Strategic Innovation in Complex Business Organizations - Creating a Culture of New Thinking
About the class
Do you ever wonder how to make your company succeed at breakthrough innovation? Or how to make your team's big idea a reality? Or how to generate more creative solutions to problems?
Vanderbilt's Executive Development Institute's program Strategic Innovation will help you answer these questions, diagnose what's behind under-performances, and get "unstuck." Combining solid insights and theory with practical approaches and compelling case studies, David Owens brings clarity to a topic that is often misunderstood.
In this sample class, you will get an introduction on how to foster a company culture that asks and answers the right questions that really make a difference in successful innovation.
About the Presenter
David Owens, Professor for the Practice of Management and Innovation, Vanderbilt Owen Graduate School of Management, M.S., Ph.D.,
Author of "Creative People Must Be Stopped! Six Ways We Stop Innovation Without Even Trying"
Professor Owens serves on the MBA, Executive MBA, Americas MBA and Executive Development Institute's faculty at Vanderbilt University's Owen Graduate School of Management in the areas of strategic innovation, management and organizational design. He is known as a dynamic speaker and is the recipient of numerous teaching awards. He provides consulting services for a wide range of clients around the world, and his work has been featured in the New York Times, Wall Street Journal, London Guardian and San Jose Mercury News, as well as on NPR's Marketplace.
Owens has consulted for NASA, The Smithsonian, Nissan LEAF, LEGO, The Henry Ford Museum and many other organizations. He has done product design work for Daimler Benz, Apple Computer, Dell Computer, Coleman Camping, Corning World Kitchen, Steelcase and IDEO Product Development. He has also served as CEO of a large consumer electronics firm, Griffin Technology.
In his book, "Creative People Must Be Stopped! Six Ways We Stop Innovation With Even Trying", Owens identifies the six dominant types of constraints (individual, group, organizational, industry-wide, societal, and technological) that can keep creative new ideas from being formulated, developed into marketable products and services or adopted by the intended user