MANAGEMENT METHODOLOGY -...
Transcript of MANAGEMENT METHODOLOGY -...
TWELVE LESSONS TO BECOME AN INNOVATION MANAGER FEBRUARY – MAY 2018 EVERY FRIDAY AFTERNOON
UNIVERSITY ROME TOR VERGATA SCHOOL OF ECONOMICS PRESENTS
INNOVATION MANAGEMENT METHODOLOGY: THEORY & PRACTICE
A COURSE BY: - CORRADO CERRUTI - EMILIO SASSONE CORSI - STEPHEN TRUEMAN
Incollaborationwith
Index
• WhyacourseinInnovationManagement• TorVergataPreviousexperiences• FortheMBAUniversityTorVergatastudents• Fortheexternalstudents• FortheCompanies• Objectiveofthecourse• Participationrulesandcertifications• NAUTILUS©
• Coursestructure• Howtoattend• Costparticipationforexternalstudents• CompanySponsorship• Whoaretheteachers
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WhyacourseinInnovationManagement
• ThecapabilityofmanagingInnovationprocesseswithinanyorganisation,fromSMEstolargecompaniestopublicorganisationsistodayseenasafundamentalcompetence.
• Todaynoorganisationcanaffordnottoimplementcontinuousinnovationactivitiesinordertoremaincompetitive,thriveandgrow.
• Todothistheyneedpeoplewithafullanddeepunderstandingoftheseprocessesandthecapabilitiestoimplementthem.
• TheEUframeworkprogramHorizon2020(2014-2020)isthefinancialinstrumentimplementingtheInnovationUnion,aEurope2020flagshipinitiativeaimedatsecuringEurope'sglobalcompetitiveness.
• TheItaliannationalprogramIndustry4.0recentlyapprovedbytheItalianGovernmentincludestheobjectiveoftraining3,000managerscapableofinnovatingthebusinessmodelsandtheproductiveprocessesofthecompanies.
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TorVergataPreviousexperiences
• TheUniversityofRomeTorVergata’sMasterofScienceinBusinessAdministration,in2017alreadyaddedaspecificcourseonInnovationManagementMethodology:TheoryandPractice,whichwasreceivedwithgreatenthusiasmbythestudents.Thecourse’sobjectiveswerethatthestudentsshouldbeabletoapplythemodelstorealcasesbasedonthetheoreticalbackgroundthattheyreceived.
• ThissuccesscombinedwiththearrivalofIndustry4.0haveledustoopenupthecoursetoexternalstudentsandcompaniesaswellastheMBAstudentswiththehigherobjectiveofgeneratingacreativeenvironmentforconfrontationbetweenstudentswithvaryinglevelsofcompanyexperienceanddirectknowledgeofinternalinnovationprocesses.
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FortheMBAUniversityTorVergatastudents
• Givethempracticalknowledgeandskillsinapplyingawiderangeoftoolstobetterunderstand,manageandmonitorcompanyinnovationactivities
• Providethemwithasolidplatformforsuccessfullybuildingtheirownstart-ups
• ReinforcetheirCV’sbyprovidingcuttingedgeskillswhichallcompaniesarenowlookingfor
• Completetheirmanagementskillstoopenuptoppositionsinleadingorganisations
• Gainanenormouslysatisfyingexperienceworkingalongsidetopprofessionalsandinteractingwiththemostinnovativeorganisations
• Receivefullrecognition(6credits)fromoneofthetopEconomicsfacultiesinoneofItaly’sleadingUniversities
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Fortheexternalstudents
• Acceleratetheirexistingcareer.• Givetheiralternativecareeropportunitiesanextragear
• Round-offtheircompetencetrackrecordwithhighlevelinnovationskills
• BecomeoneofIndustry4.0’stopprofessionalinnovationmanagers
• Showcasetheirknowledgeandskillsdirectlytocompanieswhoareinvolvedinthecourse
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FortheCompanies
• Selectandbuildthecompany’skeyresources
• Plantheirshortandlongterminnovationgoalsbybuildingstartingfromtheirhumanresources
• Preparethefuturesuccessofthecompany
• Findhighlymotivatedpeoplewithinthecoursewhocouldhelpthembuildtheirfuture
• OpenupchannelstoidentifyaChiefInnovationOfficerandhis/herstaff.
