The Improvisational Model<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />
This is your company. <br />Your brand. <br />You.<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The...
It is not a question of whether things will change. <br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />T...
?<br />?<br />?<br />It is a question of how.<br />?<br />?<br />?<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachi...
p<br />The Improvisational Model is an improvisation-based system for individuals and organizations to consistently genera...
p<br />Performing<br />Heeding<br />Learning<br />The six Practices are in natural tension with one another. Think of them...
Market Ability<br />Performing<br />Empathy<br />Knowledge<br />Heeding<br />Learning<br />Outcomes<br />Outcomes<br />The...
p<br />p<br />Performing<br />Heeding<br />Learning<br />By continuously tuning and harmonizing the Practices, managers ca...
p<br />p<br />Game<br />Game<br />There is a game structure to every business scene. The crucial question is whether a gam...
p<br />p<br />Game<br />Game<br />The elements of an improvised game are: Objectives, Environments, Roles and Rules.<br />...
Market Ability<br />Performing<br />Empathy<br />Knowledge<br />Heeding<br />Learning<br />Outcomes<br />Outcomes<br />Lea...
Citations<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
 <br />“Improvisation has a positive effect on team innovation when combined with team and contextual moderating factors. ...
A study published in the October, 2010, issue of Science concluded that “a group’s collective intelligence accounts for a ...
I <br />“I have noticed in the companies that I’ve started<br />and funded and been associated with, that those<br />compa...
Performance<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
Case Study – Disney & Pixar<br />Between 1995 and 2010, the boxoffice performances of Disney Animation and Pixar Animation...
Case Study – Core Practices<br />The Game: Different emphasis on Values yields different Market Ability outcomes<br />Cast...
Case Study – Connecting Practices<br />The Game: To engage with new communities, heed new voices and visions.<br />By heed...
Case Study – Discovery Practices<br />The Game: Different relationships betweenLearning and Creativity produce <br />diffe...
Appendix<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
M<br />Practices<br />Outcomes<br />p<br />E<br />K<br />p = performing<br />c = creating<br />h = heeding<br />d = decidi...
Gc imp model_subset1_052911
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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.

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  • Plan de Mejoramiento Institucional; Programa Calidad y Pertinencia Educativa
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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
  • Transcript of "Gc imp model_subset1_052911"

