For the past Fall, and still until March, I’ve been a part of a team researching Living Lab practices and options for an innovation-education incubator organization GESCI. We have created a blog to keep notes and share insights called The Sound of the City.
We have just launched a series of Expert Insights for the blog. The first Expert I interviewed is a dear friend,Sari Virta (PhD Candidate in Media Management at University of Tampere, Finland; Team Leader). At present, she is researching how innovation can be managed in creative organizations. Before, and in parallel to, her academic career, Sari has had a long career in innovative media organizations, as well as a team leader in multi-stakeholder contexts. I highly appreciate the way she condensed some hot topics related to managing creativity and innovation, so cross-posting her views here:
Sari’s Top 5 Recommendations for Effective, Empowering Innovation Leadership
Understanding of the true nature of innovation, as work. Creativity and the resulting innovations are complex mix of different aspects, hence, conflict-driven work. Leaders of innovative organization need to realize that and carry the related responsibility.
Innovation and creativity in organizations need to be understood in different levels: Not only as organizational but also as individual, groups within the organizations, and even in terms of the broader networks around the organization. The dynamics of these levels might be very different and have to be skillfully managed.
Understanding of how the work/organizational environment can lead to, and support, creativity and innovation. Mere individual creativity, let alone, is not enough.
Innovation is often prohibited or hindered by the existing ways of being and doing. Leaders need to examine and question plenty of old routines.
Understanding of different stages of projects and processes. Managing the brainstorming stage will most likely needs to be very different than the final steps of the execution.
The idea is that it’s a home and a launch pad for small start-ups. Whether you are an indie who needs a community and a chair, or a small organization that wants a private office, you can get a ‘package’ of space and meeting rooms.
Since the project I volunteer for, the Kota Project, is looking to become a founder and provider of a incubator space and services, I kept my ears and eyes open. Here are some key take-aways:
Start lean (haven’t we heard this one before): CSI started in Toronto with a small space. Now it has several centers in that city and the new space in NYC.
Have fun: Open spaces enhance collaboration; FUN design enhances collaboration and serves as a ‘business card’.
Keep the mix: CSI hosts a mix of non-profit start-ups of different sizes and in different stages of their beginning life cycles. Often the organizations ‘graduate’ to bigger spaces. They are also about to offer membership that would offer access to the event/meeting facilities and the community, but wouldn’t require renting an office space.
Collaboration: CSI has designated staff whose job is to screen tenants (= so that they really are either social businesses or non-profits), know all the ‘tenants’, help them in networking, event organizing, and all the rest!
Win-wins: Servicing non-profits. Some of the tenants are actually accountants and lawyers who work in the non-profit sector.
Win-wins: Office work. Those who want to bring down their monthly rent (which is VERY affordable as is) work the front desk or the coffee lounge or evening events.
Win-wins: CSI organizes its own events, helps its members to organizes events, and offers event space for rent to appropriate non-members too, but partners with tenants and offers the space for free if the event if for free (e.g., trainings).
Virtual application: CSI is developing a data base through which members can connect with each other not only in NYC but also in Toronto.