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Theadvantagesofthecoursealumnicommunity
• Becomepartofagrowingcluboftoplevelalumniofinnovationmanagersacrossthebusinessenvironment
• Increasejobopportunitiesthroughthecourse“opportunitymatching”platform,wherecompanieswillbeableto“pick-up”promisingcandidates
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Objectiveofthecourse
• WhatdoesInnovationmeanandhowdoyoumanageit?
• Whicharethebusinessmodelsthatallowinnovationtobemanagedcorrectly?
• ThiscourseaimsatprovidinganswerstothesequestionsbyprovidingthestudentswithcompetenciesrelativetoCompanyInnovationandBusinessModels.
• Attheendofthe12lessonstheparticipantswillhaveknowledgeandunderstandingaboutinnovationmanagement,themodelingofcomplexsituations,andthecombinationofvariouseconomic,technologicalandorganizationalelementstodesignthedevelopmentofinnovationprojects.
• Theywillbeabletocommunicatetheconclusionsandtheknowledgeacquiredandtheunderlyingrationaletobothspecialistsandnon-specialists,andwillhaveappliedtheirknowledgetorealcasestudiesbyapplyingallthemodelsthattheywilllearnduringthecourse. 9
Participationrulesandcertifications
• Thecoursehasadurationof48hoursdistributedover12lessonsof4hours.
• Eachlessonwillbemadeupofthefirsttwohoursdedicatedtotheoryandthesecondtwohourstogroupwork.
• Atthebeginningofeachlessontheparticipantswillberegistered.
• Aparticipationtoatleast80%ofthecourseisrequiredtoreceivethe6UniversitycreditsfortheMBAstudents.
• Aparticipationtoatleast80%ofthecourseisrequiredtoreceivethecertificationof“InnovationManager”.
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Theory Groupworkingbreak
1h50m 1h50m15m
TheshellcalledNautilus,innature,isperfectlyapproximatedbyasequenceofnumbersofthePisanmathematicianLeonardoFibonacci(1170-1240).Eachsquareinscribedwithinthespiralisrelatedtothepreviousonebythisseriesofnumbers.
1.UNDERSTAND
2.DISCOVER3.
ANALYSE4.
GENERATE
5.ANIMATE
6.DEVELOP
7.DESIGN8.
TEST9.
IMPLEMENT
10.LAUNCH
©ManagementInnovation
TheInnovationManagementMethodologyTheTenCommandmentsforeffectiveinnovation.
A10stepprovenMethodologytoachievebusinessgrowthandsuccessthroughaneffectiveandguidedInnovationprocess:
1. UNDERSTANDBusiness2. DISCOVERMarket
Opportunities3. ANALYSECompetition4. GENERATEInnovation
Strategy5. ANIMATECreativityProcess6. DEVELOPInnovation
Roadmap7. DESIGNtheSolution8. TESTtheSolution9. IMPLEMENTtheSolution10. LAUNCHtheSolution
Nautilus©
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Lesson1GettingStarted
ARGUMENTS• Courseoverview• The5WsofInnovation
• HowtoInnovate• AnintroductiontoNAUTILUS©
KNOWLEDGEACQUIRED• Participantswillanalysetheircoursecasestudyassignmentstogetafirstpictureofwhytheyneedtoinnovateandwhattypeofinnovationtheyaregoingtoneed.
• Theywillalsobeledinhowtoorganisetheirrolesingroupanalysistoassurethemosteffectiveresultsoftheirwork.
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TWELVE LESSONS TO BECOME AN INNOVATION MANAGER FEBRUARY – MAY 2018 EVERY FRIDAY AFTERNOON
Lesson2Innovation&Strategy
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TWELVE LESSONS TO BECOME AN INNOVATION MANAGER FEBRUARY – MAY 2018 EVERY FRIDAY AFTERNOON
ARGUMENTS• Competitiveforcesandinnovationpotential
• Innovationpathsandstrategicchoices• Focusonthedigitaltechnologiesdriveninnovation• Blueoceanvs.redoceanstrategies• Innovationvaluechain• introducetestimonials
KNOWLEDGEACQUIRED• Participantswilllearnhowtodefinethebasicsofaninnovationstrategy.
• Theywillalsoapplystrategicmanagementtoolstotheinnovationdomain.
Lecturer:prof.CorradoCerruti
ARGUMENTS• Understandthecompanybusinesslineandindustry
• AssessthecurrentportfolioofProduct-Services/Market
• Reviewthecompanyvaluepropositionandgrowthtargets
KNOWLEDGEACQUIRED• Participantswilllearnhowtoanalysetheircasestudy’sactivitiesusingtheproduct/marketmatrixtounderstandtherelevanceandtrendofeachelement.
