L4-Part 1 Introduction

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En provenance du cours de Vanderbilt University

Leading Innovation in Arts and Culture

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Vanderbilt University

Leading Innovation in Arts and Culture

31 notes

Developed by David Owens at Vanderbilt University and customized for the cultural sector with National Arts Strategies, this course is designed to help arts and culture leaders create an environment where new ideas are constantly created, shared, evaluated and the best ones are successfully put to work. One of the toughest challenges for any leader is getting traction for new ideas. Winning support can be a struggle. As a result, powerful new ideas often get stuck. This is especially true in the cultural sector. People involved in arts and culture often have little time and even less money for experimentation and risks. This course will help those in the performing arts, museums, zoos, libraries and other cultural organizations build environments where new management and program ideas flourish. Leading Innovation in Arts & Culture will teach you how to make an "innovation strategy" a fundamental component of your organization's overall strategy. In this seminar you will learn to: - Analyze constraints on innovation in your organization, foresee obstacles and opportunities, and develop a shared vision - Develop a process to manage the demands of multiple stakeholders, shifting priorities and the uncertainty inherent in new initiatives - Create a culture for innovation and risk-taking that generates new perspectives and challenges existing practice - Create a strong customer focus within your organization that anticipates customer needs National Arts Strategies worked with David Owens to customize this course for those working in the cultural sector. They based their work on David Owens’ Leading Strategic Innovation in Organizations course. This highly interactive 8-week course will engage you in a series of class discussions and exercises.

À partir de la leçon

Organizational Constraints

This week's topic is Organizational Innovation Constraints. We are interested in understanding how organizations function in ways that can facilitate or constrain innovation in terms of their Strategy, Structure, or their Resources. This perspective is grounded in the idea that to develop and execute an innovative idea, you are going to need some form of organization, and the choices you make in terms of its functioning are consequential to its ability to innovate.

L4-Part 1 Introduction4:11

L4-Part 2 - Story of Xerox PARC8:11

L4-Part 3 - Strategy Constraints12:22

L4-Part 4 - Structure Constraints18:24

L4-Part 5 - Resource Constraints15:44

L4-Part 6 - Innovation Measures5:51

Rencontrer les enseignants

David A. Owens, PhD, PE
Professor
Practice of Management and Innovation
Jim Rosenberg
Independent Consultant and Senior Advisor at NAS

[music] Welcome back to week 4 of the Strategic Innovation class.

This week we're going to talk about organizational constraints.

Before we start talking about that, let me just review where we've been.

We talked about individual constraints, and that was the idea that, that

psychologists have, for example, that, that the important thing about innovation

is the idea. If we don't have a good idea, we don't

have innovation. And in fact, that is true.

And so we talked about was bringing information in, because if we're going to

have an idea it's based on something, so we gotta bring that information in.

And we talked about intellection, different ways of thinking, different

problem solving strategies and we talked about expression.

Getting the ideas back out, because remember an idea does no good in our head.

And so, that was the individual level. Then we took these individuals and we put

them into groups and we talked about how groups operate.

We talked about things like emotion, culture, the environment within which a

group works. Also the process, the step-by-step way

that a group gets through what it needs to do.

And so these are the kind of things that groups work.

And so now what we're going to do is take these, so we took the individuals and put

them in groups, we took the groups and we're going to put them in organizations.

And we're going to look at what organizations happen.

What has to happen there. The organizational structure is sort of

one way of thinking about this. I like to call these the business school

constraints. These are sort of the kind of constraints

I teach in business school the kind of things that we talk about at a place like

this in terms of strategy, structure, resources, those kind of things.

And before I get too deeply into it I want to go ahead and show you the agenda for

this week. The agenda is, start with a story.

I'm going to share the story of Xerox PARC.

It's the story as I've researched it. We're going to talk about business

strategy that is the strategy that an organization has.

To what extent is that potentially a constraint.

We're talking about the organizational structure as a possible constraint.

We're going to look at resource allocation.

First of all the amount of resource the organization has then also the allocation

of those resources to what extent does that cause a constraint as well.

We're going to talk about measuring innovation and what the value might be to

be able to measure how it is that you're using your resources from an

organizational perspective in terms of delivering innovation for your

organization. And then of course, in each of these steps

we are going to be talking about how do we overcome these constraints as we go along.

Some of the questions that we want to answer this week have to do with for

example why, why are some organizations innovative, more innovative than others?

And so I shared with you all a set of the fast company top 50 organizations, and we

all had something to say about which one of those were overrated.

Like why would some organizations be innovative, and some organizations not?

We'd love to have an answer to that. It probably has more to do with what's

going on inside an individuals head. Structure why would structure effect

innovation? How would that the way that, that people

are in relationship with each other, why would that effect innovation?

Because we know that hierarchy are sort of bad for, for innovation and we believe

that, why would that be? What is going there that makes us have

that opinion and can we sort of back it up with research with data.

How does having an innovative strategy, does it make you innovative?

You could say, okay, RF strategy is to innovate.

Is that going to automatically make us innovative?

It's a good question. Is it enough to have a strategy or is

there something more that's required? Another question, does the size of the

organization effect you ability to be innovative?

You know, the more people that you have the more difficult it may be to get

anything done, to, to change, you know, change direction, there, there's a

difficulty to, to get, to move the, the organization forward from the innovation

perspective. And then also should you feed innovation

or starve innovation? And this is something we know.

There are stories of starving artists or, or, you know for example Steve Wozniak,

who's the, sort of the digital Mozart of the digital design, as a young kid, he

could only afford so much money for parts for his computer.

And so he had to use them in very, very innovative ways.

He really sort of created a whole new architecture of thinking about how

computers work inside only because he didn't have enough money.

So is that something that we need to be thinking about.

And then how would you measure your firms innovation.

If you could say my firm is more innovative than that firm, how would you

measure that? How do you know?

And we've seen some of the folly of, that is some of the ways that we may not

completely believe innovation is being measured is when we looked at that list of

top 50. When we looked inside and we talked about

it carefully, we saw that we weren't completely convinced.

So what might be some better ways to measure innovation?

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