Developing Entrepreneurial Leaders for New Ventures and Radical innovation
Innovative Ten3 Training
venture, nothing win!"
Filling the Rapidly Growing Need for Entrepreneurial Leaders
Leadership Capabilities as a Source of
Sustainable Competitive Advantage.
In today’s rapidly changing
innovation-driven world, sustainable
competitive advantage of a firm
is defined not by their reproducible capabilities such as finance,
technologies or explicit knowledge, but by their
difficult-to-reproduce capabilities, such as entrepreneurial
leadership, teamwork and tacit knowledge.
Venture Strategies as a Key Source of Top-line Growth
include internal investment in innovation, new product/service
development, and in-company ventures, new business creation though
spinouts, and external venture investing in new technologies and
emerging markets. The most successful companies are those that have
developed aggressive venture strategies and have made ventures
critical components of their strategic and operating success. For
today's corporations, traditional internal expansions, efficiency
improvements and "synergistic" acquisitions are no longer sufficient
sources of growth in most industry segments that had grown crowded
and hypercompetitive. The new challenge is to search for emerging
"white space" opportunities, new-business creations that would meet
the unmet, unserved needs of customers in emerging markets.
Need for Entrepreneurial Leaders.
radical innovation projects are characterized by high level of
uncertainties related to technology, market, organization, and resources.
Management of new ventures and radical innovation projects requires a lot of
entrepreneurial creativity and
leadership arts and skills. It is fundamentally different from managing
business operations and incremental innovation projects. As
venturing is expanding rapidly, the need entrepreneurial leaders
for managing new ventures will grow at the same speed.
Innovative Sandwich Event: Training – Practice – Training
hear and I forget. I see and I remember. I do and I understand.”
Before training: Trainees are given an outside-the-box
product idea and are requested to draft venture strategies and a
Day 1-2: Training on
Radical Innovation Project Management, and
New Business Models
Day 2-3: Trainees improve the venture strategies and
business model they’d drafted based on the new knowledge gained.
Innovative solutions are discussed in a group. Interactive feedback
With a Difference
Traditionally, the end of a training course is the end of the guidance
by the trainer.
Our Ten3 courses are different!
The end of
our training course is just the beginning of our guidance and your exciting journey.
Trainees are more receptive to new knowledge and ideas during the
training as they've applied their mind to the subject while preparing the draft
venture plans before training and know that they must improve relevant chapters
of these plans after each training session.
hear and I forget. I see and I remember. I do and I understand,”
Confucius. The best kind of quality oriented learning is
that is, learning that happens on the job and knowledge which is applied
immediately as needed. The sooner you can apply the material you learned, the
better you will understand it and the longer it will be retained. We achieve
this by asking trainees improve relevant sections of their venture plans and
business models after each training session.
Better Outside-the-box Thinking
Thinking outside the box is a vital skill of a venture leader in
today's complex and rapidly changing world.
Trainees are encouraged to challenge assumptions and stretch their imagination
while preparing venture strategies and business models for outside-the-box new
product ideas before and during the event.
Winning innovative solutions are
further inspired in the process of cross-pollination of ideas
during the last session of the training course.
The training provides the necessary bridge between
Strategizing to Design and Implementation.
Trainees will gain a better understanding of the total competitive arena and
learn to anticipate competitive developments and moves.
Building "prepared minds" is
necessary to make sure that decision makers have a solid understanding of the
venture, its strategy, and the assumptions behind that strategy to be able to respond swiftly to
challenges and opportunities as they occur in real time.
participants will be given a CD with the latest version of Ten3 Business
your 360º achievement catalyst,
and Ten3 SMART screen savers that will provide them with continuous 24/7
Training without forgetting
The problem with conventional training.
By Day 2, we forget 50% of what
By Day 30, we retain 2%-3% of
the original knowledge and need to be re-trained.
What a waste of our precious
Ten3 Smart Learning
– without forgetting!
in Business e-Coaching!
We invented inspirational Business e-Coaching
Today, we have customers
in 80+ countries!
Different industry leaders buy
Ten3 SMART courses to
innovate and grow faster and smarter!
Among our customers are:
3M, ABB, Adidas, Alcatel, American Express, Bayer,
Boeing, British American Tobacco, BP, Canon, Cisco, Colgate,
Corning, Deloitte, Ernst & Young, Fujitsu-Siemens,
GE, Goldman Sachs, HP, Hitachi, Huyndai, IBM, Intel, Johnson & Johnson,
JP Morgan Chase, KPMG, Lufthansa, Microsoft,
Motorola, Nokia, Oracle, Samsung, Shell, Sony, Union Bank of Switzerland, and many
leading business schools.
to see/buy the content of the course
Build and Lead a
High-Growth In-company Venture!
Corporate Venture Strategies
New-to-the-World Product Development
Creating a Winning Business Model
Managing a Radical Innovation Project
Psychology of Achievement
100 slides + 100 Executive Summaries