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- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Leading Innovation at Kelvingrove (B)
內容大綱
This case series explores the leadership story of director Mark O'Neill as he oversees a major innovation initiative at Kelvingrove, Scotland's most visited museum. The A case describes his background, philosophy, and the actions he takes over a period of more than a decade to win the support of both staff and funders for the innovation. The B case examines the reaction of the public and art critics. O'Neill arrives at Kelvingrove to find an institution in turmoil after a series of dramatic changes that have alienated visitors and funders alike. Utilizing an innovative style of management that he describes as "maze behavior," he succeeds in moving the traditionally discipline-bound, curator-dominated museum into a cross-disciplinary, visitor-oriented experience. He does this by engaging the curators in creating exhibits based on stories rather than professional classification schemes such as paintings, geology, etc., using an approach that includes a deep understanding of his audience and the imaginative use of forms. He also gains the community's political and funding support to accomplish his goals.