Business Unusual: Using Innovation to assist Arts Organizations in thriving beyond the recession EmcArts Inc. 127 West 122...
Organizational Stability Critical organizational qualities Adaptive Capacity s u s t a i n a b i l i t y
Four Organizational Conditions NEEDING MOMENTUM Relatively Stable Challenged to Adapt PROMISING POTENTIAL Relatively Unsta...
Programs of Support NEW PATHWAYS PROGRAM Relatively Stable Challenged to Adapt NEW PATHWAYS PROGRAM Relatively Unstable   ...
Details of each Program <ul><li>INNOVATION </li></ul><ul><li>LAB </li></ul><ul><li>Extended frame- </li></ul><ul><li>work ...
Details of each Program <ul><li>INNOVATION </li></ul><ul><li>LAB </li></ul><ul><li>Extended frame- </li></ul><ul><li>work ...
Details of each Program <ul><li>NEW PATHWAYS </li></ul><ul><li>PROGRAM </li></ul><ul><li>Condensed period of </li></ul><ul...
Business Unusual Contact: Melissa Dibble Director of Client Partnerships 212.362.8541, x. 24 [email_address] EmcArts Inc. ...
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2009 07 20

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2009 07 20

  1. 1. Business Unusual: Using Innovation to assist Arts Organizations in thriving beyond the recession EmcArts Inc. 127 West 122 nd Street New York, NY 10027 July 2009 Richard Evans President, EmcArts Inc
  2. 2. Organizational Stability Critical organizational qualities Adaptive Capacity s u s t a i n a b i l i t y
  3. 3. Four Organizational Conditions NEEDING MOMENTUM Relatively Stable Challenged to Adapt PROMISING POTENTIAL Relatively Unstable Likely to Be Able to Adapt THE NEW LEADERS Relatively Stable Likely to Be Able to Adapt SHOWING LITTLE VALUE Relatively Unstable Challenged to Adapt Organizational Stability Adaptive Capacity
  4. 4. Programs of Support NEW PATHWAYS PROGRAM Relatively Stable Challenged to Adapt NEW PATHWAYS PROGRAM Relatively Unstable Likely to Be Able to Adapt INNOVATION LAB PROGRAM Relatively Stable Likely to Be Able to Adapt HOSPICE PROGRAM Relatively Unstable Challenged to Adapt Organizational Stability Adaptive Capacity
  5. 5. Details of each Program <ul><li>INNOVATION </li></ul><ul><li>LAB </li></ul><ul><li>Extended frame- </li></ul><ul><li>work to focus and </li></ul><ul><li>propel projects </li></ul><ul><li>Time for research, </li></ul><ul><li>planning and </li></ul><ul><li>prototyping </li></ul><ul><li>Risk capital to </li></ul><ul><li>underwrite </li></ul><ul><li>experimentation </li></ul><ul><li>Expert content </li></ul><ul><li>and process </li></ul><ul><li>facilitation </li></ul>
  6. 6. Details of each Program <ul><li>INNOVATION </li></ul><ul><li>LAB </li></ul><ul><li>Extended frame- </li></ul><ul><li>work to focus and </li></ul><ul><li>propel projects </li></ul><ul><li>Time for research, </li></ul><ul><li>planning and </li></ul><ul><li>prototyping </li></ul><ul><li>Risk capital to </li></ul><ul><li>underwrite </li></ul><ul><li>experimentation </li></ul><ul><li>Expert content </li></ul><ul><li>and process </li></ul><ul><li>facilitation </li></ul><ul><li>HOSPICE PROGRAM </li></ul><ul><li>Detailed financial </li></ul><ul><li>analysis </li></ul><ul><li>Repeated communi- </li></ul><ul><li>cation with stake- </li></ul><ul><li>holders and creditors </li></ul><ul><li>Plan for collection of </li></ul><ul><li>receivables and debt </li></ul><ul><li>reduction/forgiveness </li></ul><ul><li>Plan for dispersal of </li></ul><ul><li>fixed assets and </li></ul><ul><li>conclusion of all </li></ul><ul><li>employment </li></ul><ul><li>Ordered cessation of </li></ul><ul><li>business and </li></ul><ul><li>community grieving </li></ul>
  7. 7. Details of each Program <ul><li>NEW PATHWAYS </li></ul><ul><li>PROGRAM </li></ul><ul><li>Condensed period of </li></ul><ul><li>intense focus </li></ul><ul><li>Rapid situational </li></ul><ul><li>assessment </li></ul><ul><li>Analysis of adaptive </li></ul><ul><li>capacity </li></ul><ul><li>Surfacing of innovation </li></ul><ul><li>potential: identifying new </li></ul><ul><li>pathways </li></ul><ul><li>Choices around restruc- </li></ul><ul><li>turing </li></ul><ul><li>Financial modeling and </li></ul><ul><li>prototyping </li></ul><ul><li>INNOVATION </li></ul><ul><li>LAB </li></ul><ul><li>Extended frame- </li></ul><ul><li>work to focus and </li></ul><ul><li>propel projects </li></ul><ul><li>Time for research, </li></ul><ul><li>planning and </li></ul><ul><li>prototyping </li></ul><ul><li>Risk capital to </li></ul><ul><li>underwrite </li></ul><ul><li>experimentation </li></ul><ul><li>Expert content </li></ul><ul><li>and process </li></ul><ul><li>facilitation </li></ul><ul><li>HOSPICE PROGRAM </li></ul><ul><li>Detailed financial </li></ul><ul><li>analysis </li></ul><ul><li>Repeated communi- </li></ul><ul><li>cation with stake- </li></ul><ul><li>holders and creditors </li></ul><ul><li>Plan for collection of </li></ul><ul><li>receivables and debt </li></ul><ul><li>reduction/forgiveness </li></ul><ul><li>Plan for dispersal of </li></ul><ul><li>fixed assets and </li></ul><ul><li>conclusion of all </li></ul><ul><li>employment </li></ul><ul><li>Ordered cessation of </li></ul><ul><li>business and </li></ul><ul><li>community grieving </li></ul>
  8. 8. Business Unusual Contact: Melissa Dibble Director of Client Partnerships 212.362.8541, x. 24 [email_address] EmcArts Inc. 127 West 122 nd Street New York, NY 10027 July 2009
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