References

Performed an extensive study of the managerial context (culture, processes, values, reward systems…) in order to promote entrepreneurial spirit within the organization;

Worked with a group of 15 group top executives to rethink the org design: teamwork led to a series of proposed measures to unleash creative potential and allow for innovative initiatives in the different divisions;

Designed, taught and coordinated with ESCP Europe and ESADE a 4 day-seminar on change management including intrapreneurship topics;

Designed and taught repeatedly a one-day module on corporate entrepreneurship to stimulate high flyers with an engineer background and prompt them to join a specific internal venture program. Practicing foggy marketing, deciphering and coping with organizational politics, playing rigorously with rough estimates…were parts of the game.

Assisted the manager in charge of the Corporate Venturing Program to complement the design, emphasize the learning team effect and develop institutional legitimacy within the group;

Conducted and moderated a short and intense workshop with members of a specific entity dedicated to innovation in order to propose a new strategic mission and a novel organization; results were obtained through a creative bottom-up process and presented to the head of the department at the end of the session.

Acted as an academic director in a yearly major Executive Education program targeted at a cohort of 100 executives: designed a specific learning device based on an entrepreneurial process with 6 innovative projects conducted in different countries (India, Brazil);

Delivered an opening conference aimed at inspiring Group HR directors (300 people in Milan) willing to instill the entrepreneurial mindset and spirit in their professional community;

Design and taught repeatedly a one-day seminar for 70 experts and managers in order to show different ways to link innovation and internal venturing;

Designed and delivered a one day session on anticipation and creative strategy to confront uncertainty and complexity (50 managers in Shanghai);

Designed and led a three-day seminar (in Oxford) on creative leadership for Group executives in order to prompt active discussions on new frontiers for the cosmetic giant;

Prepared with a Belgian colleague a two hour speech for the executive committee willing to know more about corporate entrepreneurship and its various organizational devices.