Enterprise Innovation Workshop

Your next revenue line is already described inside your company

Half a working day. Your own managers find the operational problems, put a number in money next to each one, and walk out with a solution, a team and a first step.

Book a callHow it works
3–4 hourshalf a working day
15–30people from different units
3–5problems priced in money
Lean 3.0methodology and the book
What is happening

Companies stopped living long

A technology shift wipes out what was an advantage for twenty years, and it does that in a year or two. The company keeps trading profitably. Right up to the moment when it is too late.

15 years

Average tenure of a company in the S&P 500 today. It keeps falling decade after decade.

Apollo Global Management, Torsten Slok, 01.03.2026, based on Innosight data
83 % → 3 %

That many companies rank innovation in their top three priorities. And that many are actually ready to deliver it.

BCG, 18th annual innovation study, 04.06.2024, over 1,000 executives
20 % → 3 %

In two years the share of innovation-ready companies fell sixfold. The gap is widening, not closing.

BCG, same study, 2022 against 2024
Why it did not work before

It is not the money
and not the engineers

Almost everyone has tried. Usually more than once. The reasons repeat from company to company, and none of them is about budget.

01

Organisational immunity

A company is built to protect the process that works. It rejects the new not out of ill will but by design.

02

A quarter against three years

Managers are measured by the quarter, a new direction pays back in three to five years. It loses every time.

03

Processes built for scale

Procurement, legal and IT rules exist to replicate the proven. On the unknown the very same processes act as a brake.

04

The wrong model

Corporate venture, innovation lab, buying a startup. All of it is about someone else's ideas. Your own pain stays unquantified.

The core of the method
Innovation does not start with an idea. It starts with a problem that has a price.

You already have that problem. The people on the floor know it. They have simply never been asked in a format where the answer has to be counted in money.

We do not arrive with a list of your shortcomings. We bring the instrument your own people use to describe it.

Practicum inside the company
How it runs

Half a day, four blocks

Three hours of working time; with a break and questions the session takes three to four. We fit your schedule, the set of blocks stays the same.

before the day

Pre-setup

We research your segment: companies of your profile in other countries, their operational pains, loss figures, sources. We prepare the platform and participant accounts. All we need from you is the group composition.

55 minutes

Lecture

Why decisions about the new are made irrationally: Kahneman and Tversky, Nobel Prize 2002. Three generations of Lean: Toyota, Eric Ries, Lean 3.0. Why an enterprise does not innovate on its own.

100 minutes

Practicum

Groups formulate their pains and price each one. Cross interviews between units. Prioritisation. Reframing the problem: not "stocktaking is broken" but "the warehouse model is broken". And a check against the segment data we gathered in advance.

25 minutes

Closing

Teams present: the problem, its price, the solution, the team. The people ready to lead it raise their hands themselves. That is the main result of the session, not a side effect.

Outcome

What stays with the company

Problems priced in moneyA list of operational pains in the language of a budget, not of wishes. You can take this document to the board.
Top three prioritiesChosen by the managers themselves. A priority people picked themselves does not get sabotaged in execution.
A map of the segmentThe same problems at companies of your profile in other countries, with sources. You see what is local and what is industry-wide.
Teams and a first stepNames, roles, a concrete action for the coming month. Not minutes of a meeting.
The same segment in other countries
What can follow

Sometimes the problem turns out to be bigger than your company

The practicum regularly shows that a pain you considered your internal mess repeats word for word at companies of your profile in other countries. That changes the arithmetic: what you were about to pay for as clearing up your own mess turns out to be a product the whole segment pays for.

Then we talk separately, and only if your own numbers justified it. Nothing about the session itself creates any obligation.

Igor Peer
Igor Peer
Author of the Lean Innovation 3.0 methodology

Runs the workshop personally.

Led by

Practice, not slides

  • 25+ years in innovation companies in CEO, BizDev and marketing roles
  • Head of international acceleration programmes
  • Invited lecturer and professor at European universities
  • Founder of Startup Mastery, author of the book Lean Innovation 3.0, ex-CEO of Plurality
Lean Innovation 3.0
The method in print

Lean Innovation 3.0

From Startup Methodology to AI-Powered Venture Building

The methodology behind the workshop is published as a book, not invented for the meeting. Chapters on prospect theory, minimum sellable product and pre-start marketing are the same material the lecture is built on.

See the book on Amazon

The questions people ask first

Short and to the point

How many people and who to invite
Three or four groups of five to seven, fifteen to thirty in total. One condition is mandatory: people from different units. Logistics, sales, service, production, finance. A group from a single department breaks the practicum, there is no one to run the cross interview with. Level: heads of directions and strong specialists, the people who see the process with their own hands.
What we prepare and what you do
From you: the group composition and a room where tables can be arranged in groups. Everything else is on us: segment research, the platform, participant accounts, materials. Participants need no preparation and there is no homework.
How is this different from a strategy session
A strategy session answers "where do we want to go". Here people answer "what hurts and how much does it cost", and the answer comes from your employees, not from an invited consultant. The output is not minutes but problems with sums, priorities, and people who volunteered to lead.
Do we need the CEO in the room
Not for the whole session, but strongly preferable for the last twenty five minutes. That is where the priced problems are named and where the people ready to lead them appear. The decision on the next step is easier when the head of the company saw it rather than read it in a report.
Which language
English, Hebrew or Russian, depending on the participants. Materials and the platform are prepared in the language of the session.
Next step

A thirty minute conversation

We discuss your segment, the group composition and a date. After the call you get the programme tailored to your company and the pre-setup timeline. Nothing to prepare for it.

Write and schedule