The document discusses the importance of social innovation and the need for managers skilled in this area to address complex challenges. It outlines principles for effective social innovation, including the connection to changing personal beliefs and behaviors, as well as fostering collaboration and diversity. It also references the 'innovator's DNA' and emphasizes the necessity of adapting and learning from failures to drive continuous social innovation.

1. Managing
SOCIAL
INNOVATION
Stephen
Huddart,
President
and
CEO,
The
J.
W.
McConnell
Family
Founda?on

2. • WHAT
IS
‘SOCIAL
INNOVATION’?

3. WHY
DO
WE
NEED
MANAGERS
SKILLED
AT
SOCIAL
INNOVATION?

4. COMPLEX
CHALLENGES…

5. INEFFECTIVE
LEADERSHIP

6.
MANAGING
OURSELVES,
ENABLING
OTHERS

7.
PRINCIPLE
#
1
WE
ARE
PART
OF
THE
SYSTEM
WE’RE
TRYING
TO
CHANGE.

8.
PRINCIPLE
#
2
CHANGING
OUR
OWN
BELIEFS
AND
BEHAVIOURS
CHANGES
THE
SYSTEM.

9. PRINCIPLE
#
3
PUT
THE
ISSUE
THE
CENTRE.

10. “THE
INNOVATOR’S
DNA”
• Ques?oning
• Observing
• Experimen?ng
• Networking
• Associa?ng
From
The
Innovator’s
DNA,
Dyer,
Gregorson,
Christensen

11. “THE
INNOVATOR’S
DNA”

12. CREATING
INNOVATIVE
ORGANIZATIONS

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. 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. THE
ADAPTIVE
CYCLE

16. TOWARD
A
CULTURE
OF
CONTINUOUS
SOCIAL
INNOVATION

17. MANAGING
ACROSS
SECTORS
Media
Academics
PRIVATE
SECTOR
Affected
populaUons
New
technologies
PUBLIC
SOCIAL
SECTOR
SECTOR

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