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Be aware of your network being  individual rather than corporate for a number of reasons - combine sparse and dense networks

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Be aware of your network being  individual rather than corporate for a number of reasons - combine sparse and dense networks

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Initiate and allow a new culture to grow - without any crticism

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Coming from well established to creating the new-new. Accepting new business models.

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Coming from well established to creating the new-new. Accepting new business models.

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We have the desire to pursue new ideas but we are not able to pull it off, properly because that we rely on line organisation and because we have an optimization focus

the differences is organisation and focus in the three horizonts is helpfull to manage and communicate new business ideas

focus on the 4 elements in the space, constraints, boundaries , direction model usefull also as prg mgmt tool

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5 years = 98%

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Power of boundaries to innovation and entrepreneurship: Most of them are emotional, based on an anxiety to lose status quo. (Niels)

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Horizon model as way to set appropriate KPIs into place on businesses that are in different lifecycle stages. Moreover, useful tool to communicate business progress on right parameters to the Board. Acknowledge that different competencies are to be brought into play at different business stages. 

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Horizon model as way to set appropriate KPIs into place on businesses that are in different lifecycle stages. Moreover, useful tool to communicate business progress on right parameters to the Board. Acknowledge that different competencies are to be brought into play at different business stages. 

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I don´t feel for the very drastic approach firing everybody in an existing org. But the idea about you need to invest yourself (for equity)to chase an idea  is appealing. This way the employee put´s their own money in line and the engagement and ownership will increase

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I think many companies do not have innovative ( H3) focus because there is no sense of urgency

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I think many companies do not have innovative ( H3) focus because there is no sense of urgency

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competencies must be assessed in relation to the ability to deliver!

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competencies must be assessed in relation to the ability to deliver!

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The use of the "3 horizaons of growth" I discovered a correlation to our current strategy

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The use of the "3 horizaons of growth" I discovered a correlation to our current strategy

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Pro-Haier. Create burning platform. Haier way or the high way 

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Pro-Haier. Create burning platform. Haier way or the high way 

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Good and structured way to approach the fundamentals of creating an organization that fits the business + insights into how different companies can approach this in general.

On IBM EBO - connecting this to Innovators DNA and Method on how to questioning, observe, test etc. before scaling up and creating the right framework

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Using elements from IBM and Haiser's approach in a 'symposium' context for smaller businesses with a high focus on operations.

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Corporate business vs. smaller companies, time/ressources/people/money

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Courage - and strong in communication...that is needed....

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Use the innovator method

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Visualization of how complex innovation is... constant trade-offs. Impressive that large organizations actually manage to succeed with so many agendas at stake all the time...

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Visualization of how complex innovation is... constant trade-offs. Impressive that large organizations actually manage to succeed with so many agendas at stake all the time...

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The Haier model is 100% change - very convenient!

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The need for different leaders over time from H3 -> H1

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Can complex matrix organizations be as entrepreneurial as a traditional hiearchi organisation ???

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Can complex matrix organizations be as entrepreneurial as a traditional hiearchi organisation ???

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I think innovation should come a bit more natural than in the case of IBM - maybe you will be passed by innovative disruption while you try to innovate (Marianne)

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I think innovation should come a bit more natural than in the case of IBM - maybe you will be passed by innovative disruption while you try to innovate (Marianne)

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Stakeholder value, CEO bonus/Focus = short term thinking

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Leaders that sit in the same position for to long risk, loosing the will to make an impact?

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Leaders that sit in the same position for to long risk, loosing the will to make an impact?

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How to build the leadership teams and support functions

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Both models have been implemented with consistency, consequently and have been well engineered.

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To some extent, consultancies work like the Haier model. Partners need to build business areas and attract people to work with them - and they need to build profitable business models for offerings to clients.

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we need to fully move innovation out of the ordinary company environment to increases chances for succes

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we need to fully move innovation out of the ordinary company environment to increases chances for succes

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Is it necessary? What are we missing out on with this approach?