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Gc imp model_subset1_052911

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Draft of a model designed by Mike Bonifer of GameChangers and Dave Gray of The Dachis Group to describe an 'improvisational' organization or brand.

Draft of a model designed by Mike Bonifer of GameChangers and Dave Gray of The Dachis Group to describe an 'improvisational' organization or brand.

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  • Pixar: Toy Story, Bugs Life, Toy Story 2, Monsters Inc., Finding Nemo, The Incredibles, Cars, Rattatouille, Wall-E, Toy Story 3D, Toy Story 3, UpDisney: Pocahontas, Hunchback of Notre Dame, Hercules, Mulan, Tarzan (1999), Fantasia 2000, Tigger Movie, Emperor’s New Groove (2000), Atlantis, Beauty and the Beast IMAX, Peter Pan 2, Lilo and Stitch, Treasure Planet (2002), Jungle Book 2, Brother Bear, Home on the Range, Pooh’sHeffalump Movie, Chicken Little, Meet the Robinsons, Bolt (2008), Princess and the Frog, Tangled

Gc imp model_subset1_052911 Gc imp model_subset1_052911 Presentation Transcript

  • The Improvisational Model
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
  • This is your company.
    Your brand.
    You.
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • It is not a question of whether things will change.
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • ?
    ?
    ?
    It is a question of how.
    ?
    ?
    ?
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • p
    The Improvisational Model is an improvisation-based system for individuals and organizations to consistently generate positive outcomes in a dynamic business environment
    It operates on six sets of behaviors, or ‘Practices’ that can be learned and shared across your enterprise.
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • p
    Performing
    Heeding
    Learning
    The six Practices are in natural tension with one another. Think of them like strings on a musical instrument or instruments in an orchestra. They should be in tune and in harmony.
    Engaging
    Creating
    Deciding
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • Market Ability
    Performing
    Empathy
    Knowledge
    Heeding
    Learning
    Outcomes
    Outcomes
    The six Practices result in six types of Outcomes that define your brand in the conceptual, virtual and physical dimensions which it performs.
    Engaging
    Creating
    Community
    Innovation
    Deciding
    Values
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • p
    p
    Performing
    Heeding
    Learning
    By continuously tuning and harmonizing the Practices, managers can orchestrate different business outcomes.
    Engaging
    Creating
    Deciding
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • p
    p
    Game
    Game
    There is a game structure to every business scene. The crucial question is whether a game is productive or reductive; whether it generates harmony or discord.
    Skillful leaders can tell the difference, and, when necessary, do something about it by, literally, changing the game.
    Game
    Game
    Game
    Game
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • p
    p
    Game
    Game
    The elements of an improvised game are: Objectives, Environments, Roles and Rules.
    Leaders can use game structure to adjust tensions between the Practices and orchestrate outcomes.
    Game
    Game
    Game
    Game
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • Market Ability
    Performing
    Empathy
    Knowledge
    Heeding
    Learning
    Outcomes
    Outcomes
    Leadership is Orchestration
    Engaging
    Creating
    Community
    Innovation
    Deciding
    Values
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • Citations
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  •  
    “Improvisation has a positive effect on team innovation when combined with team and contextual moderating factors. We…provide initial evidence suggesting that the improvisational skill can be learned by organizational members through training. Our results shed light on the opportunities provided by training in improvisation and on the challenges of creating behavioral change going beyond the individual to the team and, ultimately, to the organization.’
    Improvisation and Innovative Performance in Teams
    Vera and Crossan; Organization Science, May-June 2005, pp. 203-224
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • A study published in the October, 2010, issue of Science concluded that “a group’s collective intelligence accounts for a 30 to 40 percent variation in performance.”
    Researchers found that the performances of groups “were not primarily due to the individual abilities of the group members. The average and maximum intelligence of individuals did not significantly predict the performance of their groups.” 
    Evidence for a Collective Intelligence Factor in the Performance of Groups
    Woolley, Chabris, Pentland, Hamshi and Malone
    Science, 29 October 2010 Vol. 330 no. 6004 pp. 686-688
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • I
    “I have noticed in the companies that I’ve started
    and funded and been associated with, that those
    companies that are fundamentally founded to
    change the world, to make the world a better place,
    to make meaning, are the companies that make a
    difference. They are the companies that succeed.
    “If you start a company with the intention to make
    meaning you will probably make money. If you start
    with the intention of making money, you won’t make meaning, and you probably won’t make money.”
    Make Meaning With Your Company
    Guy Kawasaki; Founder, Garage Technology Ventures; Academic Earth; Stanford University Lecture, Fall 2004
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • Performance
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • Case Study – Disney & Pixar
    Between 1995 and 2010, the boxoffice performances of Disney Animation and Pixar Animation products created two remarkably different trajectories.
    Global
    boxoffice
    revenues
    in millions
    of $
    Let’s analyze these trajectories in terms of ‘Orchestrating Change’ practices.
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • Case Study – Core Practices
    The Game: Different emphasis on Values yields different Market Ability outcomes
    Casting itself as a ‘defender of values’ kept the brand focused on its past, at the expense of market ability in the present. The deciding question “What would Walt have done?” could only be answered subjectively.
    Embracing Disney’s values wholeheartedly liberated Pixar to
    focus on what was most crucial to its success—market ability.
    the deciding question “What will Jobs do next?” could be
    answered objectively.
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • Case Study – Connecting Practices
    The Game: To engage with new communities, heed new voices and visions.
    By heeding primarily the sound of its own voice, Disney
    Animation crowded out new voices and limited its ability to
    engage new communities.
    By listening for new creative voices and heeding what was
    happening in Silicon Valley,Pixar was able to engage new (non-Disney) communities.
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • Case Study – Discovery Practices
    The Game: Different relationships betweenLearning and Creativity produce
    differentInnovation outcomes.
    Its dependence on stock footage, archival reference material
    and institutional knowledge limited its ability to innovate and,
    as a result, the market lost its enthusiasm for the brand.
    Tapping into the powerful knowledge flow and problem-solving
    culture of Silicon Valley let Pixarget to solutions faster and
    consistently turn creative discoveries into market-able innovation.
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • Appendix
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model
  • M
    Practices
    Outcomes
    p
    E
    K
    p = performing
    c = creating
    h = heeding
    d = deciding
    l = learning
    e = engaging
    M = Market Ability
    E = Empathy
    I = Innovation
    V = Values
    C = Community
    K = Knowledge
    h
    l
    c
    e
    I
    C
    d
    = Orchestration
    V
    These two diagrams show how practices can be orchestrated to produce business outcomes.
    In Example #1, directing resources toward heeding, learning and engaging results in Community activation.
    In Example #2, emphasis on learning and creating generates innovation, which, with skilled orchestration, results in Market Ability.
    Market
    Ability
    ‘Orch Charts’
    Example #1
    Example #2
    p
    h
    l
    l
    e
    c
    Community
    orch = heed, learn, engage
    orch = learn, create, perform
    Mike Bonifer/GameChangers
    Dave Gray/The Dachis Group
    The Improvisational Model