L8-Part 5B Portfolio Maps

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En provenance du cours de Vanderbilt University

Leading Innovation in Arts and Culture

31 notes

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

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].

If you're going to do this thing called "innovation" I recommend, you know, just

start small. So often I do these innovation seminars

where we get together, we do some projects.

And at the beginning, people want to do huge things.

And in fact, maybe in this course, in terms of your project, maybe you wanted

to do something huge and gigantic. I always say, start small, start really

small. If you start with a small project,

there's a number of positive things that come out of that.

First of all you can use a small budget and so it is easier to find resources.

Second of all, if it's, if it, as it works, you are going to consume few

resources. So for your big projects you'll have

resources remaining available. You get less outside attention.

People will come around saying, what are you doing, what are you working on?

much less of that if your not working, if you working on the most important thing

in the organization everyone is going to come and look and have an opinion about

it. But if they, if you're working on

something small, they're going to get bored with it, they're going to not look

at it from the outside. If it doesn't work you can hide it, you

know. That's, there's always value to that, you

know, plausible deniability is what we call it.

It may be easier to achieve success. Because it's something small, I can

actually get it done. And by getting it done then I can

understand how my process works. I can, you know debug my process I can

work forward in that way. Also present a really reduced risk to

limited resources. And so again with these resources I'm

using fewer of them but I'm also producing less risk to them, and so

people in the organization that care a great deal about the resources are less

likely to kind of step in. And, and, and, you know.

Begin to change what I'm trying to do. And also if it's a small project, I can

get through the entire process more quickly and I can learn through it.

So I can learn through the process more quickly by doing some small things.

And so I really recommend in your organizations, if you're going to lead an

innovation project and lead it in a way that's different than the way that you

currently do it, that's starting small, has, pays every kind of benefit back.

And to just give me a, a concrete example here, I was working with an organization

and they wanted to reduce their carbon footprint in a big way.

So, you know, the big boss comes down and says, I need us, we need to reduce our

carbon footprint, we're getting hammered about our carbon footprint, let's do this

thing. And so, the idea was, this was the

operating idea was let's move the administration buildings off the

municipal power grid. You know, so where they're getting power

in off the grid. And so let's put up solar panels and do

all these things to take the building off the grid.

Well, this organizations, you know, talked them down, said okay.

How can we do this starting small? Let's do a test of that big problem and,

and just start small. And so they started with solar lighting.

And they're trying to figure out let's just do solar lighting in the parking

lot. How about you know, there's a path in the

parking lot, let's just do solar lighting there.

It's a really small project, this teeny tiny project.

Could you possibly do it? Well, they did it.

And by doing it they learned that it was technically possible.

Okay, so now we know how solar electricity works.

We know what we have to do in terms of wiring.

But also they learned, that managers had a very different idea of what good is,

than others, than, than the people doing the project.

They, had very different ideas about who gets to decide about what's good, and

what, what gets done. And also what they learned was that they

had brought in this person called the director of global innovation, and this

person realized that they could not get the project done, even as something as

simple as putting lights in the Parking lot, solar lights in the parking lot, had

to get the CEO to continually intervene to make this thing happen.

So imagine having to start it off into the big project of moving the

administration building off the municipal electric grid, it would have created all

kinds of problems. So in this small project they're able to

see the problems. Right?

Create the, and then be able to work through them and understand how it is

we're going to work through this, especially when we take on a big project.

And so in this case we may have to restructure the organization to make sure

that the director of global innovation has the power to do what their being

asked to do. That or just ask them to do something

different. The other thing is with this managing

small and starting with small project is we get to, basically we get to debug the

process. You get to work in a controlled

environment, you get to work in a controlled context, you are doing a

project that you know is manageable, that you know is doable.

Work on that, understand the process before we start on these big expensive

projects that are really important to the organization that, whose failure will

actually mean the difference, you know, in, in terms of your career an what it is

you do in those organizations. Another way to help manage risk.

Okay. Another way to manage, another way to

manage risk in organizations is to build, innovate, what I'm going to call an

innovation portfolio. That is a series, a set of things that go

together. So portfolio is just a, you know, it's a

variety of projects that are in various stages of development.

it could be one of these things, it could be multiple projects with different

goals, so I have different projects on it, you know, they're all trying to do

something different. I can put the one project on it and have

multiple approaches in that project or even if I have a big project that I can

take the components of that larger project and sort of lay those out and

begin to see. So let me show you in a moment lay this

out okay. The dimensions of these innovation

portfolios. I mean the important things to be

thinking about are about time, like how long.

You know, what is the window of opportunity?

How is this a short term thing, a long term thing?

We're going to think about investments. What do I have to actually put in in

terms of, you know, the kind of resources that we've talked about in the

organization level, you know, time, people, capital, the those things.

Then also what are the risk, reward trade offs?

You know, how likely are to succeed? Is there a high cost of failure, and what

is those costs? And so, normally, in organizations, we

may discuss these things, but not in any kind of orderly way.

That is, we may have a discussion about them, but the discussion is not, thorough

and it's not control and it's not done in a way that actually information is being

processed. It's often done in a way that is emotion

processing and not information processing.

And so this portfolio, that this idea that, that we've developed is a way to

look at the relationships among the innovation projects.

So, let me just go put up here and show you, in the horizontal axis.

That is, you know, across the bottom, we have the time horizon.

You know, is it short term, over there, or is it a really long term thing?

And so, just think of things that go, are long term or things that are short term.

And then in terms of the return, are we expecting a low return or are we

expecting a high return? And so the idea here is that you compare

the return. And it basically the value of this

concept in terms of how long it's going to take you to, to realize that value to

get the return from it. And so how long will it be and will it be

high return or low returns? So what you could do is actually lay out

your projects. And so put your projects in here and sort

of say, you know, are these short term projects, long term projects?

In a situation like this, you might ask, well, how come we don't have any sort of

these, you know, high competitive sort of short term, strategic projects, that

would have high return? And it may be that maybe you just

misplaced the ones that are there, or maybe you could have a nice conversation

about saying what is the nature of projects that would go, in that quadrant

up there? And, if you end up with, with projects

sort of relative to the others that end up in sort of a questionable quadrant.

You might ask, why would we be doing that?

Why does that make sense to us to do? Maybe there is a way, I mean questionable

just means it's questionable. but likely there's not a good reason to

have a lot of your projects down here. Also, if all of your projects are in one

quadrant, you ask, well why are we stuck in this quadrant?

Why aren't we thinking long term? Why aren't we thinking strategic?

Or maybe you have too many radical adapters, too many radical innovators on

my team, and all the projects are up in this, you know, up here in the strategic,

you know, long term high return Quadrant. I say well aren't there things we can do

in the short term, to move forward? And I like these maps because what you

could do is you can sit people around the table and have each person, basically the

idea is each person puts down the projects where they think they are and

then you compare maps. So do it individually and then compare

maps and see in there's a conversation that evolves will be a very nice

conversation about managing, how it is we do our portfolio as a whole.

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