My slides for a short talk on creating a culture of innovation in Libraries delivered at the ARL Membership Meeting in Washington, DC (Oct 8, 2014). Observations fall into three categories: Platforms, People and Practice - with a dash of Persistence. Note: I'm not sure if the slides will make sense on their own!
This presentation shows a sneak peak at the ‘new shoes today business & operating model’.
Feel free to copy, use, paint over, change and update!
Just do us a favor and mention you got it from new shoes today.
new shoes today is a growing number of soulmates in business and the arts who give support to people and organisations on their road to creation, innovation and change.
We organise meetings, deliver keynotes, develop courses, give workshops, create art, train experts, spread knowledge, share experiences, provide platforms, give advice, write articles, build bridges and connect people.
Together with clients we take on 21st century challenges.
Our values:
real - open - drive - fun - care - today
www.newshoestoday.com
This presentation values and introduces Richard David Precht's creative work and analyses his doings from the view point of the psychology of creativity. Especially the topics of nature nurture debate, the motivation for creativity, the creative process and the importance of intelligence are discussed.
The presentation shows his takes on these topics aswell as a snapshot from the scientific debate around them and also provides a selection of suitable quotes of him.
Richard David Precht is a German philosopher and public intellectual.
Specialists & Generalists: Team up for SuccessHeather Wilde
Presentation given at the 2015 Kansas City Developer Conference (#kcdc2015) that gives a plan for Generalists to find their way onto teams at all levels of a company, and for Specialists to help become more integrated.
This presentation shows a sneak peak at the ‘new shoes today business & operating model’.
Feel free to copy, use, paint over, change and update!
Just do us a favor and mention you got it from new shoes today.
new shoes today is a growing number of soulmates in business and the arts who give support to people and organisations on their road to creation, innovation and change.
We organise meetings, deliver keynotes, develop courses, give workshops, create art, train experts, spread knowledge, share experiences, provide platforms, give advice, write articles, build bridges and connect people.
Together with clients we take on 21st century challenges.
Our values:
real - open - drive - fun - care - today
www.newshoestoday.com
This presentation values and introduces Richard David Precht's creative work and analyses his doings from the view point of the psychology of creativity. Especially the topics of nature nurture debate, the motivation for creativity, the creative process and the importance of intelligence are discussed.
The presentation shows his takes on these topics aswell as a snapshot from the scientific debate around them and also provides a selection of suitable quotes of him.
Richard David Precht is a German philosopher and public intellectual.
Specialists & Generalists: Team up for SuccessHeather Wilde
Presentation given at the 2015 Kansas City Developer Conference (#kcdc2015) that gives a plan for Generalists to find their way onto teams at all levels of a company, and for Specialists to help become more integrated.
Innovation isn’t about a genius working in isolation. Good ideas are formed from a series of previously unconnected connections. So how do you increase your chances of making those connections to improve your fundraising?
CDS: learning in the 21st century updatedTerryMroczek
Collective Digital Storytelling is a Learning approach that combines Organizational Storytelling with digital capture. It is a highly engaging approach to learning that encourages systems thinking, examination of mental models and facilitates team learning through multi-perspective storytelling.
Presentation on building a learning culture melding principles & practices from systems thinking, Satir, Shu Ha Ri. Ends with a learning map you can use to help build a learning culture on your agile team.
Design Thinking Action Lab
Lecturer: Leticia Britos Cavagnaro: Ph.D., Deputy Director of the National Center for Engineering Pathways to Innovation (Epicenter), Stanford University
Creating culture for innovation and creativityHari Babu
How the business world in the present scenerio needs the creative knowledge and innovative ability to cope up with the competencies?
How the culture in an organization effects and its aspects.
Innovation isn’t about a genius working in isolation. Good ideas are formed from a series of previously unconnected connections. So how do you increase your chances of making those connections to improve your fundraising?
CDS: learning in the 21st century updatedTerryMroczek
Collective Digital Storytelling is a Learning approach that combines Organizational Storytelling with digital capture. It is a highly engaging approach to learning that encourages systems thinking, examination of mental models and facilitates team learning through multi-perspective storytelling.
Presentation on building a learning culture melding principles & practices from systems thinking, Satir, Shu Ha Ri. Ends with a learning map you can use to help build a learning culture on your agile team.
