Working to create something wonderfulNaomi RussellManaging DirectorWonderbirdCongres PodiumkunstenRotterdam, 29 mei 2012  ...
The world we live in isconstantly changing6/1/2012   © Wonderbird Limited 2012. All right reserved   2
Cultural organisations need to beready and able to cope withchanged and changingcircumstances whilst staying trueto their ...
Change creates sterkte.It can be good.To be effective for the long term ithas to happen Inside Out.6/1/2012      © Wonderb...
First steps First in the heart is the dream, then the mind starts seeking a way…. Langston Hughes6/1/2012              © W...
Back to yourrootsEstablish your core andwhat can never change• What are you called?• What do you do?• Where have youcome f...
Are you up for the ride?6/1/2012   © Wonderbird Limited 2012. All right reserved   7
Or in this?6/1/2012      © Wonderbird Limited 2012. All right reserved   8
Most likely to be this…6/1/2012   © Wonderbird Limited 2012. All right reserved   9
Seriously….However great the vision, if you have the wrongpeople you won’t achieve it.• Build teams with aptitude as well ...
Great art, great ideas.Prioritise these things above all else.What is the point of giving access tomediocrity? Access to e...
Be excellent.What can you be best at?6/1/2012   © Wonderbird Limited 2012. All right reserved   12                        ...
Align action and values                                      • Who does your                                        organi...
The roman road‘turn neither to the left nor to the right … keep youreyes on the road’                                     ...
Set the right                                     priorities                                     and…STOP                 ...
Leadership & collectiveaccountability: without vision anddrive from the very top of yourorganisation – the ArtisticDirecto...
Individual accountability: beproactive and set yourselftargets, identify where you can makea contribution: find reasons to...
•     What does failure look like?•     How do you avoid it?•     How do you learn from it?•     How do you feel about it?...
My father and my grandfather taught me thatyou need to be perserverant. You should neverdiscourage, you must have good ide...
Changemakers                                                                                      Never satisfied –       ...
Are you a changemaker?If you are one, how do you behavein your organisation? How do yourespond to those who aren’t?If you ...
Be adaptive whatever role youperform. Adaptive peopledemonstrate: resilience, creativity, arehappy to be stretched, are op...
Facing the fear: when confronted withchallenge do you face it or avoid it?Change is unsettling. It can bring outresponses ...
Case study: Winning Words6/1/2012    © Wonderbird Limited 2012. All right reserved   24
A single ambitious idea to ‘carpet the nation in poetry’alongside the Olympic Games in 2012 by WilliamSieghart, poetry ent...
Change has resulted in: Winning Words changing thefuture for a small poetry charity. £1m is raised (x10usual annual budget...
Case study: Young Vic Theatre6/1/2012    © Wonderbird Limited 2012. All right reserved   27
What can we be best at? The Young Vic’sartistic and financial transformation from2000 onwards included reinvigorating thei...
Battersea Arts Centre: artists’ process    DECEMBER 05 - JANUARY 03, 2009         driving changenisteres unfoldWinningpers...
Playgrounding at Battersea Arts Centre meant applying theprinciples of ‘Scratch’ to the architectural and buildingdevelopm...
National Theatre, London: Financeand IT as changemakers?!:Efficiencies in areas of anorganisation considered the mostborin...
The NT had aspirations to be leaders in thefield of digital and innovation. This matchedAccenture’s brand values.Accenture...
So, what’s the change your organisationneeds to see?•     50:50 requirement of own income: subsidy by 2016?•     Different...
Thank you6/1/2012    © Wonderbird Limited 2012. All right reserved   34
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Change in practice - Naomi Russell | congres podiumkunsten 2012

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Naomi Russell reflects on a formative experience in her own career when she was part of huge changes for a theatre company in London – this transformed its future artistically and financially. She gives pointers of what to consider when thinking about change, how to pace change, characteristics of ‘change makers’ as individuals and give practical examples and insights. She challenges those attending on how to think about what change means for them individually inside their organizations – after all, as they say, the only person you can change is yourself…

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  • My talk today will be by no means exclusive and half an hour can by its nature cover only a few thingsI’d like in particular to leave 15 minutes at the end to take questions and hear more about changes you’re facing
  • This does not mean a clear list of tasksIt means being totally clear about the most important things to achieve. These may not be the most demanding or urgentIn the last year I have really learnt how to set priorities and try to be clear every day about the 3 things I must do
  • Example of when I was at the Donmar – Jill Ruddock
  • Asking the question about failure is the most important question you can ask when embarking on change. This is not about being a naysayer, it is about testing and refining and thinking about how to get it as right as right can be
  • Do you know that conversation that goes – why don’t we do this and someone says, well, because….
  • Always be prepared to operate differentlyI used to put on make up before a board meeting – like a mask!My operating at Rambert a consultancy role, taught me a lot, especially Nadia’s persistent focus and relentless need for detail
  • If you come to our workshop at 2.30 pm, you can hear more from my colleague Sarah Chambers who was the Director of Audiences, Marketing and Digital Strategy at the National until earlier this year.
