Applying Harvard University Global System™ Tools;
Planned in Boston, New York and Canada
2017 World Seminar: Mastering Principled Team Innovation & Creativity:
Skills, Techniques and Harvard® Creativity Templates and Framework
Innovation Quality, Capacity,
Velocity, Usability and Sustainability
Negotiation-Excellence Skills: Hands-on Workshop
Mastering Project Management Workshop Skills, Techniques and Proven Practices
Exemplary Team-Leadership & Management-Skills Workshop
Advanced Workshop: Exemplary Team-Leadership Skills II
New Manager & Team Leader Workshop
Executive Assistants and Administrative Professionals:
Best Practices, Proven Personal Organization
Methods and Skills for Partnering with Your Team and Moving Forward
Advanced Workshop for Executive Assistants and Admin.
Professionals – Part II:
Focus on Building Personal & Team Excellence,
Project–Management & Negotiation Skills
Canadas Governance Practical Seminar™:
Policy-Making, Structure and Operations of
the Canadian Parliament and Government including
a Comparative Analysis with Leading Democracies.
This program is part of the World
Seminars on Building Great Nations.
Professional Skills for Writing with Clarity
and Impact for Managers, Team Leaders,
Engineers, Analysts, Executive Assistants
and Other Administrative Professionals
Harvard University Global System™ (HUGS)
in English, French, Spanish
and Mandarin Shipped Worldwide
World Seminar and Hands-on Workshop
Mastering Principled Team Innovation and Creativity
Skills, Techniques and Harvard®
Toolkit to Increase Innovation
Velocity, Usability and Sustainability
Palo Alto (CA)
July 19-21, 2017
October 23-25, 2017
WHO SHOULD ATTEND?
Although boosting innovation quality, capacity,
durability and agility is everyones business,
team leaders and executives play a crucial role in
developing innovation talent by leveraging their
expertise, power and authority. This seminar is
for leaders in science, engineering, policy,
finance, health, intellectual property, IT,
human resources, intelligence and project management
in the private and public sectors.
Since most innovation emerge from small teams,
we suggest you register at least two teammates.
Examples of innovation-based firms created by dyads
include Apple, Aqylon, Argo AI, Biok+, Blackstone,
Cisco, Google, HP, Impinj, Instagram, Intel, Microsoft,
Snap, Stripe, Yahoo, WeWork and Wikipedia.
Both an art and increasingly a science, innovation is
developing into a rich knowledge base and
competencies, some of which are
applicable across professional lines.
It is a springboard
to agility and solid growth, and an essential
underpinning to the competitive advantage
of organizations and nations.
Yet, most team leaders
and professionals find it difficult
to innovate in collaborative and effective ways.
Much worse, some overlook that innovation is a
learned skill. Alas, only a few organizations
provide their staff with the cutting-edge
competencies in team innovation and synergy.
Creativity is contagious. Pass it on!
The innovation methodology of conventional business
– which begins with metrics, short-term tactics and
strategic goals – makes truly positive disruptive progress
difficult. Its designed to perform against – and
is subsequently constrained by – benchmarks.
When I set out to innovate, on the other hand,
I start with my values – I ask myself how this
innovation will benefit all the children of
all species for all time. Then I overlay the
filter of my principles. Finally, I overlay
the business goals, strategies, tactics and
metrics the innovation should answer. Thats
how principled innovation happens.
This workshop permits those competent professionals
to gain the knowledge, skills and proven best practices
to master the complete collaborative and iterative innovation
cycle. This cycle spans from incubating, boosting
and capturing imagination to framing a portfolio
of competing core ideas;
then to conceptualization, simulation,
reality-testing and prototyping;
including prudent iterations of these tasks,
before the production of deliverables that
clients/users would value and safely adopt.
Note that the deliverables can form a policy
or an enabling process,
frequently invisible to end users, but important
to improve safety, traceability, communications,
productivity or teamwork.
The participants will specifically learn to:
The competencies and practical instruments
produce bold out-of-the-box practical
innovations, with less guesswork, both in
technological and non-technological fields. With these
skills and Harvard University Global
Systems™ framework and tools,
you can spark novel options by seeding, stimulating
and exploring a complete panorama of choices
in crafting goals, deliverables and strategies,
mobilizing and allocating resources, prototyping,
securing buy-ins, mitigating risks, executing and
Step-by-step techniques and behaviors to
brainstorm and excel in team synergy;
i.e., increase your teams speed and capacity
to seamlessly create superior durable and effective physical
and digital products or services, processes, policies,
rules, decision mechanisms,
strategic alliances, online platforms and intelligence.
- Lessons from the successes and failures
that led to best practices at small and large firms
These competencies and tools are vital to compete globally,
build and retain clients and
high-performing teams. Bring your own innovation case or skunkworks project
for consideration during teamwork (one case per group of 4 participants).
