Leading Innovation in a Global Environment

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* the teaching plan may be subject to minor changes and students will be informed accordingly

Autumn 2014

Leading Innovation in a Global Environment – MODULE 3 (15 ECTS) *

Master in Leadership and Innovation in Complex Systems (LAICS)

Module Coordinator:

Hanne Kirstine Adriansen, Associate Professor Dept. of Ed. /AU, hkoa@dpu.dk

Teaching Faculty:

Marie Aakjær, PhD, external lecturer, Dept. of Ed./AU, marie.aakjaer@gmail.com Hanne Kirstine Adriansen, Associate Professor, Dept. of Ed. /AU, hkoa@dpu.dk Nancy J. Adler, Professor, McGill University, Canada, nancy.adler@mcgill.ca Jacob Buur, Professor University of Southern Denmark, buur@mci.sdu.dk Lotte Darsø, Associate Professor Dept. of Ed. /AU, lda@dpu.dk

Stine Haakonsson, Associate Professor, CBS sh.dbp@cbs.dk

Mariana Mazzucato, Professor, University of Sussex,

M.Mazzucato@sussex.ac.uk

(still to be confirmed)

Jamie Wallace PhD, Post-doctoral Research Fellow, Dept. of Ed. /AU, jwal@dpu.dk

Supervisors:

Marie Aakjær, PhD, external lecturer, Dept. of Ed./AU, marie.aakjaer@gmail.com Hanne Kirstine Adriansen, Associate Professor, Dept. of Ed. /AU, hkoa@dpu.dk Lotte Darsø, Associate Professor Dept. of Ed. /AU, lda@dpu.dk

Jamie Wallace PhD, Post-doctoral Research Fellow, Dept. of Ed. /AU, jwal@dpu.dk

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Special Guests:

Ed Bamiling, Ceramics Facilitator, The Banff Centre, www.banffcentre.ca Ronna Schneberger, Nature Facilitator, The Banff Centre, www.banffcentre.ca Ian Prinsloo, Creative Inquiry Facilitator, The Banff Centre, www.banffcentre.ca Christian Bason, Director Mind Lab, www.mind-lab.dk

Ole Qvist Sørensen, Visual Process Consultant, Bigger Picture, www.biggerpicture.dk

Purpose:

This module focuses on leadership, from identifying personal leadership styles and guiding principles to examining the kind of leadership needed in an organisational and global context. It examines how global trends influence innovation and presents analytical and practical tools that deal with global as well as local innovation opportunities and challenges. The module includes designing and facilitating sessions for creating innovation and user and customer interaction.

Description of qualifications:

Knowledge and understanding

Upon completion of Module 3, the participant will:

1. hold comprehensive knowledge and understanding of theories and practice of leadership, innovation and complexity and is able to reflect on these theories.

2. understand innovation at various levels, as individual mind-sets and motivation, as group process and interaction, as organisational culture, networks and politics, and as strategic and global development.

3. have knowledge that enables him/her to reflect on theoretical frameworks and models.

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Skills

Upon completion of Module 3, the participant will be able to:

1. facilitate conversations and meetings.

1. analyse and discuss global trends in relation to own organisation.

2. take on leadership in innovation by applying scientific methodologies, tools and techniques from the field of innovation.

3. apply research methods that enable him/her to reflect on, analyse, evaluate and formulate problems and challenges in relation to leadership and innovation in complex systems.

4. analyse, discuss and communicate innovation strategies in organisations.

Competences

Upon completion of Module 3, the participant will be able to:

1. independently initiate and carry out innovation activities and collaborative efforts in a professional environment.

2. independently take responsibility for own professional development.

3. use and evaluate theoretical and professional knowledge to plan, prepare and implement innovative practices.

Content:

 Theories on leadership styles and leadership principles and reflection on own leadership.

 Global trends that influence opportunities for innovation in organisations.

 The concept of the “BOP (Bottom of the Pyramid)” approach to innovation.

 Theories and approaches to user-driven innovation.

 Methods for designing and facilitating different types of meetings.

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Learning and Teaching Approach:

The module examines innovation and leadership from a ‘real-world’, practice-based perspective. The learning and teaching approach emphasizes engaging intellect, senses, emotions and body as well as artefacts through:

 Residential seminars

 Group work

 Self-study

 Peer-learning

 Experiential problem-based learning

 Playful learning

 Arts-based learning

 Lectures

 Reflection and Learning Journals

Exam form:

Reflection Report followed by an individual oral exam. A reflection report is a written report produced by students individually or in groups of two or three. If written by one student, the reflection report must not exceed 15 normal pages, including notes and list of literature but excluding appendices. If the reflection report is written by a group of students, the required number of pages increases (two students: 20 normal pages, three students: 25 normal pages). Further details about the reflection report will be provided at Seminar 1.

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Practical information:

LAICS Module 3 consists of three seminars - each lasting 3½-4 days:

 SEMINAR 1: Leading Authentically in a Global Culture (3-6 Sep)¹ , The Banff Centre, Banff, Canada

 SEMINAR 2: Local ideas for global challenges (6-9 Oct) Sophienberg Slot, Rungsted, Denmark

 SEMINAR 3: Leading the Customer Relationship (12-15 Nov) Hoejstrupgaard Konferencecenter, Helsingør, Denmark

SEMINAR 1 starts w. dinner on Tuesday 2 Sep and ends with dinner on Saturday 6Sep.

