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.
L8-Part 5C Portfolio Maps Continued
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From the course by Vanderbilt University
Leading Innovation in Arts and Culture
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From the lesson
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.
Meet the Instructors
David A. Owens, PhD, PEProfessor
Practice of Management and Innovation
Jim RosenbergIndependent Consultant and Senior Advisor at NAS
[MUSIC].
Another problem we have in organization is we have these great project managers.
And so a good project manager actually will not let a project be canceled
because that's what they do, right, it's in their title.
I'm a project manager and so if I have a project, it's going to go.
Well, sometimes, projects may not be in the best interests of the organization.
And at some point we actually have to say it's hard, it's distasteful, it's
something we don't want to do. But we may have to intervene and say,
nope, sorry, we have to stop that project.
And so, I call this Don't Fear the Reaper.
There are projects that are at a point that they may actually just have to stop.
And it's hard to do, but we actually may have to intervene and stop the project.
There's not a very much of a of a appetite for this in many organizations
because you have these project managers. You have these people who see themselves
as project managers, who have built a career doing project management.
And they're very, very good at explaining to you why the projects behind.
Why it's actually not working and, and so on.
So, we actually need to be able to come in and say, sorry, we need to stop this
project and re-, reallocate these resources somewhere else.
When you think about it, projects burn precious resources.
The most important resource is the people that you have, I think.
In most, in most organizations, that's actually the case.
they have products with a very small possibility for success, why not
reallocate those onto projects that actually have the possibly for success?
And where you can actually drive up the possibility of success by putting more
people on and getting more people invested in this projects.
Also, one thing we might think about is the language that we use inside.
And so I've been in a couple of organizations I found that kind of
interesting actually, that if something was a project.
It was going to get done, no matter what. Where on the other hand, if it's a
concept test, then it's something that actually can get stopped.
You know, we tried and tested that concept and it didn't work and so let's
try a different concept. And even in there was just about the
language. They can be exactly the same thing, same
number of people, same resource level, same, you know, everything the same.
But if you call it a project, somehow it has to get done, where if you call it a
concept test it doesn't have to get done. So our language with these early stage
things that we're playing with, maybe the language of concept testing, is much
better. So maybe we should stop this idea of, of
calling everything a project. Because projects are, is kind of a
reserved word, makes people want to actually do something very specific,
namely get it done. when the case, when in fact it may not be
worthy of getting done. That may not be a pro, project or not be
in a concept that's going to take us to the place we're trying together, may not
solve the problem. Our structure we want to make sure that
our structure for innovation makes it easy to see people, to see resource, to
see things. I mentioned earlier about how it is we
mean to put these things in, and move information around and build our
structure away. It may be that we have to change some
aspects or innovation structure. And this is a hard thing to do, to say.
Hey, we really need to change the structure, we need to get some space for
these people, we need to put these people in their own space.
We need to give them autonomy, we need to protect them from outside.
This may actually have to happen and to the extent that you're going to make an
innovative organization. You're going to drive innovation in the
organization, you may need this kind of structure.
If you have innovation in your title, the idea may be to support your innovators.
That your job is not to innovate, to do the thing called innovation, but realy to
support the people call innovation. It's not about outsourcing innovation or
saying, okay that's not my job that's R&D's job.
You know, those people over there, they're the one's who're supposed to
innovate. You know, I have no responsibility.
But, as a person in an organization who has innovation my title who's trying to
build an innovative organization, I need to support the innovators.
An maybe it's about finding resources for them.
Maybe it's about giving them a process. Maybe it's about serving as a process
facilitator. Maybe it's about bringing them new
information. But giving them all the things they need,
in order to push this thing called innovation along.
An to the extent that they develop a process.
You're able to help them do that, then youre doing your job which is to get more
people to innovate. So that it's not just one person's job
and not just R&D's job to this thing called making the world a better place
inside the organization. In so far as supporting the innovators,
basically as, as I just said, removing constraints, providing motivation,
encouragement proving that the organization is actually serious about
innovation. And, and pushing it forward in that way.
We want to also provide advocates to help people find out where they should pitch
their ideas. So if I have a great idea, where do I go
in the organization? Maybe the innovation people, the people
who are managing innovation function can be the place that is the wave finder.
That say okay if you have an idea about this.
This is where you should go. If you have an idea about that.
That's where you should go. We will help you.
We'll run interference for you. We'll help you cause get, get those
people to really listen to you. And really understand what your ideas
area and the potential value of those ideas for us.
Now this other idea I think is really interesting is my, one of my favorite
people in the world, Bob Sutton. Robert Sutton said, has this idea that
you reward failure and success equally, but what you want to punish is inaction.
And that people will make it, they won't see it as their obligation to innovate.
