Jesse Rosen, President and CEO of the League of American Orchestras, provides a clear-eyed view of the challenges facing orchestras in his plenary remarks from the League conference this month. The fundamental issues he highlights in community relevance, governance, stakeholder cooperation, and financial "clarity" are important considerations for cultural leaders in all disciplines. … [Read more...]
IBM’s Centenary: The Test of Time
This article (IBM's centenary: The test of time | The Economist) is a great reminder (or introduction) to the way in which organizations can limit their opportunities by thinking about their purpose too narrowly. "IBM’s secret is that it is built around an idea that transcends any particular product or technology... Building a company around an idea, rather than a specific technology, makes it easier to adapt when industry 'platform shifts' occur." In the arts the "mission" is the broader "idea" to which arts organizations are committed, and … [Read more...]
“That’s the Way We (Used to) Do Things Around Here”
In an interesting article in Strategy + Business, the authors explore the cognitive barriers at the individual level to change and suggest a more effective way to work with the brain's wiring rather than against it. And have no fear: mind control is really not on the menu, it's mostly benevolent. With a little knowledge of neuroscience, reframing behavior can be the essence of organizational change...New behaviors can be put in place, but only by reframing attitudes that are so entrenched that they are almost literally embedded in the … [Read more...]
Disrupting College
Clay Christensen and his team at Innosight Institute apply Christensen's model of disruptive innovation to higher education. It is a compelling presentation of the systematic barriers that keep the higher education sector from meeting its mission, the role that online learning technology and new providers are playing in changing the sector, and the way the business models of established institutions stop them from responding effectively. So why do we care in the arts and culture sector? I see powerful similarities between the structural issues … [Read more...]
Nokia CEO Stephen Elop rallies troops in brutally honest “burning platform” memo
I read this post and found it fascinating. While an internal memo from a mobile phone company might not sound too relevant, the message is one of change management. It very clearly illustrates a wonderful formula for change taught by one of our faculty members -- Horst Abraham of the Ross School of Business at the University of Michigan. Discomfort x Vision x First step = Change. It doesn't always require such a dire situation, but it's an important reminder that change always requires some pain. Nokia CEO Stephen Elop rallies troops in … [Read more...]
If you dislike change, you’re going to dislike irrelevance even more – Shinseki
I flagged this post principally for the title quote. It captures perfectly the choice facing so many arts and cultural organizations today. I like the quote and the post as a reminder of where our efforts need to be focused. Turning Point Network Journal - If you dislike change, you're going to dislike irrelevance even more - Shinseki. … [Read more...]
Making emotional case for change interview with Chip Heath – McKinsey Quarterly – Organization – Change Management
An interesting perspective on bringing about change in your organization by appealing to more than just logic. Making emotional case for change interview with Chip Heath - McKinsey Quarterly - Organization - Change Management. … [Read more...]