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MKWCI TV2: Student creativity at its best! November 17, 2016

Posted by Miha Skerlavaj in change management, innovation, prosocial motivation, relations at work.
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mkwci-tv2-logoMSc students at BI Norwegian Business School have been working hard over the semester at our course Managing knowledge work, creativity and innovation to come up with 13 innovation stories under the umbrella of MKWCI TV2. These are stories about success, growth and scaling-up, they are also stories about learning from failure. Narratives about technological, process and service innovations, about innovation process, change agency, prosocial motivation, startup cultures, challenges of scaling up, as well as about the innovation outcome itself. Video testimonials come from private and public sector, from healthcare and social care, shipping, transport, green economy, municipalities, IT sector, sports, dealing with technological distractions and behavioral change through gamification, and shared economy. Lessons learnt? Good innovation stories are all around! And it is remarkably engaging to learn about them as innovation journalists. Enjoy the show!

Interview in Advantage February 24, 2016

Posted by Miha Skerlavaj in change management, creativity, innovation, interviews, knowledge hiding, leadership.
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Advantage 2016Advantage (BI alumni magazine) is out. Among many interesting reads, featuring an interview with my humble self. A really good opportunity for a bit of self-reflection when engaged with such a thoughtful conversationist. https://issuu.com/bi_business_school/docs/advantage

 

Global HR Forum 2009 November 9, 2009

Posted by Miha Skerlavaj in change management, conferences, innovation, invited lectures, organizational culture, organizational learning.
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logoGHRM

Just came back from a marvellous event called Global HR Forum 2009, held in Seoul, Republic of Korea (Nov 3 – Nov 5 2009) where I was invited to give a speech on the role of learning -oriented and innovative culture as a tool for managing change. I have to say that I was amazed by impecable organization and genuine warmth of our Korean hosts. In addition to this, the largest award for every speaker is to experience such a true eagerness to learn as I have from the large audience of Korean CEOs, HR professionals, policy makers and consultants. There were also a plethora of excellent talks from great practitioneers, scholars, consultants and global decision makers. Everybody is kindly invited to have a look at the Global HR Forum You Tube Channel, where all the talks will be made available in few weeks time.

Invited speech @ Global HR Forum 2009, Korea August 26, 2009

Posted by Miha Skerlavaj in change management, conferences, invited lectures, organizational culture.
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I am honoured to announce my invited talk at the Global HR Forum 2009, November 3-5, Seoul, Korea.  This is the major South Korean HR conference, with expected 4,ooo decision-makers from global corporations, educational institutions and government. In prevoius years, it hosted renowed speakers such as Bill Clinton (Former President of USA), Lee Myung-Bak (President of the Republic of Korea), Bill Gates (Chairman  of Microsoft), Jack Welch (Former CEO, General Electric) … to name just a few of them. Indeed, a privilige, honour and great responsibility. My speech will be on The role of innovative and learning-oriented culture for managing organizational change. logo GHRF Korea 2009Here is the abstract:

General introduction:

Organizational change is a ubiquitous phenomenon in business environments. It is part of (human) nature and can be managed. Changes however differ in terms of amplitude, frequency, level, and scope at which they occur. Within the context of current economic downturn, managing high-amplitude, frequent, organizational changes is crucial for survival and future growth of practically any kind of organization. I argue that the most effective approach to manage omnipresent organizational changes is to develop a strong and adaptive organizational culture that values learning and innovation.

Theoretical background:

The array of available change management theories and models is wide and goes back to classical ‘unfreeze-change-freeze’ model (Lewin, 1951), ‘formula for changes’ (Beckhardt & Gleicher, 1969), famous model ‘8S’ (Koter, 1995), theory ‘E&O’ (Beer & Nohria, 2000), metaphorical and practical model of ‘wind, sailboat, captain & the crew’ and ‘orchestrating vs. improvising change’ (Kassarjian, 1997), and learning organization (Senge, 1990). Their common denominator is that they all seek the best way to adapt, respond, or maybe even to induce organizational changes. In doing so, most of the authors mentioned either directly or indirectly stresses the importance of appropriate set of values organizational members share. Recent empirical research shows that organizational learning culture (Škerlavaj et al., 2007) and innovative culture (Škerlavaj, Song, & Lee, In press) improve organizational performance of modern enterprises.

Practical impact, applications and expected outcomes:

Hence, if we know that organizational culture that values learning and innovation leads to improved organizational performance by better managing change, question for modern managers is how to develop and/or reinforce such culture. This session will: (1) show managers several examples of best practices in developing learning-oriented and innovative organizational cultures (contingent upon industry, size etc.); and (2) provide them with a toolbox of metaphors, stories, innovation contests, leadership approaches, row models, mottos, etc. in order to overcome resistance to change, introduce and reinforce innovative and learning-oriented set of values among organizational members.

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