Leading and Building a Culture of Innovation

  • USD 15,750

  • classroom only
  • United States (Boston) |
  • Dec, 4th 2022 - Dec, 9th 2022
    • Certificate

    In a world of constant disruption and disintermediation, innovation is a critical component of business agility and growth. That's why today's companies require a new kind of leader— one who can create a culture and develop the competencies that foster creative, innovative problem-solving across the entire organization. In this lab-style leadership program, you will discover how innovation really works and how you can enable your team to produce extraordinary results.

    Program Benefits

    This program demystifies innovation by helping you experience how collaboration and innovation really work in practice. As you gain a more visceral understanding of how leaders can help talented people work together productively to enable business growth, you will become better able to:

    • Create a culture that promotes both incremental and breakthrough innovation 
    • Help all areas of your organization innovate more consistently—and more boldly 
    • Foster a new level of peer-to-peer collaboration by creating an environment in which people can take risks and learn from failure
    • Develop a leadership style in which you empower others by modeling and encouraging behaviors that drive creative thinking and collaboration 
    • Work effectively with peers and upper management to facilitate necessary cultural change in the organization and realize the potential of innovative ideas

    Who Should Attend

    Leading and Building a Culture of Innovation is ideal for general managers or other senior executives in any industry whose responsibilities include leading innovation and change. These might include leaders of business units, divisions, or other large-scale organizations, or other executives with cross-organizational responsibilities. Ideal participants will have at least 15 years of experience.

    The program is suitable for leaders from companies of any size—not only for senior executives from large, established organizations but also leaders of startups or directors of innovation labs.


    Ryan L. Raffaelli
    Assistant Professor of Business Administration
    Linda A. Hill
    Wallace Brett Donham Professor of Business Administration
    Maurizio Travaglini
    Adjunct Professor of Leadership and Innovation

    *Program faculty is subject to change


    Understanding the realities of innovation

    • Exploring the differences that distinguish vision, innovation, and change
    • Considering innovation broadly as any new idea that can help your organization succeed
    • Recognizing that innovation is a mandate for everyone in every function
    • Identifying common practices that can stifle collaboration and innovation
    • Growing contextual intelligence to compete and thrive in different environments

    Developing a leadership approach that fosters innovation

    • Accepting the responsibility for driving innovation
    • Understanding the leader's role as social architect
    • Becoming a change agent and advocating for change at all levels of your organization
    • Embracing the often-messy process of collaborative innovation
    • Balancing the inherent tensions and paradoxes of leading innovation
    • Fulfilling three key leadership imperatives—managing yourself, your team, and your network—in ways that facilitate innovation

    Instilling habits that can unleash creative potential throughout your organization

    • Creating more opportunities for productive collaboration
    • Recognizing how diversity expands the range of possibilities and elicits more ideas
    • Fostering trust and a shared sense of purpose and values
    • Understanding and managing creative abrasion, creative agility, and creative resolution
    • Institutionalizing experimentation, risk-taking, and the tolerance for failure

    Creating structures that support innovation in your organization

    • Designing spaces that support collaborative problem solving
    • Introducing new rules of engagement
    • Developing an effective marketplace of new ideas
    • Identifying and overcoming obstacles to collaboration and innovation
    • Evolving decision-making processes to align with the nature of innovation
    • Allowing multiple ideas to be combined rather than choosing one over the other

    Transforming innovative ideas into reality

    • Analyzing and managing the implications of a promising new idea
    • Leading the changes needed to execute an innovative idea for maximum impact
    • Overcoming obstacles to change
    • Working with different constituencies in your organization to ensure successful implementation


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