University:
Massachusetts Institute of Technology
Course:
15.501/516 | Accounting
Academic year:

2023
Views:

382

Pages:

15
Author:

Alberto Hays

Leadership Lab for Corporate Social Innovation: One Process, Three Stages, Seven Elements 1. Introduction: from CSR to corporate social innovation 2. IDEO: the art & practice of precise observation 7. Teams present practical accomplishments 6. Create living prototypes in real-world contexts 5. Crystallize 3. Go on project initiatives learning journeys to and project teams innovative companies 4. with inspirational Sense-making leaders and dinner party co-sensing co-inspiring co-creating Overview 1. 2. 3. 4. Introduction: From CSR to Corporate Social Innovation Leadership Lab Approach and the Sloan Leadership Model The Blind Spot of Leadership Two Sources of Organizational Learning Shift from Corporate Social Responsibility (CSR) to Corporate Social Innovation (CSI) Company-wide involvement in CSR integrated across the organization and linked to business innovation Top-level leadership support Proactive rather than reactive Emphasis on performance and achieving sustainable social change rather than on process Trisector collaborations and partnerships on all levels Guiding Question: How do leaders lead innovations that generate economic, social, and ecological value? Leadership Lab Approach: Focus on: Experience… Going into the world… Highly interactive… Creating practical results… Not only: … not only ideas …not just classroom …not just presentations …not just conceptual knowledge Sloan Leadership Model Visioning Sensemaking Relating Inventing Change Signature Leadership Lab Appraoch: Grounded in the Sloan Leadership Model 1. Introduction: from CSR to corporate social innovation 7. Teams present practical accomplishments 6. Create living prototypes in real-world context 2. IDEO: the art and practice of precise observation 3. Go on learning journeys and meet inspiring leaders and companies Sense-making 4. Sense-making and dinner party Relating 5. Crystallize project initiatives and project teams Visioning Inventing Objectives 1. To introduce a leadership methodology for profound innovations 2. 3. that create economic, social, and ecological value. To apply this methodology to an action learning project in which students create value for a local community To learn from remarkable leaders and teams how they deal with the challenges of innovating towards a more sustainable, healthy, and just world economy and society. “The success of an intervention depends on the interior condition of the intervenor.” Three perspectives on an artist’s work Outcome: The completed picture Process: As she paints Conceiving: While she stands in front of the blank canvas Organizational Learning Two Sources of Learning, Two Learning Cycles A. The past: Learn by reflecting on the experiences of the past: Act – Observe – Reflect – Plan – Act B. The future: Learn from the future as it emerges: Sense and presence the future that wants to emerge On the Core Process of Profound Innovation There are two types of cognition: downloading and a deeper way of knowing. All profound innovations in science and business are based on accessing this deeper source of knowing In order to access this source one must suspend one‘s habits of judgment (downloading) and go through a sequence of three core activities... Downloading: 1. Observe, observe, observe 3. Act in an instant 2. Retreat and reflect: Allow the inner knowing to emerge