INACOL Conference -‐November 2015 Bryan Setser
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Building and Sustaining A Culture of Innova5on
Learning objec5ves
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• Learn: condi?ons, tools, and model parts to design and create a culture of innova?on in your organiza?on
• Wisdom of Crowds: tap me and each other for exemplars today and throughout the process
• Talent: reflect on current capacity of your teams and stakeholders versus a desired future state
• Commit to a 90 day cycle: to d-‐loop the work regardless of
hierarchy, permission, or turnover
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Does Design Ma<er?
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How can we JUMP from one curve to the next?
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Improvement to Innova5on
Tweet #INACOL15 Innova?on is….
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Designing the Future of Learning: Unthink School to Rethink Learning
Bryan Setser and Priscilla Maynor – 2Revolu7ons
ECCO–April 24, 2014
Designing the Future of Learning: Unthink School to Rethink Learning
Todd Kern & Bryan Setser
Scaling STEM – February 17-‐18, 2014
Leadership for Innova?on
Change moves at the speed of trust
-‐ Covey
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Leveraging Strengths
Communica?on for Innova?on
Design creates great stories, and stories create memorable experiences, and great experiences have the ability to change the way in which we
view our world
-Saylor
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Resource Alloca?on for Innova?on
Wearing red and marching on the capital is not a business plan -‐Testerman
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Rethink Ecosystems
• provides an opportunity for students to work and earn 65-‐70% of their tui8on
• operates as a non-‐profit employee leasing agent working with 133 corporate partners
• every student works in job-‐sharing teams of four to cover a standard business week (5 days/mo for each student)
Cristo Rey Jesuit College Prep (Houston, TX) serves disadvantaged students in urban communi?es that operates a Corporate Work Study Program that:
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• Since 2005, the number of charter schools in the U.S. has grown by 185% • In 2009, venture funding for educa?on technology was 350 million. 2015 that
number is expected to exceed – 2.1 billion
Structure and Process for Innova?on
If you copy anything from business copy the sense of urgency
-‐Morris
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Lean Leadership Maaers
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Rethink Time and Talent
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Capacity
The more people I am able to coach and help, the more people are willing to help others
because they’ve seen and experienced it. The more followers of this philosophy we get – the
closer we are to a perfect world
-‐Logewaran
Learning Agenda for Innova?on
Someday in the distant future, our grandchildren’s grandchildren will develop a new equivalent of our classrooms. They will spend many hours in front of boxes with fires glowing within. May they have the wisdom to
know the difference between light and knowledge -‐Plato
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Defining a Learning Agenda
• Personaliza5on – As the overall system goal as compared to a factory model
• Competency Educa5on – A structural founda?on designed to ensure students are progressing
• Personalized Learning – Mee?ng each students’ needs, with voice and choice in how, what, where,
and when they learn based on interests; an approach to ensure students are engaged and gegng the instruc?onal opportuni?es and supports they need to be successful
• Blended Learning – An instruc?onal delivery system -‐-‐ using both online and face-‐to-‐face
instruc?on – a system to enable competency educa?on and personalized learning
(INACOL, 2015)
A synthesis of emerging models
How do you priori?ze innova?on?
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Execution Strategies 11.2o
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When asked, "Coach, what do you think of your team's execution
today?" McKay quipped, "I'm all for it".
-John McKay, Head Coach, Tampa
Bay Buccaneers
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DICE METHOD for Project Success (BCG, 2015)
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• DURATION– time between milestones; shorter the better
• INTEGRITY OF TEAM PERFORMANCE – team and leader’s capacity, knowledge, skills, and dispositions required to complete the project
• COMMITTMENT– leadership support on two levels; senior leaders and employees affected
• EFFORT– additional workload caused by the project
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Kill the Template: Create the Digital War Room
15five.com
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What to do in the next 90 days?
• Elevate Innova7on as a goal in the strategic plan • Take the assessment and analyze data • Develop and test prototypes and explicit incen?ves to
promote and reward innova?on • Inventory and diagnose which structures and processes are
most problema?c within the organiza?on • Create an alpha team to scan the landscape and conduct an
stakeholder asset map to iden?fy key partners • Execute a few prototypes from the OFI list • Learn, build, and measure
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