L8-Part 5A Innovative Orgs

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En provenance du cours de Vanderbilt University

Leading Innovation in Arts and Culture

31 note

Vanderbilt University

Leading Innovation in Arts and Culture

31 note

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

Leading an Innovation Strategy

Our final week takes on the problem of innovating as if it really mattered. We start with the story of Apollo 13, a life-or-death situation that required intense creative problem-solving, and consider the leadership behaviors that made successful innovation possible. Next, since our focus so far has been on improving our own ability to innovate, we discuss how to use the innovation constraint model to drive adoption by those people who are the targets of our change. We then revisit the question of process, and look at the role of the leader during each phase of a team's innovation journey. Moving to the organization-level of analysis we explore innovation portfolios and their ability to help us manage risk. Finally, by way of conclusion in the course, we talk about the nature of YOUR constraints and the ways that you can continue to identify them and find ways to work around them.

L8-Part 1 Intro to Leading Innovation4:36

L8-Part 2 Story of Apollo 137:12

L8-Part 3a Driving Adoption9:02

L8-Part 3b Driving Adoption8:08

L8-Part 4a Leading the Process9:07

L8-Part 4b Leading the Process7:52

L8-Part 4c Leading the Process6:55

L8-Part 5A Innovative Orgs7:57

L8-Part 5B Portfolio Maps7:28

L8-Part 5C Portfolio Maps Continued7:02

L8-Part 5D Projects10:00

L8-Part 6 Your Constraints8:48

L8-Part 7 Stop Creative People9:51

Rencontrer les enseignants

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

[MUSIC].

In this, part of the lecture I'd like to talk about building innovative

organizations. What are the things we can do, as

leaders, an also as followers in organization, to help our organizations

become, what I'm going to call routinely innovative.

So the first thing is about developing an innovation strategy inside of your

organization. And so there have been a number of

constraints that we've talked about, all going along, especially at the

organization. Like I talked about structure, strategy,

and resources. But there are other, some other things

that we need to consider as we move forward and take it out into our

organization. and how we can make this thing called an

organization much more innovative. And so one thing is you may have and I've

actually met a number of people and I know there are a number of people in this

course who have the word innovation in their title.

And the question for those people is or often they, they talk to me about is say

I'm not sure where I fit within the organizational structure.

And they say I'm accountable for innovation.

I'm really not sure what that actually means.

What does it mean to be accountable for innovation inside of an organization?

How do i go about doing that thing? If I'm responsible for it, how do I do

it? What to I do?

What am I supposed to do? How am I supposed to get that done?

Well, one things is that organizations want innovation, you know innovation

nowadays it's sexy. It's, it's modern, it's like who doesn't

want innovation? And so you may be told in your

organization, how do we become innovative now.

Like we need to become innovative now. You see all of these company like Apple

and Google and they're innovative. We need to be innovative, let's do it

now. And you say, it's not that easy.

And I say, Well what's there to understand?

There's not anything to understand. Why would you need to practice, just go

do this thing called innovation. You're the global director for

innovation, just go do this thing called innovation.

Oh, and by the way, don't mess up my organization, and don't ask me to change

a strategy. Just do this thing called innovation, but

don't ask me to do anything differently than I currently do and this is the

quandary that's set up. This is the difficult, you know, the sort

of the paradox that's set up for people who are asked to be doing innovation

inside their organization. And so I have some questions that I'll

offer you to really to decide for yourself either do I take on this job of,

of becoming the innovator, or becoming the lead innovator?

Or even if I am sort of you know, forced into or, or want to take this job called

being the lead innovator, what are the kind of question I need to be thinking

about? So one thing is asking, what kind of

innovation do they actually want? The people say they want innovation, they

want radical innovation, they want adaptive innovation, they want small

innovation. Do they want you know disruptive

innovation people often aren't sure when we ask them this question they might

actually start to think about it and say okay I'm actually I do need to be a

little bit more clear about that. Second question, are they willing to pay

the price for innovation? Innovation causes people to behave

different. You know, creative people act differently

than other people. And so are they willing to pay the price

for that there's a price in learning, there's a price in time, there's a price

in money, there's a price in risk. All these things are at risk, when we do

this thing called innovation. Are they willing to say, hey we're

working on the wrong problem? We think it's a product problem, but

actually it's a process problem. Or maybe we think it's a process problem,

but actually it's a product problem. Are the people asking us to innovate, are

they willing to admit that they are working on the wrong problem?

