EmcArts Webinar: November 12, 2009What is Innovation in the Arts,and Why Does It Matter?A conversation with:Richard Evans,...
Webinar Overview<br />Our definition of innovation<br />Why is innovation important?<br />Next steps YOU can take<br />
Innovation Lab for the Performing Arts<br />Doris Duke Charitable Foundation<br />New Pathways for the Arts Initiative<br ...
The Philadelphia Orchestra<br />STREB Lab for Action Mechanics<br />St. Paul Chamber Orchestra<br />HERE Arts Center<br />...
adaptability<br />strategic planning<br />gimmicks<br />creativity<br />novelty<br />new marketing<br />WHAT IS<br />selli...
Organizational innovations are instances of organizational change that: 1. result from a shift in underlying organizationa...
A Change in the Arts Climate<br />
Organizational innovations are instances of organizational change that: 1. result from a shift in underlying organizationa...
How a Shift in Assumptions Leads to an Innovative Strategy: Examples<br />Community Schools of the Arts<br />
Organizational innovations are instances of organizational change that: 1. result from a shift in underlying organizationa...
Innovation<br />Breakthrough Change<br />Organizational<br />Performance<br />Continuous Improvement<br />Time<br />
Organizational innovations are instances of organizational change that: 1. result from a shift in underlying organizationa...
Discontinuous from Previous Practice: The Memphis Symphony<br />“Leading from Every Chair”<br />
Organizational innovations are instances of organizational change that:1. result from a shift in underlying organizational...
Three questions to get you thinking…<br />Which of our fundamental assumptions about our organization no longer fit the ev...
Experiments and Prototypes<br />Experimentsare designed to “Fail early, fail fast, fail cheap.”<br />Their purpose is to h...
Questions for your emerging new strategy…<br />What experiment can you do within the next month?<br />What can you prototy...
Thank you for participating!<br />
Contact Us:EmcArts127 West 122nd StreetNew York, NY 10027www.EmcArts.org(212) 362-8541<br />
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C:\users\kurt\desktop\webinar edited for slideshare august 2010 v2

  1. 1. EmcArts Webinar: November 12, 2009What is Innovation in the Arts,and Why Does It Matter?A conversation with:Richard Evans, PresidentJohn Shibley, Director of Organizational LearningEmcArts<br />
  2. 2. Webinar Overview<br />Our definition of innovation<br />Why is innovation important?<br />Next steps YOU can take<br />
  3. 3. Innovation Lab for the Performing Arts<br />Doris Duke Charitable Foundation<br />New Pathways for the Arts Initiative<br />New Haven, Denver, New York City<br />Arts Innovation Fund<br />James R. Irvine Foundation<br />
  4. 4. The Philadelphia Orchestra<br />STREB Lab for Action Mechanics<br />St. Paul Chamber Orchestra<br />HERE Arts Center<br />The de Young Museum<br />University Musical Society<br />The Hammer Museum<br />Orchestra Nashville<br />Oregon Shakespeare Festival<br />San Diego Opera<br />Roadside Theatre<br />Pacific Symphony<br />SpokaneSymphony<br />Bill T. Jones/Arnie Zane & Dance Theatre Workshop<br />Louisiana Philharmonic Orchestra<br />Berkeley Repertory Theatre<br />MAPP International<br />Orchestra of St. Luke’s<br />The Civilians<br />Chicago Symphony Orchestra<br />COCA<br />The Oakland Museum of California<br />Los Angeles Museum of Contemporary Art<br />Yerba Buena Center for the Arts<br />San Francisco Symphony<br />Memphis Symphony<br />San Francisco Ballet<br />Los Angeles Music Center<br />LA Philharmonic<br />La Jolla Playhouse<br />American Composers Orchestra<br />Children’s Theatre Company<br />Los Angeles County Museum of Art<br />Old Globe Theatre<br />Liz Lerman Dance Exchange<br />San Francisco Museum of Modern Art<br />Atlanta Symphony<br />
  5. 5. adaptability<br />strategic planning<br />gimmicks<br />creativity<br />novelty<br />new marketing<br />WHAT IS<br />selling out<br />visionary leadership<br />disruption<br />INNOVATION ?<br />radical restructuring<br />new products<br />ambition<br />invention<br />new strategies<br />imagination<br />creative disruption<br />latest thing<br />cutting edge<br />
  6. 6. Organizational innovations are instances of organizational change that: 1. result from a shift in underlying organizational assumptions 2. are discontinuous from previous practice 3. provide new pathways to fulfilling the mission<br />
  7. 7. A Change in the Arts Climate<br />
  8. 8. Organizational innovations are instances of organizational change that: 1. result from a shift in underlying organizational assumptions 2. are discontinuous from previous practice 3. provide new pathways to fulfilling the mission<br />
  9. 9. How a Shift in Assumptions Leads to an Innovative Strategy: Examples<br />Community Schools of the Arts<br />
  10. 10. Organizational innovations are instances of organizational change that: 1. result from a shift in underlying organizational assumptions2. are discontinuous from previous practice 3. provide new pathways to fulfilling the mission<br />
  11. 11. Innovation<br />Breakthrough Change<br />Organizational<br />Performance<br />Continuous Improvement<br />Time<br />
  12. 12. Organizational innovations are instances of organizational change that: 1. result from a shift in underlying organizational assumptions 2. are discontinuous from previous practice 3. provide new pathways to fulfilling the mission<br />
  13. 13. Discontinuous from Previous Practice: The Memphis Symphony<br />“Leading from Every Chair”<br />
  14. 14. Organizational innovations are instances of organizational change that:1. result from a shift in underlying organizational assumptions 2. are discontinuous from previous practice 3. provide new pathways to fulfilling the mission<br />
  15. 15. Three questions to get you thinking…<br />Which of our fundamental assumptions about our organization no longer fit the evidence, and what new assumptions should we consider?<br />If those new assumptions are right, what mission-centered strategies do they suggest that would be a real departure from our past practice?<br />And which of the strategies that we can imagine would provide genuine new pathways to fulfilling our mission?<br />
  16. 16. Experiments and Prototypes<br />Experimentsare designed to “Fail early, fail fast, fail cheap.”<br />Their purpose is to help you learn something. <br />Prototypesare more involved and expensive. They are designed<br />to make an external impact, as well as to help you learn.<br />
  17. 17. Questions for your emerging new strategy…<br />What experiment can you do within the next month?<br />What can you prototype within three months?<br />What can you prototype by the end of the season?<br />
  18. 18. Thank you for participating!<br />
  19. 19. Contact Us:EmcArts127 West 122nd StreetNew York, NY 10027www.EmcArts.org(212) 362-8541<br />

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