Set acceptance criteria for creative leadership and innovation culture before work begins rather than after.
Creative Leadership and Building an Open Innovation Culture
Move creative leadership and innovation culture from general awareness to a repeatable, reviewable practice.
📍 Abu Dhabi🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
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
Align the incentives of different functions so innovation culture is not quietly sabotaged.
Make decisions on creative leadership and innovation culture at the right speed for the risk involved.
Judge when to escalate innovation culture and when to absorb it.
Build a register of the risks attaching to creative leadership and innovation culture and keep it current.
Delegate responsibility for innovation culture without losing sight of the outcome.
Draw practical lessons from failures in creative leadership and innovation culture without assigning blame that suppresses reporting.
Who Should Attend
Project and programme managers whose success depends on creative leadership and innovation culture.
Procurement and contracting staff whose agreements set obligations around innovation culture.
Executives leading multi-function programmes involving creative leadership and innovation culture.
Public sector managers applying innovation culture within institutional constraints.
Team leaders responsible for daily delivery of creative leadership and innovation culture.
Team leaders and supervisors who put innovation culture into practice day to day.
Course Modules
Creative leadership and innovation culture: delegation, trust and accountability
2 sessions · 8 pointsSession 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.
Innovation culture: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1Recovering after a visible mistake on innovation culture
- Prepare how you will respond when creative leadership and innovation culture is challenged publicly.
- Establish what evidence demonstrates innovation culture is under control.
- Name the person accountable for each part of creative leadership and innovation culture, not the committee.
- Decide what you will delegate on innovation culture and what you will not, and say why.
Session 2The cost of innovation culture and how to present it
- Compare the cost of creative leadership and innovation culture with the cost of its absence.
- Assess the workload innovation culture adds and what you will remove to make room.
- Define the trigger that would require creative leadership and innovation culture to be redesigned.
- Identify the conversation about innovation culture you have been postponing, and schedule it.
Innovation culture: building the bench and letting go
2 sessions · 8 pointsSession 1What your team concludes from how you handle innovation culture
- Identify where judgement in creative leadership and innovation culture is legitimate and where it is not.
- Verify six months later that changes to innovation culture have held.
- Confirm that the people affected by creative leadership and innovation culture heard it from you first.
- Set the decision rights on innovation culture: who decides, who is consulted, who is told.
Session 2What has to be agreed before work on creative leadership and innovation culture starts
- Agree what will be standardised in creative leadership and innovation culture and what will not.
- Identify single points of dependency in innovation culture and reduce them.
- State the outcome expected from creative leadership and innovation culture in a single sentence anyone can repeat.
- Check that innovation culture still works when volumes rise unexpectedly.
Innovation culture: setting direction people can act on
2 sessions · 8 pointsSession 1Building the method for innovation culture step by step
- Test whether the team can explain creative leadership and innovation culture in their own words.
- Define acceptance criteria for innovation culture in advance.
- Recognise publicly one person whose work on creative leadership and innovation culture went unnoticed.
- Write down the assumptions underpinning the approach to innovation culture.
Session 2Moving innovation culture through people who do not report to you
- Establish who is informed, consulted and accountable in creative leadership and innovation culture.
- Build the internal briefing that explains innovation culture to those affected.
- Review a past decision on creative leadership and innovation culture and state honestly what you would change.
- Give one piece of specific feedback on innovation culture within the week.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.