  • Change in practice - Naomi Russell | congres podiumkunsten 2012

    1. 1. Working to create something wonderfulNaomi RussellManaging DirectorWonderbirdCongres PodiumkunstenRotterdam, 29 mei 2012 © Wonderbird Limited 2012. All right reserved 1
    2. 2. The world we live in isconstantly changing6/1/2012 © Wonderbird Limited 2012. All right reserved 2
    3. 3. Cultural organisations need to beready and able to cope withchanged and changingcircumstances whilst staying trueto their artistic mission and values.6/1/2012 © Wonderbird Limited 2012. All right reserved 3
    4. 4. Change creates sterkte.It can be good.To be effective for the long term ithas to happen Inside Out.6/1/2012 © Wonderbird Limited 2012. All right reserved 4
    5. 5. First steps First in the heart is the dream, then the mind starts seeking a way…. Langston Hughes6/1/2012 © Wonderbird Limited 2012. All right reserved 5
    6. 6. Back to yourrootsEstablish your core andwhat can never change• What are you called?• What do you do?• Where have youcome from?• What makes you unique? 6/1/2012 © Wonderbird Limited 2012. All right reserved 6
    7. 7. Are you up for the ride?6/1/2012 © Wonderbird Limited 2012. All right reserved 7
    8. 8. Or in this?6/1/2012 © Wonderbird Limited 2012. All right reserved 8
    9. 9. Most likely to be this…6/1/2012 © Wonderbird Limited 2012. All right reserved 9
    10. 10. Seriously….However great the vision, if you have the wrongpeople you won’t achieve it.• Build teams with aptitude as well as skills• Find people who are more than 100% committed and want to be part of achieving great results• That’s how you stay a team and are motivated when things are tough6/1/2012 © Wonderbird Limited 2012. All right reserved 10
    11. 11. Great art, great ideas.Prioritise these things above all else.What is the point of giving access tomediocrity? Access to excellence isthe only thing we should settle forand make happen.6/1/2012 © Wonderbird Limited 2012. All right reserved 11
    12. 12. Be excellent.What can you be best at?6/1/2012 © Wonderbird Limited 2012. All right reserved 12 12
    13. 13. Align action and values • Who does your organization say it is? • What’s it actually like at ground zero? • If these things are different take steps to change that 6/1/2012 © Wonderbird Limited 2012. All right reserved 13
    14. 14. The roman road‘turn neither to the left nor to the right … keep youreyes on the road’ In a world of constant change, agreeing your fundamentals is more important than ever Discipline is essential to define what is your ultimate goal and make decisions based on what will get you there If it doesn’t take you forward on the journey – don’t do it!6/1/2012 © Wonderbird Limited 2012. All right reserved 14
    15. 15. Set the right priorities and…STOP doing!6/1/2012 © Wonderbird Limited 2012. All right reserved 15
    16. 16. Leadership & collectiveaccountability: without vision anddrive from the very top of yourorganisation – the ArtisticDirector, Managing Director andBoard, change is virtuallyimpossible.Inside Out change requires topdown leadership and bottom upcommitment and contribution.6/1/2012 © Wonderbird Limited 2012. All right reserved 16
    17. 17. Individual accountability: beproactive and set yourselftargets, identify where you can makea contribution: find reasons to dothings rather than not to.For you: This will play a major part inyour professional development andjob satisfaction. For yourorganisation: it will deliver more.6/1/2012 © Wonderbird Limited 2012. All right reserved 17
    18. 18. • What does failure look like?• How do you avoid it?• How do you learn from it?• How do you feel about it?• Facing the prospect of failure and how to avoid it can be one of the most effective ways to make a strong plan6/1/2012 © Wonderbird Limited 2012. All right reserved 18
    19. 19. My father and my grandfather taught me thatyou need to be perserverant. You should neverdiscourage, you must have good ideas and go tothe end of your ideas with perserverance andstick to it. I think in business it’s really key tosuccess. Bernard ArnaultPace yourself.It’s a marathon not asprint!6/1/2012 © Wonderbird Limited 2012. All right reserved 19
    20. 20. Changemakers Never satisfied – what else can we do better? Highly Visionary and totally knowledgeable committed, reliable (expert or generalist) Connected Communicators Generous and open Impactful and ideliatistic6/1/2012 © Wonderbird Limited 2012. All right reserved 20
    21. 21. Are you a changemaker?If you are one, how do you behavein your organisation? How do yourespond to those who aren’t?If you aren’t one how will you copewith a changemaker?6/1/2012 © Wonderbird Limited 2012. All right reserved 21
    22. 22. Be adaptive whatever role youperform. Adaptive peopledemonstrate: resilience, creativity, arehappy to be stretched, are optimisticin the face of disappointment. Learnto be adaptive whatever your role inan organisation and find reasons todo rather than not to do. 6/1/2012 © Wonderbird Limited 2012. All right reserved 22
