Online Masterclass - Corporate Explorers: Overcoming Toxic Assumptions that Prevent Innovation NEW

This event is exclusive to members of The Henley Partnership.

To book please contact your HR or Learning and Development team at your organisation.

Unsure who to contact? Please do not hesitate to contact us at thp@henley.ac.uk

Please note: As this is a masterclass we encourage you to be fully present and turn your camera on if possible. Our masterclasses are interactive and collaborative; therefore they may include breakout sessions for delegates to participate in smaller groups.

Successful, established firms often see change coming but fail to act. They operate with a set of ‘toxic assumptions’ that cause them to sustain the status quo, rather than take advantage of market opportunity.

This session will examine the causes of, and remedies for, this phenomenon. It will focus on the role of ‘corporate explorers’ in asking ‘blasphemous questions’ which challenge outdated mindsets and build new mental models which enable organisations to adapt and innovate. We will share case studies of how corporate explorers from top companies overcome toxic assumptions and the roadblocks they create.

You will leave with the insights and the tools needed to spot new opportunities and act on them faster with confidence.

By the end of this session you will have:

• Understand the innovation process and what represents good practice.
• Uncover hidden assumptions and beliefs that may be impeding innovation in your organisation.
• Explore novel ways of gaining customer insight that fuels innovation.
• Examine the leadership role and responsibilities for innovation.

• Senior leaders who have responsibility for either creating or implementing strategy – or both!
• Senior leaders who want to challenge the traditional strategy paradigm and bring fresh lenses to their organisation’s trajectory.
• Senior leaders who want to take part in an engaging and energising dialogue and practical review of how strategy and innovation opportunities are created, developed and implemented.

Dr Narendra Laljani is a management educator, consultant and CEO coach with 25 years' experience in leadership development and helping organisations to become more effective. He has worked at board level with international corporations and has also taught on several leading MBA programmes. He is the programme director of the Henley Executive Management Programme.

His professional experience includes management development projects for a diverse range of clients (including BBC, Mölnlycke and Sinopec) as well as consultancy at board level with a large number of international organisations (including Bauer Media, LexisNexis and Western Union).

His research focuses on executive development processes. He is the author of ‘Making Strategic Leaders’ (Palgrave Macmillan, 2009), which explores high-impact individual development and offers new insights into strategic leadership. His most recent publication, The Future of Management Development: A Manifesto, appeared in ‘Management Development that Works’ (Libri Publishing, 2015).

Andrew Binns is a co-founder of Change Logic, a Boston-based strategic advisory firm. He works with CEOs, boards, and senior teams as they lead significant business change. His goal is to help organizations liberate their potential to excite the world with innovation.

Andy has 25 years of consulting experience at McKinsey & Co., the IBM Corporation, and Change Logic. At IBM, he made an award-winning contribution to the Emerging Business Opportunity program, which created multiple billion-dollar ventures.

Andy is the lead author of Corporate Explorer: how corporations beat startups at the innovation game (Wiley, 2022), with Professor Charles O'Reilly (Stanford GSB) and Professor Michael Tushman (Harvard BS), and co-editor of Corporate Explorer Fieldbook, with Dr. Eugene Ivanov.

Andy has published many articles, including “Three Disciplines of Innovation,” co- authored with Professor Charles O’Reilly, which was named Best Article in the California Management Review for 2020.

He also co-authored the “Ambidextrous CEO” in the Harvard Business Review, “The Art of Strategic Renewal” in the MIT Sloan Management Review, and a book chapter on “Getting Started with Ambidexterity.” He is a contributor to Forbes.

Andy attended the University of Sussex, New York University, and the Quinlan Business School at Loyola University Chicago. He holds degrees in political science, marketing, and organizational development.

*Up to 3 places per member organisation. 'Up to' indicates the maximum number per member organisation. All places are subject to availability at the time of booking.*