Kellogg Innovation Network: Powerful Journey to TWIN

How a Kellogg School project became a global community connecting leaders, innovators and problem-solvers

For Magazine2 hours ago

4 9 minutes read

Introduction

The Kellogg Innovation Network was created to bring influential people together and help them turn new ideas into practical action.

Known as KIN, the network connected business executives, entrepreneurs, academics, government representatives, nonprofit leaders, artists and defence professionals. Its members discussed major business and social challenges while building partnerships across industries and countries.

Table of Contents

The organisation began at Northwestern University’s Kellogg School of Management in 2003. It later became independent and adopted the name The World Innovation Network, commonly known as TWIN.

Kellogg Innovation Network Quick Facts

Detail	Information
Full name	Kellogg Innovation Network
Abbreviation	KIN
Founded	2003
Place of origin	Kellogg School of Management, Northwestern University
Co-founders	Robert C. Wolcott and Mohanbir Sawhney
Original model	Invitation-only innovation community
Main event	KIN Global Summit
Main purpose	Supporting innovation, collaboration and sustainable growth
Later name	The World Innovation Network
Current abbreviation	TWIN
Participants	Business, government, academia, arts, nonprofits and defence
Global reach	More than 30 countries

What Was the Kellogg Innovation Network?

The Kellogg Innovation Network was an invitation-only community for people involved in leadership, growth and innovation.

It was not a standard university course, public membership club or online networking platform. It was designed as a trusted environment where experienced decision-makers could openly discuss problems and find people capable of helping them.

The network brought together individuals from very different professional backgrounds. A company executive could meet a university researcher, government adviser, artist, entrepreneur or nonprofit leader during the same programme.

This broad mix was important because difficult problems rarely belong to only one industry. KIN believed that stronger solutions could emerge when people with different knowledge and experiences worked together.

How the Network Started

KIN was initiated in 2003 by Robert C. Wolcott, Mohanbir Sawhney and around twelve corporate innovation leaders from international companies.

The official Kellogg School of Management history explains that the network connected Kellogg faculty with corporate leaders, nonprofits and government representatives. Its ambition was to support innovation that could create wider global value.

The idea grew from questions that senior executives were asking about corporate entrepreneurship. Many established companies wanted to create new products and businesses but struggled to manage innovation inside large organisations.

Early research connected with KIN involved companies such as Motorola, Cargill and PepsiCo. These collaborations examined how established businesses could support new ventures without damaging their existing operations.

Who Founded KIN?

Robert C. Wolcott

Robert C. Wolcott became the most visible leader associated with the network.

He founded KIN while working with the Kellogg School and remained closely involved as the organisation developed. His academic and professional work has focused on corporate innovation, entrepreneurship, emerging technology and new business creation.

Wolcott later helped guide the network as it became an independent global organisation. Kellogg’s faculty profile identifies KIN as the predecessor of TWIN.

Mohanbir Sawhney

Mohanbir Sawhney, often known as Mohan Sawhney, was another important academic founder.

His work has explored technology, marketing, digital business and innovation strategy. His involvement helped connect practical business challenges with academic research and management education.

Together, Wolcott and Sawhney helped create a community where executives could learn from research while researchers gained a clearer view of real business problems.

Why KIN Was Created

The network was built around a simple belief: innovation becomes more useful when people work across traditional boundaries.

Many business conferences focus mainly on speeches. KIN attempted to create a more active environment where participants shared genuine problems, exchanged introductions and developed possible solutions.

Its goals included:

Encouraging innovation-led business growth
Connecting leaders from different industries
Supporting new partnerships and ventures
Improving cooperation between business and government
Exploring solutions to major global challenges
Turning conversations into practical action

This approach remains relevant to modern technology entrepreneurs such as Joe Lonsdale, whose work has crossed software, finance, investment and public policy.

How the KIN Model Worked

KIN used carefully selected events, discussions and international visits to create strong professional relationships.

Before some gatherings, participants were asked to identify an important problem they were trying to solve. They then discussed it with small groups of other members.

The other participants could suggest a new strategy, introduce a useful expert or connect the person with an organisation working on a similar issue.

This model made networking more purposeful. Rather than simply exchanging contact details, members were encouraged to understand one another’s goals and offer practical help.

Business figures known for building international partnerships, including Sunil Mittal, demonstrate why strong cross-border relationships can be important when industries are changing quickly.

The KIN Global Summit

The KIN Global Summit became the network’s main annual event.

The first global summit was held in 2009 under the theme “Building Global Prosperity: Innovation and Action.” It brought together leaders from business, academia, government, defence, nonprofits and the arts.

The summit was different from a large public trade exhibition. Attendance was limited, and the event was designed to support deeper conversations between participants.

Speakers and delegates explored subjects including corporate growth, sustainability, economic development, technology, leadership and social change.

The 2010 event attracted approximately 160 delegates from more than 20 countries. This showed how quickly the project had grown beyond its original university setting.

Innovation Through Different Perspectives

One of KIN’s strongest ideas was that innovation does not come only from technology companies.

Artists were included because creative work can teach leaders about imagination, communication and experimentation. Government representatives offered knowledge about policy and public systems, while academics provided research and long-term analysis.

Corporate executives contributed experience in managing people, investment and large organisations. Entrepreneurs brought speed, risk-taking and the ability to test new ideas.

This balance between tradition and change can also be seen in Merlin Swire’s leadership, where a long-established business group must continue adapting to modern industries and global markets.

