Applying Harvard University Global System™ Tools;
Planned in Boston, New York and Canada
2017 World Seminar: Mastering Team Innovation & Creativity:
Skills, Techniques and Harvard® Creativity Templates and Framework
Your Team Innovations' 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
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
2017 World Seminar
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?
Boosting innovation quality, capacity, agility
and durability is everyones business in the workplace,
not the sole domain of the executive suite.
You are therefore welcome to participate whether
you are a senior executive, a team leader, a facilitator,
a scientist, an engineer, an economist, an entrepreneur,
an inventor or an expert in policy, design, intellectual
property, finance, health, IT or intelligence.
The learning applies to the private and public sectors
in a wide range of technological and other fields,
including strategy and policy development, negotiation,
risk mitigation, advertising, branding, service delivery,
socioeconomic innovation and product development
(biotech, food safety, defense, energy, trade, Fintech,
crowdsourced innovation, transportation, logistics,
advanced manufacturing, nanoscience, nanosats,
progressive Web apps and the Internet of Things).
Although innovation must transcend the entire value chain,
most great innovations emerged 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 universal;
i.e., applicable across professional lines.
For nations, it is an essential underpinning
to progress in the standard of living, social
justice, defense and sustainable development.
For organizations, innovation is a springboard
to agility and solid growth.
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.
This workshop permits those competent professionals
to gain the knowledge, skills and some best practices
to master the complete collaborative and iterative innovation
cycle. This cycle spans from incubating, boosting
and capturing imagination to abductive reasoning
and framing a portfolio of competing core ideas;
then to conceptualization, simulation and prototyping;
including iterations of these tasks,
before production of beneficial deliverables that
clients/users would value and safely adopt.
Note that the deliverables can also be messages, reports
or ads destined to influence the target audience.
Through a multidimensional proprietary
the participants will learn the wisdom of flexible corridors
of navigation that increase the cross-fertilization
of insights and eschew a spectrum of innovation
threats. The focus will be on:
- Increasing the creativity choices at every step of the value chain with
less guesswork (blind alleys);
- Obtaining the current
knowledge and the skills to excel in the practice of collaborative and
- Learning the hard lessons
from the successes and failures that led to best
practices at small and large firms,
NASA, Los Alamos National Labs and mission-critical
- Championing a resilient
creativity and innovation culture in and beyond
their teams, always keeping in mind two dictums:
Andy Groves: Success breeds
complacency. Complacency breeds failure. and
Alain Paul Martins namely: Harnessing the lessons
of failures, both ours and others,
whether from negligence or risk-taking,
The program comprises two learning blocks:
These competencies and tools are vital to compete globally,
build and retain clients and
high-performing teams, both in the public and private
sectors. Bring your own innovation issues, skunk work or case study
for consideration during teamwork (one case per group of 4 participants).
Learn the competencies and practical instruments
that guarantee enhanced team creativity beyond what
is achievable with current practices in technological
and non-technological forms of innovation. With these
skills and Harvard University Global
Systems™ framework and tools,
you can spark novel options by seeding, incubating
and exploring a complete panorama of choices
in crafting goals, deliverables and strategies,
mobilizing and allocating resources, prototyping,
securing buy-ins, mitigating risks, executing,
delivering excellence and wisely evaluating impact.
Learn the step-by-step techniques and behaviors to
brainstorm in teams in ways to substantially increase synergy;
i.e., work together in the most creative and productive ways.
You will explore innovative scenarios to excel in
team innovation and intellectual-property development;
i.e., increase your organizations 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.
At the end of the workshop, you will be able to help your team
capture hidden asymmetric opportunities and produce bold out-of-the-box
practical innovations with less guesswork.
WORKSHOP OUTLINE (3 Days, 2.5 CEU)
1. The Dynamics of synergistic Collaborative
Innovation and Creativity
- Teams Asterix and Tintin: What can we learn from their enduring legacy of
boundless imagination, each crafted within a relevant context and timing?
- Innovation is more than R&D
- From Katja Hölttä-Otto,
Ben Martin and Michael Porter to precise
regulatory definitions (USA, EU and Canada)
- Principled open innovation: Contextual benefits,
risks and unknowns (European Innovation Scoreboard - EIS)
- The Innovation-Balance Compass™ (Part I):
Challenging the Rules of the Game Early
- Questioning assumptions,
boundaries and practices, reinventing the rules, reframing to innovate
- How and where to factor into the design equation:
capacity, velocity, usability and sustainability?
