Skip to main content

Innovation + Value


The museum sector would do well to move away from a sense of its own importance to demonstrating the true value it can bring to lives. As cultural networks proliferate, the museum is ideally placed to lead discussion and debate, to create participatory media and develop the role of the active cultural participant.

-- Angelina Russo commenting on Ross Dawson’s blog post, Thinking About the Future of Museums: Fourteen Key Issues, May 22, 2008

This quote really struck me, because it’s where many culturals – not just museums – seem to be stuck. And we’ve been stuck here for a long time, with some noteworthy exceptions. It may have a lot to do with the fact that we excel at great ideas, but drop the ball when it comes to their execution. I relate to that.

The Management Centre recently released an international compilation of studies on innovation in the nonprofit sector. Using a Harvard-developed research model that identifies seven stages of innovation, the compilation finds that many – but not most -- US charities clearly are creative, but falter in rolling new ideas out to audiences. Learning (aka evaluation) from our successes and failures (the last stage of the model) is consistent for just over 50% of US nonprofits. Those numbers are not music to my ears. Are they to yours?

Here are the 7 Stages of Innovation in a nutshell:

1. Ideation: idea generation

2. Integration: cross pollination

3. Information: external sourcing

4. Selection: identifying ideas

5. Support: developing ideas

6. Launch: diffusion and returns

7. Learning: establishing what can be improved

You can read more about them here.

So to come back to Russo’s comment, the museum slice of the nonprofit sector continues to struggle with this notion of its value to 21st century life, or, at the very least, launching it. Ironically, I think we’re in a time when that can be done despite shrinking resources – and perhaps done better than when the funding cup is full. Necessity is the mother of innovation!

Here’s more about Angelina Russo, Associate Professor at Swinburne University of Technology in Melbourne:

Angelina Russo researches the connections between museum communication processes, multimedia design and digital content creation. She is Chief Investigator on the ARC Linkage research project Engaging with Social Media in Museums which brings together three Australian museums and the Smithsonian Institution to explore the impact of social media on museum learning and communication. Between 2005 and 2008 she led the ARC Linkage (relinquished to the ARC Centre of Excellence for Creative Industries and Innovation) research project New Literacy, New Audiences which examined the development of user-generated content in collaboration with six major Australian cultural institutions.

Comments

Popular posts from this blog

Three Most Important Nonprofit Executive Director Soft Skills

If you were asked to narrow down the list of executive director qualifications to the three most important, which ones would you identify? Would the list consist of soft skills, hard skills, or some combination? Would your list be based on the great ED you are or one you've worked for, or would it be your wish list for the ED you haven't been fortunate yet to work for?  This was an assignment in my recent online class in leadership and administration for the American Association for State and Local History . I asked the class to review three-five advertisements for museum directors and analyze what these listings intimated about the organization’s past experience, current focus and goals, and future aspirations. Then, I asked the class to identify what they consider to be the three most important qualifications they would look for in a director. (Okay, so there's more than three if you dissect my three big groups.)  Soft skills outnumbered hard skills, although

Back in the Saddle

MY LAST POST WAS NOVEMBER 2012, A LIGHT YEAR AWAY it seems, that marked the beginning of a long push toward completing a manuscript on history museum leadership with my co-author, Joan Baldwin.  We finally submitted 350+ pages to our editor at Rowman & Littlefield this week.  If all goes well, we expect the book to be available in early 2014.  It's taken us two years to get to this point, so six more months or so of revision and production don't seem too long to wait until we can hold the final product in our hands (and you can, too!). The project put a lot of things on hold, including this blog.  I'm glad to be back writing about intentional leadership -- leading by design -- for nonprofit boards and staffs.  Certainly, my thoughts are now informed by the forthcoming book, in which Joan and I posit that nonprofits need to focus resources on leadership, not just management.  Most cultural nonprofits are at a crossroad, as is the sector in general, where nothing is qu

What Would Make You Turn Down an Invitation to Join a Board?

THERE'S SO MUCH WRITTEN ABOUT RECRUITING BOARD TALENT, I thought I'd spend a little time thinking about it from the prospect's point of view. Clearly, there are boards where the line is long to get on them. But what would make you turn down an invitation? Here's a short list to get the conversation started: 1. You've had no prior exposure to the organization. Your immediate reaction is "did you pull my name out of a hat?" (Is that lady in the picture the head of the Nominating Committee?) Seems as though there must be a hidden agenda at work (like you're rich and once you become a board member you'll pour all your resources into the organization) or the organization is simply looking for any warm body to fill a seat. 2. The organization doesn't have a good reputation. There's something to be said for street cred. An organization that's floundering may be strengthened by your participation or you may find yourself sucked into