WOIC Practitioner Experience:
Format for Presentation, Discussion, Formulation and Recap
- Presentation of the Challenge by the Firm – 15 min
- Table Discussions: Practitioners & Researchers Engage @ each table – 40 min
- Recap by Table Hosts: Recommendations Presented for discussion – 20 min
- Recap by Session Moderator – 10 min
Chief Innovation Officer
We are a multinational energy company and one of the world’s leading integrated electricity and gas operators. We work in more than 30 countries across 5 continents. Enel is committed to leading the “energy transition”, based on renewables and grid digitization. Technologically, the company is already investing heavily in solar PV, hydro, geothermal, and other renewable sources, as well as digitizing the grid. However, to achieve its vision, the company will need to apply open innovation, specifically with regard to: a) new relations with consumers, who might generate electricity and sell back to the grid, b) new partnerships with NGOs, who monitor sustainability issues and c) social entrepreneurs, to bring renewable energy to the developing world. We launched our new global corporate identity on 26th January 2016 and simultaneously unveiled the new logos for Enel Green Power and Endesa.
The new brand strategy is the incarnation of the “Open Power” approach announced in November 2015 at the Capital Markets Day in London, with “openness” as the keystone of the group’s strategic and operational approach. “Open Power means: opening energy access to more people; opening the world of energy to new technologies; opening energy management to people; opening energy to new uses; and opening to more partnerships” Our new face represents Enel’s identity: a modern, open, flexible and responsive utility company, ready to lead the energy transition.
“How could the open innovation approach help the transformation of a company towards a data driven organization?” (In any industry sector)
Director, Open Innovation & Venture Investments
Avery Dennison often sits at least one step removed from the end-user of its materials. Avery Dennison makes master rolls of laminated label media which go to a converter to be printed and converted and then ultimately used by an end-user who buys finished goods from the converter. Yet often times, disruptive innovation circumvents current value chains by either going direct to the end-user with a new innovation or requiring an entirely new channel to market.
- How should Avery Dennison reconsider both our offering and business model as we peer into the future with IoT like digital info explosion and still connect physically and credibly to objects via “labels”?
- What are strategies and best practices for a company like Avery Dennison to bring disruptive innovation to market that may go direct to end-user or create a new channel?
- Specific strategies and practices needed to offer new innovative services that create value for the ecosystem.
- What new expertise is needed to deliver the value
- Should the expertise be acquired from outside or built in-house?