- Crafting a team-innovation policy
- Corridors of navigation,
open-ended discovery and learning
- Team-synergy exercise stretching the participants comfort zone
2. The Innovators Checklist
Every team must
acquire one, prune and frequently build on it.
- Formulating fundamental questions about:
- Current and emerging threats and opportunities
- The present and the future; linear and unorthodox
pathways to get there
- Visioning the journey between imagination, vision and ultimate
success: Harvard® HUGS complete roadmap
- Innovation activities
as iterative non-linear zoom-in and out cycles,
including a selection from the following:
- Visualizing: Dialoguing, mapping and framing
the issues and stakeholders dynamics
- Incubating: Daring to be bold on imagination, conceptualizing and
looking-out (harnessing the power of open and other intelligence)
- Strategizing: Modeling options, rethinking,
reframing and buy-in strategy
- Experimenting and reflecting: Playing,
improvising and divergent/convergent
- Critical-mass formation tasks
- Seeking help: Strengthening, building-on,
challenging and catalyzing
- Prototyping: Requirements definition,
scope, tools and charter of prototyping,
build, test (break,
stress-out), demonstrate and distill intelligence
- Developing: Scaling, product
and process engineering and logistics, building and
- Beta: Sharing, upgrading, aligning and
- Celebrating: Allies, milestones,
progress and failures
- Marketing and selling
- Delivering: Using, influencing, streamlining, servicing and
3. Innovative Thinking and Strategic Positioning
Across the Value Chain:
Methods, Techniques and Harvard® Tools
to Seek and Exploit the Best Opportunities
- Theory Us innovation eco-system:
Six inflection points (Otto Scharmer, MIT)
- Instrument to define innovation scope,
value chain, externalities, iteration
and evaluation mechanisms
- From deliverables to outcomes and impact
- Making superior digital and physical products
- Brainstorming: Widely-used brainstorming techniques
- Harvard® Creativity Template
innovation capacity and velocity:
outside the box with a free flow of ideas,
real and fuzzy options, fun
and less guesswork
- Step-by-step protocol for effective brainstorming:
Harnessing experience, open-source intelligence
and HUGS intellectual property to create,
build, improve upon everyones suggestions
and have fun
- How the integration of the physicians
(laissez-faire, symptomatic, etiologic
and mixed or integral interventions)
timeless wisdom opened new vistas
innovations ranging from the status quo
to supreme excellence, in small and large
firms and governments
- Open-source intelligence exercise:
How to promptly build complex queries
nuggets in a haystack?
- Rules for healthy and provocative auto-critique
and collective critique
- How to sketch the forest and build a value
proposition from a cluster of choices
Illustrations from basics to a complete transformation
in corporate finance,
a complex multinational
venture in aerospace and
historic lessons from
Dr. Joseph Lister, Louis Pasteur and Procter &
Gambles Ivory Soap
- 20 benchmarking questions on quality, usability
and sustainability to test the validity of your harvest?
- Core of usability and sustainability sciences
- The bottom line: Exercise to stimulate
creative thinking, build upon each others ideas and co-create
4. Hard Lessons for Collaborative Teams from Exemplary Innovations,
Failures and Brilliant Blunders
- Mission-critical life-and-death cases:
NASA, nuclear energy, 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 and the risks and
opportunities facing champions, underdogs
- Practical lessons from Netscape, Lotus, Bing, WordPerfect
and the space-shuttle Challenger disaster
- Why balancing enterprise and user risk/rewards
should be viewed over multiple iterations?