• Theywillalsouseafirstlevelofthevaluepropositionanalysisforeachproductandit’smarketsegments.
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TWELVE LESSONS TO BECOME AN INNOVATION MANAGER FEBRUARY – MAY 2018 EVERY FRIDAY AFTERNOON
1.UNDERSTAND
Onlyafewcompanieswillsurvivethecrisis.Clatifyingtheselectionprocessoftherightbusinessprioritieshelpstofocusonthemaininitiativestobeundertakentoachievesuccess,evenintimesofcrisis.
Lesson3UnderstandBusiness(NAUTILUSSTEP1)
ARGUMENTS• DefinethetargetCustomers
• DiscoverhiddenCustomerNeeds
• PrioritizeCustomerNeedsandidentifyOpportunityareasforCompanyCore/non-Corebusinesslines
• Sizeandforecastmarketdemand(addressableMarket)
KNOWLEDGEACQUIRED• Participantswillcombinetheproduct/matrix,thistimelookingbeyonditsexistingdimensions,andcombinethiswithanexplorationsofpossibleuserneeds/expectanciesthatcouldbeidentifiedinordertoidentifyopportunitiesformarketdiversificationrelativetotheircasestudies.
TWELVE LESSONS TO BECOME AN INNOVATION MANAGER FEBRUARY – MAY 2018 EVERY FRIDAY AFTERNOON
2.DISCOVER
TosucceedingrowingtheirbusinesscompaniesMUSTknowtherealNeedsoftheirpotentialCustomers.AnewProduct/Service,althoughinnovative,willnotsucceedinthemarketwithoutarealdemandandneedfromCustomers.
Lesson4DiscoverMarketOpportunites
(NAUTILUSSTEP2)
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ARGUMENTS• IdentifyandprofileexistingCompetitorsandProducts
• (Porter’sFiveForcesCompetitiveLandscapeAnalysis)
• IdentifyCompetitorweaknessesandstrengthsandpotentialpartnerships(SWOT,analysis)
• IdentifyEnvironmentalfactors(Political,Economic,Socio-Cultural,Technological)tobeconsidered(PESTanalysis)
• AssesseachProduct’svalueproposition,communicationandcost.
• ValuePropositionCanvasKNOWLEDGEACQUIRED• ParticipantswilllearnandapplythesemodelstogeneratetheCompetitiveLandscapeoftheircasestudies.TheywillthenapplytheSWOTanalysistofurtheranalysesomeelementsofthecompetitors’marketpositiontoverifytheLandscape.
TWELVE LESSONS TO BECOME AN INNOVATION MANAGER FEBRUARY – MAY 2018 EVERY FRIDAY AFTERNOON
3.ANALYSE
KnowledgeiskeyindeterminingtherightstrategyforaCompany.AnalyzingtheCompetitioniscrucialtoimprovingtheCompany’spositioningandfindingthesuccesspathtoinnovation.
Lesson5AnalysetheCompetition
(NAUTILUSSTEP3)
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ARGUMENTS• IdentifythestrongestcombinationofProduct-ServicesontheMarketOpportunities
• Analyseprosandconsofusingdifferentinnovationapproaches(OpenInnovation)
• DesigntheInnovationStrategyMatrix
KNOWLEDGEACQUIRED• Participantswillgetanunderstandingoftheoptionsavailableforinnovationdesignandusethisknowledgetodefinepossibleinnovationstrategiesfortheircasestudies.TheywillalsobuildanInnovationStrategyMatrixforthem.
TWELVE LESSONS TO BECOME AN INNOVATION MANAGER FEBRUARY – MAY 2018 EVERY FRIDAY AFTERNOON
4.GENERATE
Aninnovationstrategyisaplantogrowmarketshareorprofitsthroughproductandserviceinnovation.Whenitcomestocreatingthesolution,aninnovationstrategymustalsoindicatewhetheraproductimprovement,oradisruptiveorbreakthroughinnovationapproachisbest.
Lesson6GenerateInnovationStrategy
(NAUTILUSSTEP4)
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ARGUMENTS• ExplorerelevantanddisruptiveTechnologiesandTrends
• Scan/solicitexternalcommunities(Universities,ResearchCenters,startups,newpatents)
• ConductInnovativeideasgenerationWorkshop
• UseCreativeProblemSolvingmethods(Mind-mapping,Sixthinkinghats,LateralThinkingetc.)