WORKSHOP OUTLINE (3 Days, 2.5 CEU)
1. The Dynamics of Synergistic and Collaborative Innovation
- Definitions: Value-development phases (incubation, creation, extraction); innovation and ideation cycles; sustaining vs disruptive
innovation; internal vs open innovation;
portfolio vs focused strategy
- Martin's Innovation Compass:
Challenging the Rules of the Game.
Crafting the Innovation Equation
- Questioning assumptions,
boundaries and practices. Reinventing the rules.
Reframing to innovate
- Crafting a team-innovation policy:
Corridors of navigation for discovery,
learning and creating value
- How to build quality, capacity,
velocity, usability, sustainability
and ethics in the innovation equation
- Team-synergy exercise stretching the participants comfort zone
2. Configuring Your Principled Innovators Canvas and Checklists
- Configuring, pruning and updating the canvas
to address fundamental questions about:
- Current and emerging threats and opportunities
- The future including direct and unorthodox
transition pathways to get there
- Intellectual-property creation: Exercise visioning the journey and building a roadmap
from imagination and vision to value delivery
- Innovation activities as iterative
non-linear zoom-in and out cycles
- Visualizing, observing, incubating, strategizing
and modeling options
- Experimenting and reflecting, reality-testing, prototyping, piloting
- Developing, alpha testing, scaling, beta testing and delivering excellence
3. How to Integrate Innovative Thinking and Strategic Positioning
Across the Value Chain:
Methods, Techniques and Harvard® Tools
to Seek and Exploit the Best Opportunities
- Anchoring the innovation: Scope,
value chain, uncertainties, iterative milestones
and evaluation mechanisms
- Harvard University Global System™:
A proven framework addressing the flaws of traditional brainstorming
- Harvard® Creativity Template
and framework to boost
innovation capacity and velocity:
Thinking outside the box with a free flow of ideas,
inventing real and fuzzy options,
with less guesswork
- How to stimulate creativity, build, improve upon everyones
suggestions and have fun
- How to harness and challenge abductive arguments
- How to open new vistas for potential innovations,
by applying the physicians generic options and Sun-Tzus timeless wisdom
- Rules for healthy and provocative auto-critique
and collective critique
- Open-source intelligence exercises
to locate nuggets in a haystack,
sketch the forest and build a value proposition
from a cluster of choices:
Illustrations from corporate finance and aerospace
- Lessons from
Dr. Joseph Lister, Louis Pasteur and Procter &
Gambles 150-year old profitable innovation
- 20 benchmarking questions on quality, usability
and sustainability to test the validity of your harvest?
- Core of usability and sustainability sciences
4. Teamwork Exercises to Stimulate Critical
Thinking, Build Upon Each Others
Ideas and Co-create
5. Hard Lessons for Collaborative Teams from Exemplary Innovations,
Failures and Brilliant Blunders
- Mission-critical life-and-death cases from
NASA, nuclear energy and defense
- Amazon, Netflix and Malcolm Gladwells truth about innovation
- How to address serious threats stifling innovation
- Normalization of deviance, groupthink, perfection syndromes,
the valley of death
- Risks and opportunities facing champions, underdogs and riders?
- Practical lessons from failures including the Space-Shuttles Challenger
- Alternatives to reality-testing in unforgiving contexts:
From Seasat A to the Hubble Telescope
6. Leadership Issues: Collaborative Environment,
Team Structures, Funding and Progress Benchmarks
- Video: Astronaut Mike Mullane on accountable self-leaders
- Innovation acceptance: Lessons in addressing resistance to product and policy innovations
- How to address other Achilles heels
(blind alleys, scaling, branding)
and execute flawlessly
- Strategic and Operational Innovation Policies
- Portfolio equilibrium between manageable
and unknown risks and bread-and-butter generators
- Portfolio equilibrium between
manageable and unknown risks
and bread-and-butter generators
- Critical success benchmarks
for collaborative-research progress
and ultimate impact evaluation
- Public-Private partnerships (PPP)
- Crowdsourcing: Challenges, prize competition
and other alternative funding models
7. Practicing Collaborative Innovation:
Roleplaying Case from Your Organization
- Collaborative-team composition:
Options for each team
- Business, government, cooperatives and
Public-Private Partnerships (PPP)
- In-house, outsourced, syndicated or
crowdsourced innovation (know-how trading)
- Iterative innovation rounds: Brainstorming and validating creative options
- Intergroup learning and feedback
WORKSHOP LEADER: ALAIN PAUL MARTIN, INVENTOR, SCHOLAR AND R&D LEADER
Alain Paul Martin
works with innovation teams
in the policy realm, biotech, software, energy
and mining. In this World Seminar, he will share
the best practices and the lessons he learned
from engineering and science team leaders; from teaching Harvard
case studies and experiencing successes and failures,
including a colossal blunder. As the author of
Harnessing the Power of Intelligence,
Counterintelligence & Surprise Events,
Alain will also share unique insights about
securing and validating open-source and other intelligence,
as well as protecting your intellectual property.
