Takole razmišljam v Delu, 11.5.2020 o priložnostih, ki jih ponuja kriza ter o načinih kako priti tja.
Hvala MQ Združenja Manager in Jerci Zajc Šušteršič za prijeten pogovor o vodenju sprememb in inovacij. Še posebej me veseli, da je nastal kar nekaj časa nazaj pa še vedno izgleda svež. Očitno mu tudi zob časa ne corona ne moreta škoditi. Vabljeni k branju!
To change subject just for a little while. Here are some creations of our Erasmus exchange students at School of Economics, University of Ljubljana under the umbrella of Creativity and innovation management. We ask our students to step into the shoes of innovation journalists and send them out in the wide white world to gather insightful stories about innovation journeys, struggles and triumphs. Worth mentioning, our semester started face to face and then came corona. Our students went back home, some waited at the border crossing for 16 hours, all of them came out as winners. During all the locomotion, our work did not stop for a single second. Could not be more proud of students and the team!
Enjoy the show!
Over the last decade, Marvel Cinematic Universe has been on a winning streak. Operating in highly competitive landscape of movie franchises disrupted by streaming business models, they were able to create a successful organization. One that consistently delivered blockbusters pleasing audiences and critics alike. Together with my colleagues and friends Spencer H. Harrison (INSEAD) and Arne Carlsen (BI Norwegian Business School) we delved into research trying to understand inputs, process and output creating innovation at Marvel. In the article published at Harvard Business Review we argue that organizations that would like to create innovation universes, a portfolios of creative products linked to and sufficiently distinct from each other, need to find imaginative ways of balancing continuity and renewal. In other words, for innovation we need both change and stability! Enjoy the read.
- A video interview with Miha (Tromba, in Slovenian language).
- A video interview with Spencer (HBR Videos).
- A podcast with Spencer (HBR Ideacast).
- An interview with Miha (Svet Kapitala, in Slovenian).
- An interview with Miha (The Slovenia Times, in English).
In less than a decade, Talking Tom and friends have become a household name around the world with number of downloads exceeding the global population. A fascinating story of how Outfit7, the company behind the scenes of Talking Tom has been started up, scaled up, how founders exited and how it is developing recently as one of rare entrepreneurial unicorns under the new ownership. Many thanks to my co-authors Spencer Harrison (INSEAD) and Žiga Vavpotič (Outfit7 member of the board), all the contributing interviewees including Iza Login (the founder of Outfit7), Xinyu Qian (CEO), all the participating leaders and employees from Outfit7 as well as dedicated staff from the INSEAD to get the story out in the open. Three-part case study is now available from the INSEAD case publishing, the Case centre and now also from the Harvard business school publishing. Our greatest hope is that it will spark fruitful discussions and learning in the educational institutions around the world.
Outfit7 is a digital entertainment firm that develops and publishes animated video games for mobile phones, tablets and desktops. It’s flagship product is a series of mobile apps called “Talking Tom and Friends”, with close to 8 billion downloads globally. Outfit7 is one of only 46 European unicorns, i.e., privately held companies valued above $1 billion, topping the global ranks of most downloaded mobile games. In 2017, according to App Annie, a leading app-ranking platform, Outfit7 was the sixth most downloaded mobile publisher, and My Talking Tom was the second most downloaded mobile game globally, putting it in the company of tech giants like Facebook, Google, Tencent and Alibaba. Part A describes the growth stage from 2009 to 2014, along with the story of founders Samo and Iza Login. The focus is on setting up the startup and developing a unique organizational culture, leaving the hiring decision (fit or misfit) to students. In Part B, from 2014 to 2017, the start-up moves into scale-up phase after the founders’ exit/appointment of a new management team, the focus is on entrepreneurial leadership. In Part C, as tensions emerge from scaling up a unicorn, students must decide what to keep and what to change (how to balance continuity and renewal) as expectations for growth soar.
To facilitate discussion of entrepreneurship, leadership, human resource management, change through growth, and organizational culture.
Start-Up, Scale-Up, Entrepreneurship, Leadership, Human Resource Management, Organizational Culture, Unicorn, Founders’ Exit, Change Management, Family Entertainment, Growth, Learning from Failure, Organizational Values, Teamwork
MKWCI TV strikes again! 4th year in a row. Show of ten fantastic stories about innovation, its hopes to address big, hairy and audacious challenges we face and struggles to bring solutions to live. This year, MSc students att the BI Norwegian business school, course Managing knowledge work, creativity and innovation acted as innovation journalists and created narratives about turning rest food into fine dining experience, shared economy business models in fashion and tools, about finding more sustainable solutions for transportation, cleaning, software apps to stimulate help giving and help seeking, teaching kids math in kindergartens through play, and more. Exciting way to learn about innovation real-time, real-life. Welcome to have a look for yourself.
