and ensure internal
commitment?

Over the course of the program, you will work on a personal impact
project to apply the lessons immediately and make real, relevant
impact in the ecosystem and your own role.
A dedicated academic coach and practice coach will help you make
these steps even better.

Apply for the Spring 2024 edition

Contact us

Skip navigation (Contact us)

Lotte de Groen

Functie:
Business Developer
More about Lotte
- Standplaats:
  Den Haag - New Babylon
- Telefoon:
  +31 6 31 79 28 11
- Email:
  Email Lotte
- LinkedIn:
  Lotte on LinkedIn
Claire Stolwijk

Functie:
Principal Consultant
Claire Stolwijk is Principal Consultant in the Strategy & Policy department, focussing on digitalisation of the manufacturing industry, digital sovereignty, data spaces and industrial innovation policy. She combines her scientific work with a practical approach and coordinates various national and European projects on these topics.

More about Claire
- Standplaats:
  Den Haag - New Babylon
- Email:
  Email Claire
Frank Berkers

Functie:
Senior scientist at TNO and Professor at Rotterdam University of Applied Sciences on business for societal transition
My expertise is on design approaches for business models and decision-making for business models and innovations involving multiple organizations. This time of major changes, especially in business, requires good and reliable support for collaboration, e.g., Value Case Methodology and Collaborative Business Modelling and Orchestrating Innovation.

More about Frank
- Standplaats:
  Den Haag - New Babylon
- Email:
  Email Frank
Gabriela Bodea

Function not known
More about Gabriela
- Standplaats:
  Den Haag - New Babylon
- Email:
  Email Gabriela
Jasper Lindenberg

Function not known
More about Jasper
- Standplaats:
  Den Haag - New Babylon
- Email:
  Email Jasper
Marit Sprenkeling

Functie:
Scientist
More about Marit
- Standplaats:
  Den Haag - New Babylon
- Email:
  Email Marit
Thijmen van Bree

Functie:
Economic researcher, Consultant
More about Thijmen
- Standplaats:
  Den Haag - New Babylon
- Email:
  Email Thijmen
Ton Bastein

Functie:
Principal Scientist circular economy and raw material strategy
More about Ton
- Standplaats:
  Den Haag - New Babylon
- Email:
  Email Ton
Willem ter Horst

Function not known
More about Willem
- Standplaats:
  Den Haag - New Babylon
- Email:
  Email Willem
Wimar Bolhuis

Functie:
Managing Director TNO Vector
More about Wimar
- Standplaats:
  Den Haag - New Babylon
- Email:
  Email Wimar
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