You know, do we have the proper resources, are the resources going to be

made available. And ultimately, really, do they really

want innovation? People will tell you they want

renovation, but you have to really ferret out to say, do they really want

innovation? Because it's not always clear that people

want innovation, even if they tell you that they want innovation.

And so, these are the things we have to think about as we're asked to do this

thing called innovation. And let me just say with these questions,

and, and I'm going to show you some more. These are ones that I often use when

organizations ask me to come in and consult with them or come do some

education on innovation with them. I try to make sure I get some answers to

these before I agree to go in the organization.

Otherwise, I feel like I'm wasting my time, and they're not going to be happy,

I'm not going to be happy, and the problem is not going to get solved unless

we can answer these kinds of questions. Do they understand cognitive styles, and

so does the organization have the kind of innovation tools that need to be in place

in order for them to do this thing called innovation?

You know cognitive styles, how people think and can people think differently?

Do they know how to use ideation tools? You know there's sets of tools that we

may need to use that allow people to get to different places.

How do they compose groups? Are they using groups in a good way?

How do they compose those groups? Let's say if someone's from sales, and

someones from marketing and someones from here, or do they take people who are not

working on other things because their lazy or because their not just good

workers and they put those people on the team.

You know, how are they composing the groups decision making do they have a

very rigid decision making process where every product has a show and ROI of you

know, 8.7% before it's decided to go forward.

That may be completely inappropriate way to make decisions to evaluate

innovations, and so that's something that really needs to be accounted for.

And then also is a reward system appropriate?

So, if you ask people to take a risk, you ask people to come to this new place

around innovation to do something different.

If it fails, do they get fired? Alright, that would not be an appropriate

reward system. They have to actually be able to feel

like working on this thing is rewarded. Working on something is uncertain that's

risky, that may move the organization's work, that may fail that there is

something is valid inside the organization.

Then last thing I want to talk about here is innovation process.

You know, the organizations have power and politics, do they understand how

those work, do they understand may be that bring a new person in from the

outside to do this thing called innovation.

So, first of all, this person is not well known.

They may not have the political clout inside.

Then you're asking them to do, to lead something risky.

If I were in the organization, had been there a long time and someone from the

outside comes in and says, I need you to do everything differently than you're

doing, that might create problems, right. I might, they might not have a lot of

legitimacy with me, so I need to be thinking about this.

How do the, are the politics working? How do the power dynamics work inside the

organization? Is the organization willing to enforce an

innovation process to say, okay, when you innovate, these are the things I need you

to do this, do this, do this. And, often times, organizations will come

in and say, hey, put together an innovation process for us.

Put it together and they say, okay, well that was great, and then they, they

ignore it. They don't actually do it, or they don't

enforce the use of it maybe, the first two projects it gets done, but then

subsequent projects it doesn't get done. And then it never gets revisited again,

do organization recognize the need to increase communication, that we need to

move information from one part of the organization to another?

I showed you during the organization a constraints discussion some you know

outrageous organization charts and how do we move information from one place to

another information has to move and it cannot simply move by reports we can go

by a very thin reports where everything is reduced to some number and assume that

that's called communication. No, communication is expensive,

communication requires time, communication may require moving people,

communication requires space where I can put people together are we willing to, as

an organization, to invest in that? To invest in the affordances, the things

that help increase communication. Also, are there changes you need in

organization culture maybe, in the past we were very cautious organization, we're

always didn't we I think as one organization was described, In god we

trust, all others bring data. And some changes in that culture may be

required if we're going to push to a new place that sometimes we have to say, I

don't know, but I think we should go forward anyways.

And this may require significant cultural change in the organization to be able to

do this. And then again we come back to the

question, do they really want change, right?

I want innovation, but I don't want o do anything different.

I want innovation, but I really don't want to change.

And so we have to sort of find way of asking this question.

People will say yes, if you ask someone this question.

Do you really want to change, they will say yes, Bbut you need to go through and

see if you can find some more evidence that in fact they are ready to change,

and they are willing to change. And that if the proposition that you

offer them makes sense that they will actually go for it and change around that

prop, proposition. So, you know everyone wants innovation

but no one wants to change, and so that's the quandary that we have.

That we really have to think about as we push innovation through in organizations.

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