Test the organisation's response to innovation return on investment under conditions that are less than ideal.
Measuring Return on Investment in Corporate Innovation Initiatives
Move innovation return on investment from general awareness to a repeatable, reviewable practice.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
When innovation return on investment is unclear, people default to protecting their own function. Managers are promoted for competence and then judged on return on investment, which nobody trained them for. Where this area of organisational leadership is measured, it improves; where it is only discussed, it drifts. It establishes a shared vocabulary for innovation return on investment so that teams can disagree productively about it. Participants come from operational and oversight roles, and both perspectives on the practice within organisational leadership are used deliberately. A common pattern is strong design of return on investment paired with weak follow-through. Participants develop a defensible line of reasoning for the choices they make about innovation return on investment. Sessions alternate between guided analysis of return on investment and supervised application. The course ends by identifying what the participant will stop doing to make this strand of organisational leadership sustainable.
Expected Learning Outcomes
Present the case for investment in return on investment in terms that a finance function will accept.
Hold difficult conversations about innovation return on investment early, while they are still small.
Build the trust that makes candid feedback about return on investment possible.
Design a practical operating method for innovation return on investment that fits the organisation's size and maturity.
Resolve conflict about return on investment without leaving residue.
Read the informal dynamics that determine whether innovation return on investment actually moves.
Who Should Attend
Board members and non-executives overseeing innovation return on investment.
Department heads and senior managers accountable for return on investment.
Experienced practitioners formalising an approach to innovation return on investment that has grown up informally.
Training and development staff building internal capability in return on investment.
Executives leading multi-function programmes involving innovation return on investment.
Team leaders responsible for daily delivery of return on investment.
Course Modules
Innovation return on investment: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1What has to be agreed before work on innovation return on investment starts
- Decide what you will delegate on innovation return on investment and what you will not, and say why.
- Confirm that the people affected by return on investment heard it from you first.
- Review whether innovation return on investment is aligned with the objectives of the management team.
- State the outcome expected from return on investment in a single sentence anyone can repeat.
Session 2Showing that return on investment changed something measurable
- Identify which function can quietly block innovation return on investment and address it directly.
- Prepare how you will respond when return on investment is challenged publicly.
- Confirm that contractual obligations around innovation return on investment are understood.
- Check whether incentives anywhere reward behaviour that undermines return on investment.
Return on investment: the conversations that decide the outcome
2 sessions · 8 pointsSession 1What your team concludes from how you handle return on investment
- Test whether the team can explain innovation return on investment in their own words.
- Assign responsibility for keeping documentation of return on investment current.
- Ask the team what they think is wrong with the plan for innovation return on investment.
- Write down the reasoning behind your position on return on investment.
Session 2Recovering after a visible mistake on return on investment
- Decide what will be stopped to create capacity for innovation return on investment.
- Define the trigger that would require return on investment to be redesigned.
- Write down the assumptions underpinning the approach to innovation return on investment.
- Establish the boundary of return on investment and record what sits outside it.
Return on investment: setting direction people can act on
2 sessions · 8 pointsSession 1Where return on investment typically breaks, and why
- Draft the minimum viable leadership plan for innovation return on investment.
- Give one piece of specific feedback on return on investment within the week.
- Assess the workload innovation return on investment adds and what you will remove to make room.
- Establish who is informed, consulted and accountable in return on investment.
Session 2Holding the line on innovation return on investment when it costs you
- Remove steps in innovation return on investment that add effort without adding assurance.
- Set the review point at which return on investment will be reconsidered.
- Anticipate the objections innovation return on investment will raise and prepare the answers.
- Review a past decision on return on investment and state honestly what you would change.
Return on investment: building the bench and letting go
2 sessions · 8 pointsSession 1The decisions in return on investment that cannot be delegated
- Recognise publicly one person whose work on innovation return on investment went unnoticed.
- Collect evidence on the present handling of return on investment before proposing changes.
- Set out how exceptions to innovation return on investment are requested and approved.
- Confirm that those complying with return on investment understand why it exists.
Session 2Delegating return on investment without abandoning it
- Decide the point at which you would escalate innovation return on investment.
- Prepare the summary of return on investment that senior management will read.
- Identify your successor for innovation return on investment and the gap they need to close.
- Rank the weaknesses in return on investment by consequence rather than by ease of fixing.
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
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