BI Norwegian Business School is celebrating 75th anniversary. Many of our colleagues have therefore contributed to the book At the forefront, looking ahead to link our recent research hoping to address the challenges of the present and future. The whole book is available for free as open access, my five cents From Creativity to Innovation: Four Leadership Lessons about Capitalizing on High-potential Ideas in Chapter 11. Below is the chapter abstract:
Creative ideas fuel modern organizations and are increasingly salient in times of change. However, novelty—one defining characteristic of creative ideas—is associated with risk. That being said, highly creative ideas tend to represent the most potential, relative to the value they add to organizations and their members. How can leaders increase the odds of successfully transforming high-potential creative ideas into innovative realities? This chapter reviews the most current research findings on optimizing high-potential creative ideas to render the innovation advances they promise. It summarizes and exemplifies the following four leadership lessons: 1) change agents, 2) supportive leadership, 3) integrating multiple perspectives from assorted stakeholders, and 4) facilitating creative employee behavior in the workplace. Research suggests that effectively capitalizing on high-potential ideas in organizational settings requires active leadership that involves a mastery of the competencies of relevant change agents, as the development of new ideas requires rigorous in-context management of the change process. Leaders need to show two-dimensional support of tasks and individuals, not only to provide resources and assistance as needed, but also to facilitate proactive behaviors by challenging employees to depart from the status quo. The successful leader, above all, recognizes that capitalizing on creativity is a social process that requires contributions from multiple viewpoints, and that various stakeholders need to be involved.
Innovation paradox is a reason behind much of trouble within and around innovation processes. What works on the front end of creative process, does not necessarily contribute to the innovation outcomes. Continuing our work that started with exploring role of perceived supervisor support and more extensive Capitalizing on creativity book project, we now present finding from Chinese and Slovenian employees on the role of motivational climates for innovation. Below you will find the abstract of our recent publication in the European Management Review:
Not all creative ideas end up being implemented. Drawing on micro-innovation literature and achievement goal theory, we propose that the interplay of two types of work motivational climates (mastery and performance) moderates a curvilinear relationship between the frequency of idea-generation and idea-implementation behavior. Field studies in two non-Western countries (China, with a study of 117 employees nested within 21 groups, and Slovenia, with a study of 240 employees nested within 34 groups) revealed a three-way interaction of idea generation, performance climate, and mastery climate as joint predictors of idea implementation. Specifically, results of random coefficient modeling show that when combined, mastery and performance climates transform the relationship between the frequency of idea generation and idea implementation from an inverse U-shaped curvilinear relationship to a positive and more linear one. These findings suggest that ideas are most frequently implemented in organizational contexts characterized by both high-mastery and high-performance climates. Implications for research and practice are discussed.
Source: 2017): Riding two Horses at Once: The Combined Roles of Mastery and Performance Climates in Implementing Creative Ideas. European Management Review, doi: 10.1111/emre.12151., , , , and (
Third season of student creativity at its best! Twelve spectacular videos created by BI Norwegian business School master of science students at the course Managing knowledge work, creativity and innovation. Everything from culture for innovation, learning from failures, social entrepreneurship, innovative working methods, gamification to innovations in business models in private and public organizations. Red thread this years seems to be crossing boundaries to find meaning and dealing with societal megatrends. Enjoy the show!
Working across cultures is a thing of past, present, and hopefully also future. The question is now what contributes to good knowledge and innovation processes in such context. Sabina Bogilovic, Matej Cerne and Miha Skerlavaj in their article Hiding behind the mask? published in latest European journal of Work and Organizational Psychology argue that it is the cultural intelligence that enables both individuals and their teams to overcome social categorization, decrease knowledge hiding and improve creative outcomes.
Culturally diverse colleagues can be valuable sources for stimulating creativity at work, yet only if they decide to share their knowledge. Drawing on the social exchange theory, we propose that cross-cultural interactions among individuals from different national backgrounds can act as a salient contingency in the relationship between knowledge hiding and creativity (individual and team). We further suggest, based on the social categorization theory (e.g., the categorization process of “us” against “them” based on national differences), that cultural intelligence enhances the likelihood of high-quality social exchanges between culturally diverse individuals and, therefore, remedies the otherwise negative relationship between individual knowledge hiding and individual creativity. Two studies using field and experimental data offer consistent support for this argument. First, a field study of 621 employees nested among 70 teams revealed that individual knowledge hiding is negatively related to individual creativity and that cultural intelligence moderates the relationship between knowledge hiding and creativity at an individual level. A quasi-experimental study of 104 international students nested in 24 teams replicated and extended these findings by implying that individual knowledge hiding is also negatively related to team creativity. We discuss the implications for practice and future research.