- NASA lessons from Seasat A
to the Hubble Telescope
- Harnessing orphan-innovations opportunities
5. Leadership Issues: Collaborative Environment,
Team Structures, Funding and Progress Benchmarks
- How to build the best environment for intensive co-creation:
7 leadership capacities (Otto Scharmer, MIT)
- How to address the teams Achilles heels
(blind alleys, scaling, resistance, branding)
and execute flawlessly
- The Innovation-Balance Compass™
(Part II): Upstream Balance
- Importance of maintaining a portfolio
between risk initiatives
(both manageable and unknown)
- How to cautiously assess progress
and success in creativity
- Seven critical success factors
(QQTLEC research benchmarks for innovation projects)
- Collaborative-innovation evaluation:
Dealing with the value-laden issues
of objectivity, impartiality, vulnerability,
multiple contexts and chance
- Framing success in projects versus
organizations and countries
- Flexible and agile team structures
- Video: Astronaut Mike Mullane on accountable self-leaders
- Strategic and operational policies issues
- Invisible innovation: Working beneath the radar
- Funding innovation through tax credits:
Qualified research under the U.S. R&E,
Canadas SR&ED and EU regulations
(coverage vary based on attendees home country)
- Public-Private partnerships (PPP) and crowdfunding
- NATO cost sharing (for defense participants)
6. Roleplaying Casework from Your Own Organization
- Collaborative-team composition:
Options for each team
- Business, government, coops 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
7. Synthesis & Conclusion
- How to wisely champion principled and intensive innovation within and beyond your teams
- 90-day action plan to practice the skills and keep progressing
THE WORLD-SEMINAR LEADER: INVENTOR, SCHOLAR AND R&D LEADER
Alain Paul Martin
works with innovation
teams in the policy realm,
health, biotech, advanced-software development, energy and mining. In this
World Seminar, he will share the best practices and
the hard lessons he learned from leading
engineers and scientists, 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 an 18-year co-op student at Peugeot in France,
he delivered his first engineering innovation,
a jig to eliminate his own mass-production job
through intelligent automation. Upon starting
his career in the aerospace industry in North
America, Alain earned corporate awards in
technological innovations. He went on to
lead mathematical-simulation and IT teams
to optimize transportation at Du Pont and
construction materials at Domtar. He also
led the development of an operational-research
system to assess news-delivery quality and
impartiality at the CBC.
He subsequently established a track record
in digital and physical product innovations as an inventor (U.S.,
Canadian and Japanese patents) and a strategic-change agent
in insurance and banking with Desjardins and the National Bank,
the UNESCO and several governments where he incubated the
Canadian Food Inspection Agency with Dr. Brian Morrissey
and trained policy professionals.
As an entrepreneur, Alain created employment for knowledge
workers for over 20 years and led his 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) as well as the Global Method
and the novel software algorithms used by Skanska in managing
projects varying from millions to multi-billion dollars.
Alain is a current member of Harvard Faculty Club (2017) and
is a Harvard-University Fellow in Advanced
Leadership (2012) and an alumnus in entrepreneurship (OPM)
of Harvard Business School (1997-99). He is certified
to teach negotiation in the corporation by Harvard Law
School where he took formal training negotiation,
mediation and alternative-dispute resolution (ADR).
He also held graduate faculty posts in leadership and management
COURSE MATERIALS OF LASTING VALUE
A total attention to quality is featured in the versatile course materials
from the success stories, the pre-readings,
the practical exercises and case studies to the most practical toolkit
and attractive and durable Harvard® road maps.
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 monograph and
other course materials
of exceptional value, and a daily
continental breakfast plus hot and soft drinks during the
morning and afternoon pauses, but exclude hotel
accommodation (if required).
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.
HOW TO MAKE A DIFFERENCE ON YOUR RESUMÉ
This workshop provides universal skills that are in high demand as pre-requisites for excellence
in every leadership and professional position. When these skills are acquired at a reputable institution
like ours, they will stand out on your CV, as a notable accomplishment.
For us, that is necessary but not sufficient, as we want you also to excel in the workplace so we can succeed with you.
To this end, you will be armed with cutting-edge knowledge, practical skills,
sound techniques and Harvard University Global System™, the finest framework and
toolkit for high achievers. And with our outstanding faculty of distinguished workshop leaders
who combine graduate-level teaching in leading universities with ongoing international field practice,
we aim to help you gain and maintain no less than the competitive edge.
To prevent misrepresentation and maintain the trust in the marketplace, we also count on our participants
who are certified to have successfully completed this workshop
to be rigorous in including it in their resumé exactly as indicated below,
either in multiple lines or in a single contiguous string.
- 2017 World Seminar: Mastering Team Innovation and Creativity
Skills, Techniques and Harvard® Toolkit to Increase Innovation
Quality, Capacity, Velocity, Usability and Sustainability
You can add the provider: The Professional Development Institute
Also optional: City and date, e.g. Boston, October 23-25, 2017
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.
Cambridge, MA, USA. Call toll free: 1-800-HARVARD
Ottawa, ON, CANADA. Call toll free:
1-800-HARVARD or +1-819-772-7777
Worldwide Order Center & Main Training Campus: 70 Technology Boulevard
Gatineau, QC J8Z 3H8 CANADA, 1-800-HARVARD
International: +1-819-772-7777, Fax: +1-819-772-1114
1308 Massachusetts Avenue, Cambridge, MA, 02138 USA
European Distribution Centre for Harvard Planners: WH Smith, 248, rue de Rivoli, Paris,75001
Dorothe Ben Tahar: +33 1 44 77 88 99 Extension 1 (Stationery). Concorde Metro Station.