Leadership in the Culture of Innovation

Transcription

1 Leadership in the Culture of Innovation The 5 th Baltic University Programme Rectors Conference International Cooperation Innovation Mobility Research Prof. Markku Wilenius Finland Futures Research Centre University of Turku

2 University and innovation? Pro Serious interest for something new Collegial Non-formal, contentdriven Passionate, missionorientated people con Old, church-like organisation ( church of reason ) Somewhat rigid hierarchy based rather on status than competence Sometimes slow and bureaucratic University building in Sydney designed by Frank Gehry

3 Learning is the key, but innovation and strong support on entepreneurship needs also

4 Universities are part of the larger dynamic change pattern K-Wave pattern over industrial times Rolling 10-year return on the S&P 500 since January 1814 till December 2016 (In %p.a.). Source Datastream, Bloomberg, Helsinki Capital partners (illustration), Markku Wilenius

5 We are moving into new era?

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7 7 Transformative CARE principles for leadership in the culture of innovation

8 1. Forget hierarchies & share the knowledge Fully functioning ecosystem requires to have all the necessary information available: Internal communication within the organisation Deep communication and collaboration with the customers/stakeholders The key resource is the ability to adapt to changing conditions

9 2. Shift focus from technical to social and system skills Strong organisational culture is based on trust: People are taken at their word, no need for command and control People are given responsibility and autonomy People feel empowered and free to express both their satisfaction and dissatisfaction

10 3. Get rid of innovation departments Full individual freedom and responsibility to organize the work enables continuous learning and improvement No ready-made solutions Innovation is seen as a feature of everybody s work

11 4. Embrace radical solutions Deep commitment to non-standard solutions: Seeking solutions that are uniquely best instead of following the industry standards Decisions made consciously with reflection instead of quickest and most convenient solutions Making a difference in the world

12 5. Commit to serious long-term thinking Long-term thinking taken to practice: Fast failing: if something is not working, it is not continued Constant challenging: keeping closer touch with the operating environment Resilience building: sensitivity to changes and requirements internally and externally Long-term builds right kind of motivation

13 6. Encourage risk taking Creating a culture where it is safe to take risks: Safe to bring up issues that are uncomfortable Safe to bring up unconventional ideas without losing credibility Safe to experiment with something that has not been tried before Psychological safety to unleash people s full potential

14 7. Use the future as a mission Letting the organization lead itself towards the future: Building strong principles (rather than targets) to which the organization shall reflect all its behaviour Testing different initiatives among co-workers The success of an initiative is a measure of its usability in the organisation The future emerges all the time in various forms

15 CARE principles compiled 1. Forget hierarchies & share the knowledge 2. Shift focus from technical to social and system skills 3. Get rid of innovation departments 4. Embrace radical solutions 5. Commit to serious long-term thinking 6. Encourage risk taking 7. Use the future as a mission

16 Science is really an artistic phenomenon Artistry is in having an insight into what one sees.putting things together in a way no one else has before and finding a way to express that to other people who don t have that insight Steve Jobs

17 Thank you for your attention! <