    23. 23. Facing the fear: when confronted withchallenge do you face it or avoid it?Change is unsettling. It can bring outresponses in individuals that are variedand often nothing to do with work andall about you! When it’s happeningrecognise your personal response. Aimto do one thing a week differently6/1/2012 © Wonderbird Limited 2012. All right reserved 23
    24. 24. Case study: Winning Words6/1/2012 © Wonderbird Limited 2012. All right reserved 24
    25. 25. A single ambitious idea to ‘carpet the nation in poetry’alongside the Olympic Games in 2012 by WilliamSieghart, poetry enthusiast, philanthropist andChairman of the Forward Arts Foundation transforms thelife and future of this small charity, in existence for 20years.The project itself creates: 6 permanent commissions ofpoetry in the Olympic Park, 100 poems across thevenues for the games, 7 towns across the UK doing theirown poetry installations, a nationwide educationprogramme and online poetry game, sports presentersand footballers reading poetry to camera forbroadcast on Big Screens during the games itself andan anthology with leading publisher Faber.6/1/2012 © Wonderbird Limited 2012. All right reserved 25 25
    26. 26. Change has resulted in: Winning Words changing thefuture for a small poetry charity. £1m is raised (x10usual annual budget) for the project, FAF becomes aNational Portfolio Organisation of Arts CouncilEngland, new vistas for funding are opened up, alongwith a new strategic role for FAF and impact on thepoetry sector in UK as a whole.Change also meant: a founder and Chairman whowas very emotionally connected has had to learn tooperate differently, existing freelancers used to doingtheir own thing have had to learn to become part ofa team and integrate their work, partnerships withpoetry organisations FAF barely talked to haveneeded to be forged (!) and stronger financialreporting has taken 2 years to achieve!6/1/2012 © Wonderbird Limited 2012. All right reserved 26
    27. 27. Case study: Young Vic Theatre6/1/2012 © Wonderbird Limited 2012. All right reserved 27
    28. 28. What can we be best at? The Young Vic’sartistic and financial transformation from2000 onwards included reinvigorating theidea of the Young Vic from its foundingprinciples, setting ambitious financial targetsto support new artistic vision, dismantling arelationship with the Royal ShakespeareCompany to create room for work by youngdirectors and giving away 10% of ticketswhilst building a risky budget.Was it successful? Yes.6/1/2012 © Wonderbird Limited 2012. All right reserved 28
    29. 29. Battersea Arts Centre: artists’ process DECEMBER 05 - JANUARY 03, 2009 driving changenisteres unfoldWinningpers Theosthe praise 6/1/2012 © Wonderbird Limited 2012. All right reserved 29
    30. 30. Playgrounding at Battersea Arts Centre meant applying theprinciples of ‘Scratch’ to the architectural and buildingdevelopment process. Scratch encourages artists toexperiment and take risks, to listen and respond tofeedback and to take time to develop their ideas.This approach placed artists and audiences at the centreof the design process for the capital project. It allowedideas to be tested before large expenditure committed.It resulted in more inter-department working andunderstanding, and a working practice where everymember of the team has habitual time forthinking, creativity and own projects. 6/1/2012 © Wonderbird Limited 2012. All right reserved 30
    31. 31. National Theatre, London: Financeand IT as changemakers?!:Efficiencies in areas of anorganisation considered the mostboring can have a profoundimpact on audiences and othertheatre companies as the NationalTheatre in London and the globalconsulting firm Accenture showed.6/1/2012 © Wonderbird Limited 2012. All right reserved 31
    32. 32. The NT had aspirations to be leaders in thefield of digital and innovation. This matchedAccenture’s brand values.Accenture seconded a consultant to the organisation who helped withstrategic advice on IT infrastructure, finance, website and ticketingcapabilities.Accenture also spearheaded a project for the NT to use technologymore effectively in Front of House areas - and worked with internalteams to create a big wall - a touch screen interactive wall thatshowcased production related contentThe finance and ticketing capabilities are now shared services withsmaller theatre companies, provided by the National Theatre, havingsector wide impact.The relationship has a back of house’ and front of houseexecution, and as well as being £ effective ensured a strong relationshipwas formed between sponsor staff and NT staff6/1/2012 © Wonderbird Limited 2012. All right reserved 32 32
    33. 33. So, what’s the change your organisationneeds to see?• 50:50 requirement of own income: subsidy by 2016?• Different domestic or international touring patterns?• Working in partnership with another organisation?• Restructuring?• A more active board?• Attracting new audiences?• Raising more money: full stop…6/1/2012 © Wonderbird Limited 2012. All right reserved 33
    34. 34. Thank you6/1/2012 © Wonderbird Limited 2012. All right reserved 34
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