KIN Catalysts

KIN Catalysts were focused programmes created around a particular industry or social challenge.

A Catalyst gathered people who viewed the same issue from different positions. This could include businesses, local communities, public authorities, investors, academics and nonprofit organisations.

The aim was to build a shared understanding before creating a framework for action.

One of the best-known examples was the Mining Company of the Future initiative. It explored how mining businesses could remain commercially successful while forming stronger relationships with governments, communities and development organisations.

The work contributed to the Development Partner Framework, which promoted a more cooperative model for mining and long-term development.

Innovation Competitions and New Ventures

KIN also supported competitions for emerging projects.

At its 2013 summit, four Northwestern-affiliated teams shared $100,000 in prize funding. The projects covered prison education, battery technology, financial services and healthier eating.

These competitions gave young ventures more than financial support. Teams could present their ideas to experienced executives, investors and innovation specialists.

The approach reflected KIN’s wider mission: connect promising ideas with the people, knowledge and resources needed to develop them.

The importance of combining commercial experience with changing technology can also be seen in the career of Charles Dunstone, who built businesses during major changes in the British telecommunications market.

International Expeditions

KIN organised visits to countries and cities with important innovation communities.

These expeditions allowed members to meet local entrepreneurs, researchers, investors, officials and business leaders. Participants could learn how innovation operated within a particular economy rather than relying only on reports and presentations.

A documented 2014 visit took KIN participants to Tel Aviv to examine Israel’s entrepreneurship and technology environment.

Other KIN and TWIN activities have been connected with countries including Brazil, Finland, Estonia, Rwanda, Costa Rica, Panama and the United Arab Emirates.

These experiences helped members understand that innovation is influenced by local culture, regulation, education, investment and access to skilled people.

The Role of Arts and Creativity

KIN did not treat artistic performances as simple entertainment.

Its Etudes for Innovation programme used music, theatre and other creative forms to explore leadership and teamwork.

For example, participants could compare the structured leadership of an orchestra with the flexible cooperation required in jazz improvisation.

These performances showed that leaders sometimes need clear direction, while at other times they must listen, adapt and allow others to contribute.

The programme continued after the organisation became TWIN.

How KIN Became TWIN

After years of development at Northwestern University, the network became independent.

It changed its name from the Kellogg Innovation Network to The World Innovation Network. The abbreviation also changed from KIN to TWIN.

The official World Innovation Network website describes KIN as its heritage. It states that the organisation “graduated” from Kellogg while maintaining strong ties with Northwestern University.

This change allowed the community to operate beyond one academic institution and build wider connections across cities, countries and organisations.

The transition did not replace the network’s original purpose. TWIN continued to focus on trusted relationships, collaboration, innovation and international impact.

What Is TWIN Today?

TWIN is the modern continuation of the original Kellogg network.

It describes itself as an invitation-only global community for leaders working across business, government, academia, arts and philanthropy.

The organisation reports nearly 3,000 participants from more than 30 countries. Its members are known as TWINians.

Its programmes include:

TWIN summits
TWIN Catalysts
TWIN Dialogues
TWIN Expeditions
TWIN Tables
TWIN Sibling organisations
Online and in-person member activities

The annual summit is limited to invited delegates and focuses on changes that may affect business, society, technology and personal life.

Is It Connected to Kellogg’s Cereal Company?

No. The Kellogg Innovation Network was not a food-development project operated by the cereal company.

The name came from the Kellogg School of Management at Northwestern University.

This distinction is important because searches for “Kellogg innovation” can produce information about food manufacturing, Kellogg Company, Kellanova or WK Kellogg Co.

KIN belonged to the management-school and leadership environment. Its work focused on business innovation, global cooperation and organisational change.

Why the Network Was Important

KIN showed that a university-based project could develop into an international leadership community.

Its value did not come from one invention or company. Its main contribution was building connections between people who might otherwise never work together.

The network also recognised that major challenges require several types of knowledge. Technology may provide a tool, but policy, investment, leadership, community trust and creative thinking can determine whether that tool succeeds.

By creating long-term relationships instead of one-time meetings, KIN attempted to make collaboration more useful and more durable.

Lessons for Modern Organisations

The KIN story offers several useful lessons for companies and leaders.

First, innovation should not remain inside one department. Employees, customers, researchers, public organisations and external partners may all contribute valuable ideas.

Second, trusted relationships can be more important than collecting a large number of contacts. A smaller network of engaged people may create better results than a much larger but disconnected audience.

Third, leaders should bring real problems into innovation discussions. A clear challenge gives participants something practical to examine.

Finally, organisations must be willing to evolve. KIN changed its structure and identity when becoming TWIN, but it preserved its central purpose.

Current Status

As of June 2026, the original KIN name mainly refers to the organisation’s history at the Kellogg School of Management.

The independent network continues under the TWIN Global identity. Its official website remains active and presents its summits, leadership community, initiatives and previous programmes.

Therefore, KIN should not be described as a separate current Kellogg programme. It is more accurate to explain that it developed into The World Innovation Network.

Conclusion

The Kellogg Innovation Network began in 2003 as a collaboration between Kellogg faculty and corporate innovation leaders.

It grew into an invitation-only international community connecting decision-makers from business, government, academia, nonprofits, defence and the arts.

Through summits, competitions, Catalysts and international expeditions, KIN encouraged members to share real problems and build practical partnerships.

Its evolution into TWIN allowed the community to move beyond its original university base while continuing its mission of supporting innovation, trusted relationships and meaningful global action.