L8-Part 4c Leading the Process

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Do curso por Vanderbilt University

Leading Innovation in Arts and Culture

30 classificações

Vanderbilt University

Leading Innovation in Arts and Culture

30 classificações

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.

Na lição

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

Conheça os instrutores

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

[MUSIC] This next stage, the fourth stage is about refining and, and, and resolving

issues in, in, in the innovation process. And lot of number, a lot of questions

come up here. [INAUDIBLE] several

Okay. This next step is about resolving and

refining and resolving and, sort of, going through and reiterating.

Really, through the possible solutions for the problems, we know we're trying to

do. And now we're trying to find ways of

doing that, how is it we're going to actually do that.

in this refine and resolve stage where we managing, you know there there's risk to

emotions and even to careers. If you start going down what people

perceive as the wrong path. That is you're trying to go down into a

place that is threatening the organization or that is threatening the

powerful people in the organization. And how are you managing that, are you

managing the risks that that might have to people.

You know, people's fears, their emotions but also to, you know, their their

careers, maybe if this project goes wrong.

It damages someone's career, and that's important to acknowledge for people, and

to answer. What's going to stop the project dead?

Is there something that if this doesn't happen, or if this issue comes up, that

the project is dead, what is that? And can we put, when we articulate that,

can we talk about that thing in our organization, especially inside of our

projects that we know? What signals to look out for, what, you

know, what is the thing that we need to pay attention to?

Who needs to be brought in? Sometimes at this point you need

specialized skills. You need people to help push this project

through. Who, who are they?

How do you bring them in, how do you get them on board?

How do you get them, sharing the sense of vision, sharing the sense of what the

goal is. In a clear way, as clear as those people

who'd come in from the beginning an push, pushed all the way through.

Momentum is hard to maintain here, because sometimes you'll hit these small

you know, as, as, as was said that, you know, the famous okay.

How can we maintain momentum? And so here we maybe need to bring in

okay. How do we maint-, okay.

How we maintain momentum. That can be difficult because now we're,

we're looping and we're iterating and we may try something that doesn't work.

We try something else that doesn't work, we try something else doesn't work, we

try something else doesn't work. And in that, sense of, sort of, many many

set backs, or many set backs, maintaining momentum can be hard.

People can have a sense of hey, we're not going anywhere because keep hitting these

set backs, we keep hitting these set backs.

Maybe we should go all the way back to the very beginning and choose a new

concept and that could be really difficult.

So, maintaining that momentum is important for people, and then also, who

can pull the emergency brake. And so here what I mean is that if there

really is a project is, is, you know, needs to be, is going to stop there and

needs to be stopped there, who can do that.

Who is in a position to say, hey, wait a minute, this direction we're going really

is not a good direction, we need to sort of back up.

And restart or back up and try and go down a different path as well.

So these are really important things people are going to be carrying with them

and we need to answer them. This fifth phase, and by no means is this

the last, and these things can happen out of order.

And they can, I'm getting the idea of what needs to happen in each of these

phases. And so here in the implementation, we're

interested in our project sponsor and champion.

Who is the sponsor of this project? Who is the champion of this project?

Who is going to help us sort, push through, through the hard hard difficult,

expensive you know, hard work of implementation.

And we need someone outside the team or someone who's very powerful in the

organization to help us push through. What resources are required?

Do we have access to those resources? And the people on the team go out and

find the things that need to be done in order to basically push implementation

along. How do we stop scope creep?

So, scope creep is this problem where we are pretty close to done, and they say,

why don't you add another feature? Why don't you just add this too?

Oh it will only take a few more weeks if you put this thing is as well.

So this kind of scope creep where the project gets bigger and bigger and bigger

is problematic. Especially when the scope creep has been

driven by outsiders. First, and so how do we stop that?

One thing we start, way we stop that is at the very beginning I said, how do we

know we succeeded, is to go back to that. And say okay.

This is what we, this is what we're trying to do.

This is what we, how we know we're done. We had the question of is the project

still valued and valuable in the organization.

So you may have been working on this thing but something in the landscape has

changed to make this project no longer valuable.

or maybe something has changed inside the organization, where this thing may not be

as valued as it has been in the past. And then these very two last important

questions. First of all, how do we know when we're

done? How do you know when to stop?

How do you know that you've gone that far?

And sort of the corollary is, how do we know we've succeeded?

How do we know that we've actually succeeded in doing the project that we

set out to do? And solving the problem in a way that's

meaningful ? And so again here the succeeded part is

ties back in with scope creep that is that if we sell, this is how we're going

to succeed, we're going to raise sales by 2.3%.

So when you get to 2.3% you're done and if someone says well why don't we give a

2.5%. We'll say last version too, we just said

this time we're going to do 2.3% and so let us get that done before we start to

do other things. Because then the team knows what the goal

is, they know ow to measure their behavior.

They know how to measure their effort, they know how to manage their emotions,

they know how to manage knowledge. May be they have to work late at night

and they have to tell people and their peoples like how close are you, how are

we doing in this project. Now these are very important things to

understand, that people need answers to as they go along with you in a project.

So, managing innovation, we talked about , sort of, planning, coordinating, and

developing strategies. There's this is a planning part, but

there are also we talked about the leading part.

Which is the emotion, the motivating, the mission work.

So hopefully you've seen through those project phases that I just stepped

through the difference in the need to do both of those things.

Both to inform people but also to make feel people informed.

So it's not only the information but also the emotion what you're doing as well.

And if you can do them both together that's where, that's where success comes

from, that's what you really want. So as you go through these, this

information that would be provided, and so people are going to ask these

questions. They're going to have these questions

anyway. And if you don't answer the questions,

they're going to be standing around the water cooler.

You know, gossiping and rumoring, and there's an information void.

And they're going to fill it because people need to feel like they are in

control. People need to feel like they understand

what's going on. And if you don't give them the

information to do that. They're going to make it up.

Or other people are going to make it up. And they're not going to make it up in

ways that necessarily positive or constructive or that move the project

forward. And so really is up to you, they actually

stepped in and say, okay. Here's the kind of questions you should

be having, and here are the answers to those questions, that you need to have.

Next I want to talk about the innovative organization.

So let's take these things and say, okay, I know how to do my project.

I now understand certain things about, the kind of constraints of what my target

is. How I set my organization up to be

routinely innovative.

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