KNOWLEDGEACQUIRED• Participantswillgetanunderstandofthevastpossibilitiesopentothemforsourcingideasforinnovation.Theywilllearnandapplycreativitytechniquestoexplorethepotentialofgroupcreativity,andbeabletoapplythesetechniquesinproductiveenvironments.
TWELVE LESSONS TO BECOME AN INNOVATION MANAGER FEBRUARY – MAY 2018 EVERY FRIDAY AFTERNOON
5.ANIMATE
ThecreativeprocessisafundamentalstepforasuccessfulInnovationStrategy.Creativity,however,mustbeputintoaspecificcontextandfocusedinidentifyingspecificsolutions,otherwisethereisaconcreterisktohaveuselessandtimeconsumingbrainstormingsessions.
Lesson7AnimateCreativityProcess
(NAUTILUSSTEP5)
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ARGUMENTS• Describenextstepsandinitiatives• DeveloptheStrategyImplementationRoadmaptoachievetargetobjectives
KNOWLEDGEACQUIRED• Participantswilllearnhowtobuildaroadmapwithtimingandcostsfortheinnovationstrategy,includinghumanresourceplanningotherkeyinvestmentsnecessary.Theywillapplythemodeltotheircasestudies.
TWELVE LESSONS TO BECOME AN INNOVATION MANAGER FEBRUARY – MAY 2018 EVERY FRIDAY AFTERNOON
6.DEVELOP
ARoadmapismorethanjustamedium-longtermPlan.Itisrathera“Radar”,atooltolookaheadwiththefinalgoalofimprovingtheunderstandingofwhatwillbethefuturescenario.
Lesson8DevelopInnovationRoadmap(NAUTILUSSTEP6–1stpart)
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ARGUMENTS• Formulatehighlevelbusinesscase.
• DefineandclarifyalltheelementsofaBusinessModel.
• BusinessModelCanvas
KNOWLEDGEACQUIRED• ParticipantswillgetadeepunderstandingoftheBusinessModelCanvasandapplyittotheirCaseStudies.Theywillusethisasaverificationoftheinnovationsstrategytheyhavedefined.
TWELVE LESSONS TO BECOME AN INNOVATION MANAGER FEBRUARY – MAY 2018 EVERY FRIDAY AFTERNOON
6.DEVELOP
Simplifyingthebusinessmodelinabasicgraphicalunderstandableformmeansmakingsurethatacompanyhasclearideaofitsinnermechanisims–thatis“whatmakesittick”
Lesson9DevelopInnovationRoadmap(NAUTILUSSTEP6–2stpart)
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ARGUMENTS• AnalyticalDesignandTechnicalFeasibilityoftheSolution
• EstimateSolutioncosts
• Explorefundingandfinancingalternatives• UpdateBusinessCaseandprepareDevelopmentPlanfortheSolution
KNOWLEDGEACQUIRED• Participantswilllearnhowtounderstandthefinancialandorganisationalimplicationsoftheinnovationstrategy.Theywillexplorefundraisingtechniquesanddesignafundraisingcampaignfortheircasestudies.
TWELVE LESSONS TO BECOME AN INNOVATION MANAGER FEBRUARY – MAY 2018 EVERY FRIDAY AFTERNOON
7.DESIGN
DefineaSolutionalsomeansdiscardalltheotherpossiblealternatives.Itisadetailedandaccurateprocessthatmustconsiderandanalyzeallthealternativesandidentifythemostsuitable.
Lesson10DesigntheSolution(NAUTILUSSTEP7)
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ARGUMENTS• DetailedDesignoftheSolutionandPerformSolutionTest
• Summarizepositiveaspects,negativeaspectsandsuggestionforimprovement.
• Engineeringofthesolution/productionprocess• Ensurefeasibilityoffullscaleproduction• SetupProductionfacilitiesand/oroutsourcingpartners
• DefineMarketingandLaunchPlan• PositionandLaunchtheSolutionontheMarket
• Analysecustomerfeedbackandadjust.
KNOWLEDGEACQUIRED• Theparticipantswillexploreindepthallthepossibleconsiderationfora“go-to-market”strategyoftheirplannedinnovationstrategy.TheywillbuildaStrategyMap(KaplanandNorton-StrategyMap)fortheircasestudies.
