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Managing	  	  SOCIAL	  INNOVATION	  Stephen	  Huddart,	  President	  and	  CEO,	  The	  J.	  W.	           McConnell	  Fam...
•  WHAT	  IS	  ‘SOCIAL	  INNOVATION’?	  
WHY	  DO	  WE	  NEED	  MANAGERS	  	  	  	      SKILLED	  AT	  SOCIAL	  INNOVATION?	  
COMPLEX	  CHALLENGES…	  
INEFFECTIVE	  LEADERSHIP	  
 	             MANAGING	  OURSELVES,	  	               ENABLING	  OTHERS	                      	  
 	                 PRINCIPLE	  #	  1	  WE	  ARE	  PART	  OF	  THE	  SYSTEM	  WE’RE	             TRYING	  TO	  CHANGE.	  	 ...
                     	                      	                      	           PRINCIPLE	  #	  2	   CHANGING	  OUR	  OWN	 ...
PRINCIPLE	  #	  3	  	  PUT	  THE	  ISSUE	  THE	  CENTRE.	  
“THE	  INNOVATOR’S	  DNA”	  •  Ques?oning	  •  Observing	  •  Experimen?ng	  •  Networking	  •  Associa?ng	         	     ...
“THE	  INNOVATOR’S	  DNA”	  
CREATING	  INNOVATIVE	     ORGANIZATIONS	  
INNOVATION	  at	  PIXAR	           THREE	  PRINCIPLES	            	           1.  Anyone	  can	  have	  a	  good	  idea.	 ...
GENERATE	  SOCIAL	  INNOVATION	  •    Mo?vate	  with	  the	  challenge	  •    Accept	  and	  learn	  from	  failure	  •   ...
 THE	  ADAPTIVE	  CYCLE	  
TOWARD	  A	  CULTURE	  OF	  CONTINUOUS	  SOCIAL	  INNOVATION	  
MANAGING	  ACROSS	  SECTORS	                                                 Media	       Academics	                      ...
Thank	  you	                      Stephen	  Huddart	  CEO	  and	  President,	  J.W.	  McConnell	  Founda?on	   Founder	  o...
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Managing social innovation

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* why do we need managers who are skilled at social innovation?
* what are the key capacities that leaders and managers bring to social innovation?
* how do we create a social innovation culture inside our organisations?
* how do we become a society that practices continuous social innovation?

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Transcript of "Managing social innovation"

  1. 1. Managing    SOCIAL  INNOVATION  Stephen  Huddart,  President  and  CEO,  The  J.  W.   McConnell  Family  Founda?on  
  2. 2. •  WHAT  IS  ‘SOCIAL  INNOVATION’?  
  3. 3. WHY  DO  WE  NEED  MANAGERS         SKILLED  AT  SOCIAL  INNOVATION?  
  4. 4. COMPLEX  CHALLENGES…  
  5. 5. INEFFECTIVE  LEADERSHIP  
  6. 6.     MANAGING  OURSELVES,     ENABLING  OTHERS    
  7. 7.     PRINCIPLE  #  1  WE  ARE  PART  OF  THE  SYSTEM  WE’RE   TRYING  TO  CHANGE.      
  8. 8.         PRINCIPLE  #  2   CHANGING  OUR  OWN  BELIEFS  AND  BEHAVIOURS  CHANGES  THE  SYSTEM.            
  9. 9. PRINCIPLE  #  3    PUT  THE  ISSUE  THE  CENTRE.  
  10. 10. “THE  INNOVATOR’S  DNA”  •  Ques?oning  •  Observing  •  Experimen?ng  •  Networking  •  Associa?ng     From  The  Innovator’s  DNA,  Dyer,  Gregorson,  Christensen  
  11. 11. “THE  INNOVATOR’S  DNA”  
  12. 12. CREATING  INNOVATIVE   ORGANIZATIONS  
  13. 13. INNOVATION  at  PIXAR   THREE  PRINCIPLES     1.  Anyone  can  have  a  good  idea.   2.  Everyone  is  allowed  to  talk  to  anyone   3.  Share  knowledge  with  academics  
  14. 14. GENERATE  SOCIAL  INNOVATION  •  Mo?vate  with  the  challenge  •  Accept  and  learn  from  failure  •  Encourage  and  enable  collabora?on  •  Enhance  Diversity  •  Map  the  stages  of  crea?vity  
  15. 15.  THE  ADAPTIVE  CYCLE  
  16. 16. TOWARD  A  CULTURE  OF  CONTINUOUS  SOCIAL  INNOVATION  
  17. 17. MANAGING  ACROSS  SECTORS   Media   Academics   PRIVATE   SECTOR   Affected   populaUons  New  technologies   PUBLIC   SOCIAL   SECTOR   SECTOR  
  18. 18. Thank  you   Stephen  Huddart  CEO  and  President,  J.W.  McConnell  Founda?on   Founder  of  Social  Innova?on  Genera?on  (SiG)   www.sigenera?on.ca    
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