Structure records of open innovation with external partners so that they answer the questions an auditor will actually ask.
Leading Open Innovation with External Partners and Investors
Learn to design, measure and defend your organisation's approach to open innovation with external partners.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Managers are promoted for competence and then judged on open innovation with external partners, which nobody trained them for. When external partners is unclear, people default to protecting their own function. The programme works equally well for those formalising the organisational leadership capability for the first time and those improving an existing approach. Most organisations already have a policy on open innovation with external partners; far fewer can show it working. The teaching approach is deliberately practical: participants build a leadership plan for the practice within organisational leadership as they go. It concentrates on the parts of external partners that determine outcomes and treats the rest proportionately. The professional literature on open innovation with external partners converges on a small set of controls that reliably work. They gain the ability to sequence improvements to external partners in an order their organisation can absorb. Participants finish with a short, specific brief on this part of organisational leadership ready to put in front of a decision maker.
Expected Learning Outcomes
Translate external partners into objectives each person can see themselves in.
Resolve conflict about open innovation with external partners without leaving residue.
Align the incentives of different functions so external partners is not quietly sabotaged.
Build the trust that makes candid feedback about open innovation with external partners possible.
Reduce avoidable variation in how external partners is carried out across teams.
Apply a repeatable review cycle to open innovation with external partners and act on what it produces.
Who Should Attend
Managers of geographically distributed teams handling open innovation with external partners.
High-potential staff being prepared for wider responsibility for external partners.
Public sector managers applying open innovation with external partners within institutional constraints.
Board members and non-executives overseeing external partners.
Internal auditors reviewing how open innovation with external partners is designed and operated.
Risk managers assessing the exposure created by external partners.
Course Modules
Open innovation with external partners: delegation, trust and accountability
2 sessions · 8 pointsSession 1The meeting that finally unblocks open innovation with external partners
- Give one piece of specific feedback on open innovation with external partners within the week.
- Record what was learned when external partners did not go as planned.
- Check whether incentives anywhere reward behaviour that undermines open innovation with external partners.
- Assign responsibility for keeping documentation of external partners current.
Session 2Holding the line on external partners when it costs you
- Set the decision rights on open innovation with external partners: who decides, who is consulted, who is told.
- Agree what will be standardised in external partners and what will not.
- Test whether the team can explain open innovation with external partners in their own words.
- Write down the reasoning behind your position on external partners.
External partners: setting direction people can act on
2 sessions · 8 pointsSession 1What has to be agreed before work on external partners starts
- Establish what evidence demonstrates open innovation with external partners is under control.
- Record the rationale for each significant choice made about external partners.
- Anticipate the objections open innovation with external partners will raise and prepare the answers.
- Review a past decision on external partners and state honestly what you would change.
Session 2What your team concludes from how you handle external partners
- Name the person accountable for each part of open innovation with external partners, not the committee.
- Assess the workload external partners adds and what you will remove to make room.
- Arrange the handover of open innovation with external partners so capability survives staff changes.
- Decide what you will delegate on external partners and what you will not, and say why.
External partners: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Deciding on external partners when the information will never be complete
- Confirm that the people affected by open innovation with external partners heard it from you first.
- Define acceptance criteria for external partners in advance.
- Identify the conversation about open innovation with external partners you have been postponing, and schedule it.
- Write down the assumptions underpinning the approach to external partners.
Session 2Delegating open innovation with external partners without abandoning it
- Agree the standard on open innovation with external partners and confirm it applies to everyone.
- Recognise publicly one person whose work on external partners went unnoticed.
- Rehearse the briefing on open innovation with external partners that would follow an incident.
- Set escalation thresholds for external partners that work out of hours.
External partners: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Escalation and decision rights in external partners
- Identify which function can quietly block open innovation with external partners and address it directly.
- Identify single points of dependency in external partners and reduce them.
- Prepare how you will respond when open innovation with external partners is challenged publicly.
- Prepare the response for the most likely failure in external partners.
Session 2Closing out external partners and capturing what was learned
- Set the review point at which open innovation with external partners will be reconsidered.
- Remove steps in external partners that add effort without adding assurance.
- Check that records of open innovation with external partners answer the questions likely to be asked.
- Decide what will be stopped to create capacity for external partners.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.