And that's because if i innovate and it fails, if i try to innavate and it fails
then i get punished. But if I don't do anything, I'm fine,
right? And the longer I stay in this
organization, the more seniority I get, the more pay I get, I get a cost of
living allowance. Why should i go out o the way to risk
innovation when in fact I'm going to get punished for it?
There's a high likelihood if the things fails I will get punished.
So his idea is that if we say people who are not doing anything, they're the ones
you need to punish, they're are the ones you need to push forward.
If people are making intelligent guesses or if people are doing intelligent
learning, even if they don't succeed the way that you want them to, certainly we
need this, to reward that. And we need to celebrate that In fact.
And so making sure we leave people clear instructions about how it is that they
you know, what is a meaningful failure? That's the failure that we learn from, is
from an important part of this. But if we can do that then we can
actually get people moving forward and take on the obligation of innovating for
the organization. One thing, also, is to let creative
people do creative work. In many organizations, we ask people to
something creative or innovative and then we bombard them with forms in triplicate
and that's going over your budget. And why do you have to show up to this
meaningless meeting that you show up to every week?
And we don't protect people from the rest of the organization.
So recall the story of A12 when Locke was building this, this aircraft they had as
skunk works. It was this place off by itself and it
was really protected from the traditional things of the organization.
And so the innovation leader, as a person bringing innovation into the
organization, it may be your job, it is your job, to actually buffer the creative
people from this. Because creative people you want them to
do their creative work. Its not that there's a certain type of
creative people but the people that you've asked to do this thing called
innovation. They really need to be protected from
this the organizational antibodies that I would call it.
It's part the organization let's say that send something foreign is going on and
come in and try to kill that thing. Your innovation resources, also, you have
people and understanding how to divide up the people.
We talked about just touched on this briefly in the technological constraints
area, talking about sequencing and coordination.
But really sort of figuring out how do I divide up projects, how do I take pieces
projects apart and have people do meaningful parts, meaningful task.
You don't want it so broken up that they pieces that people work on are
meaningless. But you do want them sufficiently broken
up, that they can actually make progress on em, and come back together, and make
progress and go apart. You have resources, the resources are
money, time, and people. So be sure to just think about, how can I
put these things in relationship to each other.
And how can I desegregate the task in a way that allows me to move it forward
much more quickly than might otherwise be done?
Rather than having all three people sit in a room trying to move something
forward. Maybe if I sometimes I can separate them
out and actually get to a further place, to, to a better place by having them work
independently. Then coming back together, than to just
have them sitting in a room alone. And so again this requires where in the
process am I. Am I in the divergent stage, a convergent
stage? Am I trying to reach commitment?
Am I trying to iterate? Am I trying to implement?
If I know those things, I can decide how it is i want to best use my innovation
resources. We may also have this problem where we
have errant groups. This is quickly say that sometimes groups
will be going off in the weeds or you'll have a person who's just not making the
group work and you may just need to intervene.
And it's a hard thing to do, but if the group is going badly, someone has to stop
them or else it's just going to be more and more and more waste.
And so we have these errant groups, we can intervene.
One thing I like to do before groups go errant, before they go off the weeds, is
to use this idea of a team contract. The idea of a team contract is, at the
beginning of a project, people will sit down and sort of write out.
What it is they're going to do, and how it is they're going to do it together.
Do we show up on time, how do we do discussions?
If we have a disagreement, how was that we going to decide that?
Are we going to vote, are we going to reach consensus?
And on and on. And then, we're usually have them do it
big on one of those big, giant sticky post-its and stick it on the wall and
everyone has to come up and sign it. And when I asked my MBA students to do
this, you know, the first couple of times, they say, oh my God, this is so
infantile. I can't believe you're making us do this,
like we're not children, we're adults, and we know how to act like adults, and
so let us do this. And what I would find is, when I, the
years that I don't make people do the contract, I end up with a big line
outside of my office. Oh, Joe won't show up, or Joe won't do
his part of the work, and Sue, she's just try and take the project in a different
direction. And there's when I do the team contracts,
the team is able to resolve that themselves.
Because when they're having a meeting and there's some kind of problem inside.
They just point back at the team contract, and say hey look, it says right
here, we're going to show up on time. And you didn't show up on time, and so
either we're going to change the contract.
Or we need you to actually to, to read, to continue to do what it is you have
agreed to do. And, so this is a way to stop these
errant teams from going off in the weeds. That we then have to intervene in later
at the cost of you know, energy, and emotion, and credibility and all those
things as well. So this is about building innovative
organizations and some of the things you can do.
And, at the risk of having it sounding a little bit like a laundry list, my idea
here was that to say we have been through different kinds of constraints.
And so I wanted to put a little bit of pointers to each one and how it is that
we might use those things. How it is we might use our new found
insights in order to build innovation inside of our organization.
So next up, we're going to talk about why its important to know your constraints.
Your constraints.
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