Design Thinking Action Lab
Lecturer: Leticia Britos Cavagnaro: Ph.D., Deputy Director of the National Center for Engineering Pathways to Innovation (Epicenter), Stanford University
Creating culture for innovation and creativityHari Babu
How the business world in the present scenerio needs the creative knowledge and innovative ability to cope up with the competencies?
How the culture in an organization effects and its aspects.
Presentation: Creating a Culture of InnovationIdeaScale
IdeaScale hosted guest speaker Joe Brummer from Community Mediation, Inc. for a workshop addressing one of innovation’s most common challenges: creating a culture that is conducive to innovation and innovative ideas. Brummer introduces communication tactics that have been successfully applied in other IdeaScale innovation programs. View the webinar recording here: http://youtu.be/OzMt-WEYO9Y
IoT@Home aims to demonstrate how wearable and sensor technologies at home can be leveraged to help improve the home living experience, illustrated by better wellness management and enabling active ageing. It also serves to show how these technologies can help promote the development of a broader ecosystem of businesses, by highlighting the rich possibilities enabled by sensor data.
Vibrant Gujarat Summit on Innovation & Research developmentVibrant Gujarat
Recognizing the need for growth in competitiveness, employment and the economy, the Government has declared 2010‐2020 as ‘decade of innovation’ giving impetus to R&D.Intellectual Property Rights (IPR) have increased from 137,900 in 2006‐07 to 269,500 in 2012‐13 ISRO has evolved a programme called RESPOND through which financial support is provided for conducting research and development activities related to Space Science, Space Technology and Space Application to academia in India.
This Guide for Executives is aimed at senior healthcare leaders. It provides 31 practical tips for leaders
who want to contribute positively to the culture for innovation in their organisations and systems.
A more in-depth practitioners guide, Creating the Culture for Innovation, provides much more
detailed advice and guidance, a host of additional examples, and information about an online staff
survey that can be used to assess, benchmark and understand the culture for innovation.
A Byte Breakfast talk from 383 on how culture and innovation.
This talk looks at some tools and processes employed by organisations where the culture supports faster innovation.
http://383project.com/blog/creating-a-culture-for-innovation-byte-breakfast/
How Do The Classic “7PS” Of Marketing Stack Up In The Era Of Social Media?
Back in the 1960s, marketing guru E. Jerome McCarthy introduced the “4Ps” of marketing to drive revenue growth: product, price, promotion, and place. That formula was later expanded to “7Ps,” and while they remain a sound starting point for any organization analyzing its growth strategy, the rules for implementing them have changed.
Digital communication technologies are altering consumer behavior in ways McCarthy and his adherents could never have imagined. Here’s my own take on three new pieces of the puzzle that every growth-minded company needs to bear in mind.
Additional reading @ http://shadoka.com/the-three-new-rules-of-growth-hacking.
Innovation is a continual process of invention, reinvention, and discovery, and for this reason leaders must always set their sights on long-term goals. Here's 8 ways to bring this understanding to your company culture.
This presentation sums up the numerous, but not all, innovative Human Resource practices that are being followed by IKEA to attain & retain the best talent in the industry.
NHRDN - Learning Centre Workshop on "Innovative HR Practices that make a Difference - Unleash the true Human Capital...Now!"
The Facilitators :
Rushil Mhatre - Associate Vice President - Human Resources, Dhanalaxmi Bank
Custan D'souza - Project Manager - Information Technology, ICICI Lombard
The Future Of Work & The Work Of The FutureArturo Pelayo
What Happens When Robots And Machines Learn On Their Own?
This slide deck is an introduction to exponential technologies for an audience of designers and developers of workforce training materials.
The Blended Learning And Technologies Forum (BLAT Forum) is a quarterly event in Auckland, New Zealand that welcomes practitioners, designers and developers of blended learning instructional deliverables across different industries of the New Zealand economy.
Taking the next step: Building Organisational Co-design CapabilityPenny Hagen
A presentation on building organisational co-design capability, shared as part of Master Class for Design 4 Social Innovation Conference in Sydney, 2014. http://design4socialinnovation.com.au/
For a little more context on the slides and the handout used as the basis for discussion in the MasterClass see: http://www.smallfire.co.nz/2014/10/22/building-organisational-co-design-capability/
Creative Commons Open Business Models, Case Studies, & FindingsPaul_Stacey
Presentation given at Open Education Conference 2015 in Vancouver British Columbia, November 19, 2015.