TWELVE LESSONS TO BECOME AN INNOVATION MANAGER FEBRUARY – MAY 2018 EVERY FRIDAY AFTERNOON
8.TEST
Lesson11Test,ImplementandLaunch
theSolution(NAUTILUSSTEP8,9and10)
9.IMPLEMENT
10.LAUNCH
Toengineerandimplementasolutionoftenmeansfacingmanyproblemsandbeingabletosolvethembyusingallthepreviousexperiencesbutalsoinventingoriginalsolutions.
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ARGUMENTS• Eachgroupwillpitchtheircasestudyinnovationstrategytotherestofthecourseparticipantsusingtheacquiredmodels
• Eachmemberofeachgroupwillbepresentoneormoreoftheconcepts
• Otherparticipantswillbehavethepossibilitytorequestfurtherinsights
KNOWLEDGEACQUIRED• Participantswillhavetheopportunityofdemonstratingthelevelofunderstandingthattheyhavegainedfromthecourse,theircomprehensionoftheirparticularcasestudy,theabilityofcollaborateingroups,andtheirindividualcommunicationskills.
TWELVE LESSONS TO BECOME AN INNOVATION MANAGER FEBRUARY – MAY 2018 EVERY FRIDAY AFTERNOON
Lesson12Pitchingthe
CompanyInnovationStrategy
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Participationfeesforexternalstudents
Forparticipationinthewholecourse
• €1.950,00regularfee• €1.450,00ifyousignupbeforeDecember31,2017
• Certificationof“InnovationManager”signedbyUniversityofRome“TorVergata”foraregularparticipation(seecourseparticipationrules)
24*AllamountsareVATnotincluded
SponsorshipopportunitiesfortheCompanies
GOLDSPONSOR• CompanyLogoonalldocumentation
• 4courseparticipantsincluded• Optionofshow-casingthecompanyasacasestudyinthecourse
• InvitedtalkofacompanymanagertopresenttheCompany’sinnovationstrategy
SILVERSPONSOR• CompanyLogoonalldocumentation
• 3courseparticipantsincluded
PARTNER• CompanyLogoonalldocumentation
• 1courseparticipantincluded25
• €10.000,00regularrate• €8.000,00ifyousignupbeforeDecember31,2017
• €6.000,00regularrate• €4.000,00ifyousignupbeforeDecember31,2017
• €3.000,00regularrate• €2.000,00ifyousignupbeforeDecember31,2017
*AllamountsareVATnotincluded-weareexaminingwhetherthecoursecanbeconsiderednottobesubjecttoVAT.
Whoaretheteachers
FromGenoa,professorofManagement,bornin1963• GraduatedinEconomicsandbusinessattheUniversityofGenoa(Italy)• M.B.A.INSEAD(Fontainebleau–France)• Ph.D.inManagementatCranfieldUniversity(Cranfield–UK)• From1986to1997hasworkedintheorganizationalandbusinessdevelopmentofCPC/
Knorr(nowpartofUnilever)andAnsaldo(nowpartofLeonardo),workinginEuropeaswellasinUSA
• From1998hasjoinedacademiaasaresearcher,thenassociatedprofessor(2000)andfullprofessor(2005)attheuniversitiesofRome“TorVergata”andMacerata.
• Since2008:fullprofessorinManagementattheUniversityofRome“TorVergata”,DepartmentofBusinessandLawwhereheteaches:InnovationManagement,GeneralManagementandManagementConsulting.HehasalsotaughtthecoursesofProcurementandSupplyChainStrategiesandStart-up/SMEsManagement.
• Since2012:DirectoroftheMScinBusinessAdministration• Since2015:RectordelegatetothedevelopmentoftheYoungEuropeanResearch
UniversitiesNetwork(YERUN)• Since2010heisinchargeoftheyearlyreportof“ManagementConsultingindustryin
Italy”ofAssoconsult-Confindustriaandsince2015oftheyearlyreportof“ManagementConsultingindustryinEurope”oftheEuropeanFederationofManagementConsultingAssociation(FEACO).
