Corven Networks brings together leaders from high-performing companies to challenge conventional thinking, share real experiences and develop practical solutions. Through everyone's ongoing commitment to sharing lessons learned, members benefit from the extensive knowledge-pool of leading organisations, enabling them to deliver exceptional results in their own firms.
We focus on four different areas of strategic importance - Corporate Venturing, Innovation, Leadership and Operational Excellence.
Operational Excellence News
E2E process management research
We are investigating approaches that have led to the successful operation of end-to-end (E2E) processes. This research will explore the root causes of the challenges facing those that have yet to make E2E processes work and the lessons learned from those that have. Please take our brief survey and contact Andrew Milner to share ideas and experiences.
Best practice in implementing SAP – programme for GE
This programme has investigated best practices in the non-technical aspects of implementing an ERP system. We are now designing a workshop that will address ‘Local management preparation for ERP success’. If you would like to join this workshop please contact Andrew Milner to find out more.
Designing workplaces for business performance – programme for National Grid
Property managers and leaders of business improvement from a variety of industries are collaborating on maximising the impact that the workplace can have on employee motivation, productivity and delivery of results. If you would like to join this programme please contact Andrew Milner to find out more.
Improving turnarounds – programme for P&O Ferries
On behalf of P&O Ferries we have investigated best practice in improving turnarounds, defined as ‘the activities that take place to realise an orderly cessation of one set of activities until the point another set commences’. Companies from manufacturing, energy, transport, logistics, and print are participating. A workshop scheduled for 12 June will share insights and brainstorm ideas for radical improvements. To join this programme please contact Andrew Milner.
A Lean approach to operational reliability – research
We are now finalising the report on our research into best practices in designing risk-based management systems to drive business excellence. These are management systems that ensure that operations do not underperform in areas that are vital for business success. The slides used at our seminar are available in the Members’ area of this website.
Changing how we think about change - research
Our report on how organisations should adapt their approach to change to suit the type of change being undertaken is now available online. Click here to read a summary and request a full copy.
Corporate Venturing News
Notes and insights from the CV Senior Executive Forum 'Spin outs and spin ups' which featured BASF are now available to members.
Josef Wunsch, Managing Director, BASF Venture Capital is also recently featured as the podcast interview and on iTunes.
Upcoming CVSE meetings with Syngenta and Unilever sparking the conversation can be viewed by clicking here.
Have you tried to change people and organisation behaviour to drive innovation and venturing?
Getting people to change their behaviour to drive innovation was highlighted as a key challenge organisations face at a recent Innovation Thought Leadership Forum. Asking people to do actions and ‘ask for forgiveness and not ask for permission’ is not sufficient. Individuals and organisations need to know how to act. View our case study from Afton Chemical’s programme or our From Innovation Strategy, Process to Behaviour Change video.
Collaboration between members:
Setting up a new R&D centre
There are limited places available at a workshop on setting up a new R&D centre. If you are able to contribute relevant experiences and would like to learn from others please read more here.
Insights from a recent meeting noted that to start a change programme is a challenge in todays shifting business landscape. To then make it a sustainable programme that delivers results over many years, where people change roles mid way through, presents an even greater challenge.
Key to sustaining such a change, where new leaders are rewarded for new progammes, was the fact that the change had shifted a significant group of leaders behaviours and any ‘new comer’ would not wish to be seen to be driving in a different direction. Therefore, a significant investment of time and energy needs to be invested in helping leadership at all levels examine how they operate and with thought and insight shift how they individually behave. This is not a one solution for all – but the changes need to be directionally consistent.