Description: In March of 2015, with support from the Hewlett Foundation, Creative Commons launched an open business model initiative aimed squarely at showing how Creative Commons licenses can, and are, used by business, nonprofits and governments. This initiative emerged out of a need to show how organizations and creators can produce OER and other Creative Commons licensed works in a way that generates social good in sustainable and financially sound ways.
Creative Commons open business model initiative is being done in an interactive community-based way using an open business model canvas and an online community for sharing and discussion. Creative Commons directly collaborates with organizations using a process that supports both autonomous and collaborative design, development of open business model designs, and ensuing analysis of the results.
In this panel presentation, organizations who worked with Creative Commons to generate an open business model will share their experience. They will describe their motivations, explain how they engaged in the Creative Commons open business model process, outline what they learned, and reveal new opportunities and directions they took as a result.
Creative Commons will describe the tools and processes it used and how those tools and processes evolved and changed through community interaction. Latest versions of tools and process will be compared to starting ones and made available to all participants. Analysis insights from both panel organizations and Creative Commons will be shared.
Creative Commons will outline open business models lessons learned, the types and categories of open business models that emerged, and summarize key findings. Next steps, opportunities for participation and future plans will be described.
Attendees of this session will gain:
- an understanding of the open business model initiative and process
- hands on access to the open business model canvas and other tools they can use to develop their own open business model
- knowledge and insights into how open business models work
- strategies and tactics they can incorporate into their own open business model initiative
- the opportunity to get involved in the initiative in an open and collaborative way
Climate-KIC Journey in YES!Delft, 15 July 2015Frans Nauta
Teaching Entrepreneurship and Innovation in the Climate-KIC Summer School, year five (?). Best class ever, thx for the engaged discussion, it was a great pleasure to teach.
Lecture 1 MOOC@TU9: Entrepreneurship by Prof. Brettelmooctu9
Do you want to acquire information about entrepreneurship research at the RWTH Aachen?
Here you get insights into the entrepreneurial development of the Streetscooter!
Agile Product Management - Co-Training with Angel Medinilla (c)Andrea Darabos
Agile Product Management course as part of the Agile Kaizen (c) training portfolio.
See more at
http://www.proyectalis.com/AgileKaizen/
www.leanadvantage.co.uk
Managing Open Innovation and Enterprise CollaborationSimon Boucher
The open innovation model is driven by a structure and a stage gate process. This a presentation of 2 innovation models, example and description of the proposed process powered by Tools from Salesforce.com
Key learning points from the anti-conference organized by Business Arena Oy on themes of science-to-business, university-business-cooperation and creating long-term results with short-term projects. Active ownership is the key!
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Open Your Mind, Open Your Library (Slides): Texas Library Association 2016M.J. D'Elia
As libraries face new technologies, shifting priorities, and ever-increasing competition for resources, they must learn to respond creatively to problems. You'll leave this active, hands-on session with activities and strategies you can take back to your library to make it a more creative organization (see handout for more).
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43. Library as Lab
What would happen if you viewed your
library more like a lab?
What would you learn?
44. Thank You M.J. D’Elia
mdelia@uoguelph.ca
@mjdelia
Thank you
Editor's Notes
Title Slide
Creating a Culture of Innovation
M.J. D’Elia, University of Guelph
ARL Membership Meeting, Fall 2014
Library and College of Business and Economics
I oversee most of the academic support we provide to students through the Learning Commons at the University of Guelph (research, writing, studying, etc.)
The University of Guelph is one of the smaller institutions within ARL - but we’re scrappy!
I also happen to teach the Introductory Entrepreneurship course for our College of Business and Economics
I’m delighted to have this opportunity to present to you today
5 Years Ago
To set a bit of context for the talk I want to go back in time about five years
Our Library was doing a major organizational restructuring
We were moving from a liaison service model to functional team model
This an opportunity to look at the entire organization including our mission, vision, and core values
Innovation = Core Value
Innovation was listed as one of our core values (no doubt it is mentioned in many of your organizations too)
Unfortunately, I didn’t see much around me that would pass for innovation in my book
Innovation = 1980s
When I asked around people pointed to stories of innovation from the 1980s
When I was in grade school
We have been innovative in the past
It seemed to me that we were essentially living on innovation fumes and reputation
Core value not Core Practice
It would seem that our cherished core value was not a core practice
Listing something in your core values or your vision statement doesn’t make it happen in real life (sad, but true)
Nagging questions
I just couldn’t get the issue out of my mind
How might we internalize a core value so it becomes a core practice?
