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Kelvingrove Art Gallery and Museum in Glasgow, Scotland; a Victorian era museum established in 1901 to express the pride, wealth, and cultural ambitions of the industrial city of Kelvingrove, was in need of change in the late 1980’s to be more relevant to modern audiences. Starting in 1990, when Mark O’Neil joined the Kelvingore Museum, Mark was tasked with bringing innovation to the entire museum by the then director Julian Spalding. After an initial start by O’Neil into implementing some of Spalding’s radical innovative ideas, O’Neil was side tracked into a separate project at the St. Mungo’s Museum of Religious Life and Art. The St. Mungo’s work provided some insight and allowed experimentation with some of the innovative ideas Spalding wanted to use at Kelvingrove of using storytelling to organize themes within the museum. In 1993 with the work complete at St. Mungo’s O’Neil could was finally able to start on the needed change and find funding to bring about the change. Between 1994 and 1996 O’Neil developed and began implementing the storytelling concept when the Kelvingrove Museum submitted their request for funding for renovations to the museum. This initial request was rejected, which caused the O’Neil to totally reevaluate the approach taken in the change to the user experience as well as the approach to the application for funds. It took O’Neil and his staff two years to reevaluate and resubmit, but finally in 1998 they were approved for funding for renovations. During this reevaluation period for the funding O’Neil concluded that evaluation of a proposed change on the front end; to “Work out how to do it before you spend all the money on getting it wrong and it’s too late to fix it,” (Liedtka & Salzman, 2009, p....
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...s continually asked are “How can we make that experience more available to more people? How can we make it better for people?” (Liedtka & Salzman, 2009, p. 9) In answering these question leads back to the evaluation strategy O’Neil developed to bring about lasting change.
Works Cited
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Liedtka, J.M. & Salzman, R. (2009). “Leading innovation at kelvingrove (a)”. J. Paul Getty Trust and the University of Virginia Darden School Foundation, September 26, 1997.
Mangum, D. (2010, June 16). Edison and Innovation Blog, From One World-Class Innovator to Another. Retrieved from http://norwellconsulting.com/innovationblog.
Utterback, A. M. (1996). Mastering the dynamics of innovation. United States of American: Harvard Business Press
All fields of science affects the lives of many people, but the inventors are left out. Inventors make many lives more comfortable and convenient. George Edward Alcorn, Jr. was a not so well-known inventor, but he...
Seabrook, John. "Annals of Invention The Flash of Genius." The New Yorker 11 January 1993. web.
Arrow, Kenneth. "Economic welfare and the allocation of resources for invention." The rate and direction of inventive activity: Economic and social factors. Nber, 1962. 609-626.
Whether it be the remodeling of a modern car or an improvement in the motherboard of a computer, inventing solutions and, in turn, contributing to the progression of society and technologies is an incredible feat. Throughout the course of history our world has seen a multitude of reputable inventors, from Alexander Graham Bell to Nikola Tesla, and Benjamin Franklin to Archimedes. These individuals are extremely intelligent but also have a passion and drive for innovation and problem solving. It is through much perseverance and creativity that they were able to extend technological boundaries and overcome problems that were encountered with past inventions. These individuals have developed and improved hundreds of inventions in order to
IDEO is an international design and innovation consulting firm founded in 1991 by David Kelley Design. The organization has undergone significant expansion in the past two decades. It employs over 700 people and generates approximately $150 millions in revenues. IDEO’s motto depends on creative people who can innovate design within the context of human needs (founded by Stanford University, Professor David Kelley). It has offices in Chicago, New York City, Palo Alto, and San Francisco), it has recently been ranked 10th on Fast Company’s list of the Top 25 Most Innovative Companies, has won 181 Industrial design excellence awards, has won 41 Red Dot awards, 28iF Hannover awards, 18 Medical design excellence awards and more IDEA awards
One of the executive's greatest contributions to innovation is to shape the organization's culture in ways that make it more radical innovation a more natural, accepted and valued activity. Dick Drew, one of the most innovative researchers in 3M history, had that impact on 3M, and though many of the employees at 3M are too young to have any personal recollections from him, his influence on 3M's innovation culture remains profound and his principles are cited regularly in breakthroughs.
Watkinson, Jim, and Tom Nutile. "Innovation at Work." Innovation at Work. N.p., n.d. Web. 08 Apr. 2014
Hegeman, J. (2008). The Thinking Behind Design. Master Thesis submitted to the school of design, Carngie Mellon University. Retrieved from: http://jamin.org/portfolio/thesis-paper/thinking-behind-design.pdf.
Mandeville, T. (1998). An information economics perspective on innovation. International Journal of Social Economics, 25 (2), 357-364. Retrieved March 11, 2011, from: http://www.
Kelley,T. (2005, Oct.). The 10 faces of innovation. Fast Company, 74-77. Retrieved 6th March’ 2014 from http://web.ebscohost.com/ehost/detail?vid=9&sid=1d6a17b7-c5f7-4f00-bea4 db1d84cbef55%40sessionmgr10&hid=28&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=bth&AN=18386009
1997). By reviewing the literature on learning and innovation, we try to answer the following
This definition has extended the power of the theory to explain different types of disruptive innovations across a wide range of industries (Schmidt and Druehl, 2008).
Coyne, Kevin P., Patricia G. Clifford, and Renée Dye. Breakthrough Thinking from Inside the Box. Harvard Business Review (2007): 71-78. Print. The.
The biggest challenge for me was how to change the perception of customers who have been using existing products on the market. Generating ideas to solve problems should not be restricted to existing products on the market. One of the interesting approaches I learned from opportunity evaluation was to create surveys and conduct interviews to further establish the needs of the general public. For example, in the survey my group created for our new product called I-Band, we were able to receive many positive feedback and ideas for improvements on our product. I learned that a survey which allows users to remain anonymous generates a wider variet...
Thomas Edison is widely regarded as one of the most influential inventors and innovators of the Twentieth Century. Edison’s efforts ushered in a new era of technology; a world in which electricity would be harnessed and made to bow before man’s will. Walter Lippman wrote, “It is impossible to measure the importance of Edison by adding up the specific inventions with which his name is associated” (qtd. in Baldwin 409). Edison’s decades long career was a synergistic melding of his success as an inventor and his prowess as a promoter and businessman. He exemplified the ideals of intelligence married to hard work and perseverance. He forever changed the landscape of American invention and the limits of technological change (Baldwin 409).