• Mainareasofresearch(mainlybasedonUniversity/Regional/EUfundedresearchprojects):• InnovationManagement,mainlyrelatedtodigitaltransformationandtheroleofmanagement
consulting[Publicationsinclude:FreyM,CerrutiCeBinciD,InnovationManagement(inItalian),Cedam,Padova,2012;KazemargiN.,CerrutiC.,AppolloniA,“Adoptingopeninnovationinsupplynetworks]
• SupplyChainManagement,mainlyrelatedtosupplychainpartnershipsandglobalsupplychains[Publicationsinclude:CerrutiC.,MenaC.,SkipworthH.andTavolettiE.,“CharacterizingAgileSupplyPartnershipsintheFashionIndustry”,InternationalJournalofOperationsandProductionManagement,vol.36,No.8,2016;DelbufaloE,CerrutiC.,“Supplynetworkconfigurationandthecapabilityoffirmstoinnovate:Atheoreticalframework”.InternationalJournalofManagement,Vol.29,No.4,2012]
CorradoCerruti
Whoaretheteachers
FromNaples,physicist,bornin1955• ForoverthirtyyearsICTprofessionalandmanager.HeheldpositionsinItalianand
MultinationalEnterprises:• HeadofResearch&DevelopmentofSystems&ManagementSpA(Pisa);• TechnicalmanageratSperryUnivac(Florence);• ManagingDirectorofSistemi&TecnologieSpA(Naples);• ManagingDirectorofEurobitSistemiSpA(Rome);• ExecutiveDirectorEDS-ElectronicDataSystemsItaly,BankingSector;• ManagingDirectorofRomaServiziInformaticiSpA(Rome).
• Since2008:FounderandExecutiveOfficerofManagementInnovationSrl,aconsultingfirmspecializedinthemanagementofinnovationintheICTandenergysectors.
• SinceMarch2015:FounderandBoardMemberofGreenEnergyStorageSrl(Trento),aCompanythathasacquiredandindustriallydevelopedaHarvardUniversitypatentconcerningorganicflowbatteries.
• SinceSeptember2016:FounderandChiefExecutiveOfficerofGlasstoPowerSrl(Milan),aUniversityofMilanBicoccaspin-offCompanythatacquiredthepatentsrelatedtothetransparentphotovoltaicwindows.
• "EconomicsofInnovation"ProfessorattheUniversityofInternationalStudiesofRome(UNINT).
• Professorof"InnovationManagement"withintheMasterinBusinessAdministrationattheUniversityofRome"TorVergata"-DepartmentofManagement&Law.
• Professorof"InnovationManagement"withinthePhDSchoolattheUniv.ofMilanoBIcocca• PassionateaboutAstronomyandPresidentfrom2002to2010ItalianAmateurAstronomers
Union(UAI).• Authorofthreebooks:• “IlSoleNero”(2005),• “OcchialCielo”(2010),• “IlSignoredegliAnelli”(2015)allpublishedbyGremese(Roma)inItalian. 27
EmilioSassoneCorsi
Whoaretheteachers
FromManchester,mathematician,bornin1960• GraduatedinMathematicsatOxfordin1981• EarlyexperienceinITCworkingforIBMintheUK,andlaterOlivettiandAuseldainRome,
followedbyamovetoExpertSystems.• From1989to2015hasworkedinR&Denvironmentssupportingtechnologytransfer,spin-
offs,start-upandEUfunding:• EUfundingandIndustrialLiaisonOfficeatFBK(Trento);• EUfundingUniversityofTrento(Trento);• HeadofResearchUniversityofL’Aquila(L’Aquila);• HeadofSapienzaInnovazione(Rome);
• Between1998and2000completedthefollowingBusinessManagementspecializationswiththeOpenUniversity(UK):
• “FoundationsofSeniorManagement”B800• “Strategy”B820• “Creativity,InnovationandChange”B822
• Since2015:SeniorPartnerofManagementInnovationSrl,aconsultingfirmspecializedinthemanagementofinnovationintheICTandenergysectors.
• Since2015:BusinessCoachforEASME,hasnowsupported20differentcompanies(winnersoftheSMEInstrumentprogram)inplanningtheirbusinessstrategiesaroundtheirinnovationgoals.
• SinceJune2016:OwnerofTruemanConsulting,acompanydedicatedtobusinesscoachingandinnovation.
• “BusinessandStart-Ups"MemberofFacultyatMeliusFormBusinessSchool(RomeandMilan).
• Professorof"InnovationManagement"withintheMasterinBusinessAdministrationattheUniversityofRome"TorVergata"– DepartmentofManagement&Law.
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StephenTrueman
Fly High, See Far Volare Alto, Osservare Lontano
MAIN-MANAGEMENTINNOVATIONSrl
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