Where is the tipping point? Can you accelerate this journey for an organization?
Are our organizations too big or too traditional to embrace this concept?
Is it better if it’s grassroots, or top-down? Do you need both to meet in the middle?
Learning = doing
I read a lot about this stuff, my pleasure reading is business books on creativity
I talk a lot about this stuff in casual conversations and more formal settings (like this one)
But I learn most about this stuff by doing
At the end of the day the only way to know is to try
Starting is half the battle – just start experimenting
Designed staff development workshops on creative thinking (Innovation Boot Camp)
Ran some workshops for Startup Library
Helped organize a Startup Weekend event in Toronto specifically for Libraries
Played with metaphors, developed scenarios, simulations, changed room configurations, did role playing, added improv and even ran a juggling workshop
Still chasing
I’m still chasing the moment when innovation so normal for our organization that it seems like it is simply “in the water”
Where working at Guelph means that you take risks, fail occasionally, and enjoy the ride
I’m not an expert, I’m still learning, but I’m happy to share a few reflections
Platform, people & practice
To make things a little easier I’m going to put my observations in three simple buckets: platform, people, & practice
The three P’s if you will...
Alternative title
That seemed a little better than my original title: “Thoughts on creating a culture of innovation from a middle manager at some university up in Canada”
Let’s get started
Platform: Sub-section
One of the first things you need is to provide the platform
You need to cultivate the right environment
The right culture where ideas can germinate, take root and thrive
To be completely honest, these are the things that you probably have the most influence over
Platform: Examples
The organizational systems and procedures that contribute to healthy platforms are everywhere
They might be in formal systems and procedures (e.g. budget and resource allocation, strategic planning, project approvals or oversight, performance reviews, compensation, training opportunities, etc.)
They might be in informal approaches that help shift culture (e.g. fail camps, communities of practice, speaker series, basic recognition, stories, etc.)
Plans v. Models
I use a distinction between business plans and business models to help my students understand how entrepreneurial thinking is different than what they’re accustomed to
In broad strokes it works here too
Poor Planning
When plans are done poorly they’re built on assumptions
Someone has gone out to collect all of the secondary data and made it sound relevant to the problem
The problem is once the plan is written the assumptions are treated as facts
Facts aren’t challenged or altered – they’re in the plan after all
The plan ends up being static – no one tries to rewrite it – can’t waver from the playbook
Here’s the real problem: the plan serves the company’s needs
It’s company centric (it’s the company telling the world what will work)
Plans and Productivity
Productivity is measured against the plan
Did you get the tasks done?
Did you finish on time?
Did you finish on budget?
First Contact
Steve Blank a well-known voice in entrepreneurship circles has a famous quote to explain why planning in isolation never works
No plan survives first contact with its customers
Models
Instead, Steve proposes that we use models instead of plans
Instead of making assumptions we build on primary data
The assumptions that are put forward are acknowledged
Nothing is fixed in stone – if new information is discovered, we change our assumptions
The model continues to be rewritten – it’s dynamic and responsive (not static)
The key is we’re adjusting the model based on the customer
We’re responsive to the customer feedback
Models and Productivity
In this case productivity is actually measured by the organization’s ongoing performance
Do people use the product/service?
Are they coming back for more?
Do we see measurable results?
Predict v. Build
Plans are about trying to predict the future
Models are about trying to build the future
Mini-Example: Innovation Fund
One of the things we’ve done at Guelph is start an Innovation Fund
The results have been mixed
Staff were excited because we were opening up the budget for new ideas – BUT we didn’t fully flesh out the rest of the platform
We didn’t recognize the time requirements needed for new innovation
We set too many hoops to jump through
The result was a lot of requests for new technology because technology is innovative right?
At best we achieved incremental improvements and bought some technology that probably should have just purchased anyway
Good news is we’re revisiting it – we’re thinking of running an X-prize style competition where the senior team sets a lofty future-focused objective and people pitch ideas that will help us get there
Provoking Questions
How might you remove some of the barriers to innovation?
Where is the unnecessary friction?
How do good ideas rise to the surface in your organization?
If you asked your frontline employees would they say the same thing?
How might you bring innovative activities into the library that are already happening on campus?
