Authority is granted by the organisation; credibility in creative leadership and innovation culture is earned separately. Managers are promoted for competence and then judged on innovation culture, which nobody trained them for. The content is relevant to those who own this area of organisational leadership and to those who are held accountable for its results. Cases are chosen to expose the trade-offs in creative leadership and innovation culture rather than to illustrate ideal conditions. Participants take away a working set of documents supporting the practice within organisational leadership, ready to be adapted internally. The difficulty is not agreeing that innovation culture matters — it is deciding what to stop doing to make room for it. The course sets out a working method for creative leadership and innovation culture that participants can apply the week they return. Mature organisations treat innovation culture as a standing capability rather than a project that finishes. Participants leave with a plan for this strand of organisational leadership sized to what their organisation can realistically absorb.
Expected Learning Outcomes
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Set acceptance criteria for creative leadership and innovation culture before work begins rather than after.
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Align the incentives of different functions so innovation culture is not quietly sabotaged.
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Make decisions on creative leadership and innovation culture at the right speed for the risk involved.
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Judge when to escalate innovation culture and when to absorb it.
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Build a register of the risks attaching to creative leadership and innovation culture and keep it current.
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Delegate responsibility for innovation culture without losing sight of the outcome.
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Draw practical lessons from failures in creative leadership and innovation culture without assigning blame that suppresses reporting.
Who Should Attend
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Project and programme managers whose success depends on creative leadership and innovation culture.
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Procurement and contracting staff whose agreements set obligations around innovation culture.
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Executives leading multi-function programmes involving creative leadership and innovation culture.
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Public sector managers applying innovation culture within institutional constraints.
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Team leaders responsible for daily delivery of creative leadership and innovation culture.
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Team leaders and supervisors who put innovation culture into practice day to day.
Course Modules
Open any module to see its sessions and topics.
01
Creative leadership and innovation culture: delegation, trust and accountability
2 sessions · 8 points
Session 1Building someone who can run creative leadership and innovation culture without you
Set the review point at which creative leadership and innovation culture will be reconsidered.
Assign responsibility for keeping documentation of innovation culture current.
Check whether incentives anywhere reward behaviour that undermines creative leadership and innovation culture.
Estimate the resource innovation culture requires to run as designed.
Session 2Applying the standard on innovation culture to your best performer
Agree the standard on creative leadership and innovation culture and confirm it applies to everyone.
Ask the team what they think is wrong with the plan for innovation culture.
Identify the data already collected that bears on creative leadership and innovation culture.
Benchmark the organisation's innovation culture against comparable operations.