As a 19-year advanced-technology co-op
student at Peugeot in France, he delivered
his first innovation, a jig to eliminate his
mass-production job through intelligent automation.
Upon starting his North-American career in aerospace,
Alain earned corporate awards in technological innovations.
He went on to lead IT and mathematical-simulation
teams to optimize transportation at Du Pont and
construction materials at Domtar. He also led
the development of an operational-research system
to assess TV news-delivery quality and impartiality
at the CBC.
He subsequently established a track record in
digital and physical product innovations
as an inventor (Canadian, U.S. and Japanese patents)
and a strategic-change agent in banking, insurance and IT.
He incubated the Canadian Food Inspection Agency
with Dr. Brian Morrissey. He spearheaded the creation
Partners in Health Canada (
Alain held graduate faculty posts in leadership and management of change.
As an entrepreneur, he created employment for knowledge
workers for over 20 years and led teams to receive a
Canada Awards for Excellence certificate and the Mercure
Gold Award for a client. He led the creation of Harvard
University Global System™ (HUGS), the Global Method
and the novel software algorithms used by Skanska to manage
projects varying from millions to multi-billion dollars in size.
Alain is a current member of Harvard Faculty Club.
He is a 2012 Harvard Fellow (Advanced Leadership)
and an alumnus of Harvard Business Schools
OPM entrepreneurship (1997-99). He is also certified
to teach negotiation in the corporation by Harvard Law
School where he took formal training negotiation,
mediation and alternative-dispute resolution (ADR). Earlier,
he studied advanced technology in France and
graduated in Commerce at Concordia.
TUITION FEES (PUBLIC WORKSHOPS)
3 days: Regular fees: $1695; Government: $1495;
Group fees for 3 or more participants: $1450 per person.
Fees include a workbook, PPT hand-outs, road maps,
Martins upcoming brainstorming guide, and a daily
continental breakfast plus hot and soft drinks during the
morning and afternoon pauses, but exclude hotel
REGISTRATION AND CANCELLATION PROCEDURES
How to Register:
call us weekdays (9 AM - 4:30 PM EDT) at +1 819-772-7777; toll free in the USA and Canada: 1-800-HARVARD
and pay in advance by cheque or credit card.
Send your cheque payable to: The Professional Development Institute PDI Inc.
Cancellation Policy: Participants registering
as a group must send substitutes in lieu of cancelling.
For other clients, cancellations are accepted if made at least 10 working days
prior to the course, and are subject to a $150 service charge per person. Full
fees are payable by anyone who fails to attend or cancels less than 10 working
days prior to the session. One substitution or transfer to a later course of
the same duration is accepted.
WORKSHOP LOCATIONS AND HOTEL ACCOMMODATION
BRING THIS WORKSHOP TO YOUR ORGANIZATION
We deliver in-house versions of this workshop worldwide to business and governments, NGOs and bar
associations and other societies. We would be delighted to work together with your team anywhere. Ask us
for a proposal based on the number of participants, the seminar duration and a selection of cutting-edge
course materials and case studies most applicable to your environment.
Our fees are most reasonable. If required to support your request, we would provide supporting evidence
for service fees recently billed to governments and companies.
The travel expenses for seminar leaders are on cost-recovery basis. They include airfare, ground transportation,
meals, gratuities, airport taxes and hotel accommodation.
There is no travel expense for seminars held in the cities of New York, Boston, Cambridge and Ottawa where we hold regular
public workshops. If applicable in your jurisdiction, sales and value-added taxes (HST and PST or VAT) are extra.
The client is responsible for the conference room, audio-visual materials including 2 flip charts, an 8x8 feet projection
screen, internet access, a digital projector for PowerPoint presentations and a laptop computer (as a back-up machine).
We also recommend round tables, each seating five participants, in a crescent arrangement, to face the workshop leader.
PERSONAL COMFORT, DRESS CODE and PHOTO SESSION
The dress code is business casual at your discretion. Trust your judgment. When
unsure, err on the side of caution. If overdressed, you can remove a tie or a
jacket and roll up your sleeves. Members of the Canadian Forces and the U.S.
defense community can, at their discretion, either dress casually or keep the
You will be reminded the first day to dress the way you feel most comfortable
for a photo session the next morning.
Although every effort will be made to ensure a pleasant learning environment
including a suitable temperature, we recommend you bring a sweater or a jacket
to the classroom as individual comfort zones differ and sudden variations in
the weather can temporarily affect air conditioning.
Also please kindly refrain from using strong fragrances during the session in
order to accommodate your fellow participants who suffer from asthma.
1. William McDonough as quoted by Marc Stoiber
in The Power of Principled Innovation
Huffington Post, Nov. 6, 2013.
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