Grow your platform for innovation by partnering with others
For example, we hosted a Startup Weekend event in the summer where people coded and designed new apps – none of the ideas were library-related but we have a great space for a business hackathon
People: Sub-section
It probably seems obvious here but after you’ve built a platform you need to put people on top of that platform who have a natural inclination for innovation
It doesn’t matter Innovation, startup thinking, design thinking - whatever the buzzword, they all have one thing in common - they’re about people - you’re trying to make the world better
People: Examples
For me the people component is two fold
First, do you have the innovative staff with the skills that you need?
Can you attract and keep talent?
Are they motivated to help achieve the vision?
Second, do you truly understand the people you’re trying to reach
Are their voices heard at every turn?
Do you do UX studies and ethnographic research? Is it infused throughout your organization?
Product v. Problem
Perhaps it’s helpful to make a distinction here: testing the product vs. testing the problem
Too often we get caught in “test the product mode”
We implement a new catalog, or change our website and we ask people if they like it
We buy and off-the-shelf product and test to see whether it works with our systems
The focus is on us and whether the product works for us
But we forget to get to the root problem that our users face
Truly innovative approaches look at what the user is trying to do first
They dive deep into the problem with empathy and then design a solution that suits
Problem-Solution Fit
For new startup companies this initial investigation is called looking for a problem-solution fit
You don’t want to create a solution for something that isn’t a problem
You don’t want a solution that doesn’t match the original problem
Get Outside
Another famous quote from Steve Blank is to get outside the building
Don’t wait for people to come to you with their problems, go understand their problems in the real world
Mini-Example: The Listening Project
One of the projects we’re just starting is a faculty outreach initiative called The Listening Project
We want to talk to faculty – not to market our services, but to understand their unique challenges
We’re looking for pain points and if we see some themes we might be able to design something new and different that suits
At this point it is all exploratory – we don’t know what we’ll learn
Provoking Questions
How might you enhance creative confidence in your organization?
How intentionally have you tried to develop this competency in your staff?
How might you better capture what your people already know?
How closely do you know your core users?
Do your staff members think it is part of their job to know?
ctice: Sub-section
The focus of practice is about encouraging the right processes and creative habits
This is time when you pull it out of the core values and actually do things differently
The small tangible elements of an innovative organization
Practice: Examples
In this case it doesn’t actually have to be that radical
It might mean experimenting with your meetings or rooms
Something as simple as covering your meeting room table with butcher paper and brainstorming by writing on the table
It might mean setting up a regular speaker series or lunch and learn
It might mean moving to action a little more quickly than expected so that you can fail faster
Pilot Projects vs. Iterative Design
If your library is like my library than you love the pilot project
But the problem with the pilot project is that it’s really a fully developed idea that we’ll fund for a short amount of time – and measuring success in that short time is difficult
Contrast that with the iterative design process, where instead of launching a fully featured pilot, you launch a barebones service to see if there is any interest
Then you take what you learn and improve it as you go, iterating to a better finished product
Build-Measure-Learn
In lean thinking circles this is known as Build-Measure-Learn
You build something, measure it, learn something and then start over
Learn Faster
The quicker you can cycle through the Build-Measure-Learn loop, the faster you learn
The faster you learn, the better your chance at winning
Mini-Example: Research Help Desk
The research help desk at our place has changed significantly for each of the past three years
We’re iterating that service as we go – we’ve had a lemonade stand, a penalty box, hotel wickets
This might seem strange, but there is a method to the madness – we’re learning with each iteration
Provoking Questions
I know as I’m talking that you can think of experiments that are happening at your place too
How might you celebrate the experiments happening across your organization?
How might you encourage your people to experiment with new processes and methodologies? How might you build a community of practice that rails against the status quo?
Platform, People, & Practice
There you have it the three areas that can help foster a culture of innovation
Persistence
By way of conclusion I think I’ll throw in one other one: persistence
I feel it’s my duty to manage expectations - cultivating a culture of innovation takes time
Importance of failure to growth and discovery
Researchers
As I wrap up here I want you to think of the researchers that your library serves
Think about how they approach their research
Researchers: Scientific Method
I’m not a scientist but I remember the basic elements of the scientific method
Observing phenomena, trying to guess why it happens
Designing an experiment, controlling for variables
Measuring what you’ve learned, drawing conclusions
Researchers: Repeat
And then those darn researchers do it all over again based on new observations
Really, this is not that different than the kind of innovative culture I’ve just described to you
Library as Lab
What would happen if you viewed your library more like a lab?
What if it became your responsibility to understand how your library worked?
What if people were given permission to explore their curiousities?
What would you learn?