    1. 1. The Improvisational Model<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />
    2. 2. This is your company. <br />Your brand. <br />You.<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    3. 3. It is not a question of whether things will change. <br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    4. 4. ?<br />?<br />?<br />It is a question of how.<br />?<br />?<br />?<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    5. 5. p<br />The Improvisational Model is an improvisation-based system for individuals and organizations to consistently generate positive outcomes in a dynamic business environment<br />It operates on six sets of behaviors, or ‘Practices’ that can be learned and shared across your enterprise.<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    6. 6. p<br />Performing<br />Heeding<br />Learning<br />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.<br />Engaging<br />Creating<br />Deciding<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    7. 7. Market Ability<br />Performing<br />Empathy<br />Knowledge<br />Heeding<br />Learning<br />Outcomes<br />Outcomes<br />The six Practices result in six types of Outcomes that define your brand in the conceptual, virtual and physical dimensions which it performs.<br />Engaging<br />Creating<br />Community<br />Innovation<br />Deciding<br />Values<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    8. 8. p<br />p<br />Performing<br />Heeding<br />Learning<br />By continuously tuning and harmonizing the Practices, managers can orchestrate different business outcomes.<br />Engaging<br />Creating<br />Deciding<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    9. 9. p<br />p<br />Game<br />Game<br />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.<br />Skillful leaders can tell the difference, and, when necessary, do something about it by, literally, changing the game.<br />Game<br />Game<br />Game<br />Game<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    10. 10. p<br />p<br />Game<br />Game<br />The elements of an improvised game are: Objectives, Environments, Roles and Rules.<br />Leaders can use game structure to adjust tensions between the Practices and orchestrate outcomes.<br />Game<br />Game<br />Game<br />Game<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    11. 11. Market Ability<br />Performing<br />Empathy<br />Knowledge<br />Heeding<br />Learning<br />Outcomes<br />Outcomes<br />Leadership is Orchestration<br />Engaging<br />Creating<br />Community<br />Innovation<br />Deciding<br />Values<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    12. 12. Citations<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    13. 13.  <br />“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.’<br />Improvisation and Innovative Performance in Teams<br />Vera and Crossan; Organization Science, May-June 2005, pp. 203-224<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    14. 14. 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.”<br />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.” <br />Evidence for a Collective Intelligence Factor in the Performance of Groups<br />Woolley, Chabris, Pentland, Hamshi and Malone<br />Science, 29 October 2010 Vol. 330 no. 6004 pp. 686-688 <br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    15. 15. I <br />“I have noticed in the companies that I’ve started<br />and funded and been associated with, that those<br />companies that are fundamentally founded to<br />change the world, to make the world a better place,<br />to make meaning, are the companies that make a<br />difference. They are the companies that succeed.<br />“If you start a company with the intention to make <br />meaning you will probably make money. If you start <br />with the intention of making money, you won’t make meaning, and you probably won’t make money.”<br />Make Meaning With Your Company<br />Guy Kawasaki; Founder, Garage Technology Ventures; Academic Earth; Stanford University Lecture, Fall 2004<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    16. 16. Performance<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    17. 17. Case Study – Disney & Pixar<br />Between 1995 and 2010, the boxoffice performances of Disney Animation and Pixar Animation products created two remarkably different trajectories. <br />Global<br />boxoffice<br />revenues<br />in millions<br />of $<br />Let’s analyze these trajectories in terms of ‘Orchestrating Change’ practices. <br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    18. 18. Case Study – Core Practices<br />The Game: Different emphasis on Values yields different Market Ability outcomes<br />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.<br />Embracing Disney’s values wholeheartedly liberated Pixar to<br />focus on what was most crucial to its success—market ability. <br />the deciding question “What will Jobs do next?” could be <br />answered objectively.<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    19. 19. Case Study – Connecting Practices<br />The Game: To engage with new communities, heed new voices and visions.<br />By heeding primarily the sound of its own voice, Disney <br />Animation crowded out new voices and limited its ability to <br />engage new communities.<br />By listening for new creative voices and heeding what was <br />happening in Silicon Valley,Pixar was able to engage new (non-Disney) communities. <br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    20. 20. Case Study – Discovery Practices<br />The Game: Different relationships betweenLearning and Creativity produce <br />differentInnovation outcomes.<br />Its dependence on stock footage, archival reference material<br />and institutional knowledge limited its ability to innovate and,<br />as a result, the market lost its enthusiasm for the brand.<br />Tapping into the powerful knowledge flow and problem-solving <br />culture of Silicon Valley let Pixarget to solutions faster and <br />consistently turn creative discoveries into market-able innovation.<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    21. 21. Appendix<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />
    22. 22. M<br />Practices<br />Outcomes<br />p<br />E<br />K<br />p = performing<br />c = creating<br />h = heeding<br />d = deciding<br />l = learning<br />e = engaging<br />M = Market Ability<br />E = Empathy<br />I = Innovation<br />V = Values<br />C = Community<br />K = Knowledge<br />h<br />l<br />c<br />e<br />I<br />C<br />d<br />= Orchestration<br />V<br />These two diagrams show how practices can be orchestrated to produce business outcomes. <br />In Example #1, directing resources toward heeding, learning and engaging results in Community activation. <br />In Example #2, emphasis on learning and creating generates innovation, which, with skilled orchestration, results in Market Ability.<br />Market <br />Ability<br />‘Orch Charts’<br />Example #1<br />Example #2<br />p<br />h<br />l<br />l<br />e<br />c<br />Community<br />orch = heed, learn, engage <br />orch = learn, create, perform<br />Mike Bonifer/GameChangers<br />Dave Gray/The Dachis Group<br />The Improvisational Model<br />

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