SEMINAR 2 starts at 17.00 on Monday 6 Oct and ends at 17.00 on Thursday 9 Oct.

SEMINAR 3 starts and ends with lunch at 13.00 first and last day.

Each seminar is followed by a period where the participants complete assignments, work in groups and participate in virtual dialogue with fellow students. The module is taught in English. All discussions, assignments and exams, both virtual and during workshops, will be in English.

Textbooks – students are advised to purchase these publications:

Csikszentmihalyi, M. (2003). Good Business. Leadership: Flow and the Making of Meaning, Hodder & Stoughton – chapter 8, pages 167 – 188 (22 pages) (chapter 7 and 9 should be read for Seminar 2)

Pine II, J. B. and Gilmore, J. H. (2007). Authenticity: What Consumers Really want, Harvard Business School Press, Preface and chapter 1-2, pages xii-xiii, pp. 1-30, not compulsory: Chapter 4, p. 45 -79 (79 pages)

Scharmer, C. O. (2007). Theory U: Leading from the Future as It Emerges. The

1 This seminar takes place at the Banff Centre of Leadership in Canada – participants should plan for 2 extra travelling days – departure Tuesday 2 Sep and return Sunday 7 Sep with arrival in DK Monday 8 Sep (due to different time zones). Participants are responsible for their own travel

itinerary/arrangements.

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Social Technology of Presencing, chapter 21, pp. 377-442 (63 pages). For

participants, who have not yet attended Module 1, please also read chapter 1 and 2, pp. 1-47 (47 pages)

Van de Ven, A.H. et al. (1999). The Innovation Journey. Oxford: Oxford University Press, chapter 4, p. 95-124 (30 pages)

Zander, R.S. & Zander, B. (2000). The Art of Possibility. Transforming Professional and Personal Life, Harvard Business School Press, chapter 1, pp. 1-15 , chapter 3, pp. 25-53, chapter 7, pp. 99-111, chapter 11, pp. 161-181 ( 83 pages)

Compendium:

Adler, N. J. (2006). The Arts & Leadership: Now that we can do anything, what will we do? Academy of Management Learning and Education, 2006, Vol. 5, No. 4, p.

486 – 499 (14 pages)

Adler, N. J. (2008). I am My Mother’s Daughter: Early Childhood Influences on Leadership Success, European Journal of International Management, vol. 2, no. 1, 2008, page 6-21 (16 pages)

Adler, N. J. & Hansen, H. (2012). Daring to care: Scholarship that support the courage of our convictions. Journal of Management Inquiry XX(X) 1–12 (12 pages)

Adler, N. J. (2007). Organizational Metaphysics. Global Wisdom and the Audacity of Hope, I: Eric H. Kessler & James R. Bailey (2007) (eds.) Handbook of

Organizational and Managerial Wisdom. Thousand Oaks: Sage Publications, pp.

423-458 (36 pages)

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Adriansen, H. K. (2010). How Criticality Affects Students’ Creativity. C. Nygaard, N.

Courtney & C. Holtham: Teaching Creativity – Creativity in Teaching. Libri Publishing, pp. 65-84 (20 pages)

Adriansen, H.K. & S. Krohn (2013). Eastern mindfulness for Western organisations:

How, when and why?, Under review

Allan, J., Fairtlough, G., & Heinzen, B. (2002). The Power of the Tale: Using

Narratives for Organizational Success, John Wiley & Sons, Ltd., England, chapter 1, pp. 1-20, and chapter 7, pp. 149-176 (48 pages)

Altenburg, T.: Schmitz, H. and Stamm, A. (2008). Breakthrough? China’s and India’s transition from production to innovation, World Development 36 (2): 325 – 344 (20 pages)

Bason, C. (2010). Leading public sector innovation: Co-creating for a better society.

Bristol: Policy Press. Introduction (pp. 1-20), Chapter 3 (pp.53-69) and Chapter 9 (pp. 173-211) (71 pages)

Bens, I. (2006). Facilitating to lead! Leadership strategies for a networked world”.

San Francisco: Jossey-Bass. Chapter 1: pp. 1 – 33 (33 pages)

Bommert, B. (2010). Collaborative Innovation in the Public Sector. International public management review, 11(1): 15-33 (18 pages)

Borrás, S. & Haakonsson, S. 2013. When globalization hits home. Mobilization effects in national innovation networks. Working Paper in Business and Politics, CBS. No. 83. (28 pages)

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Boyer, N-A. (2004). Finding the Future: Why “Learning Journeys” Give An Adaptive Edge”, pp. 1-13, Draft (13 pages)

Brown, J. with Isaacs, D. (2005). The World Café. Shaping Our Futures Through Conversations That Matter, San Francisco: Berrett-Koehler Publishers, Inc.,

foreword by Margaret Wheatley pp. viii –xiii, Chapters 1-2: pp. 1–41 (48 pages)

Buur, J. (2012) The Role of Design in Business Model Innovation. Paper presented at 10º Congresso Brasileiro de Pesquisa e Desenvolvimento em Design, São Luís (MA)

Buur, J. and Larsen, H. (2010). The Quality of Conversations in Participatory

Innovation, University of Southern Denmark: SPIRE Research Centre, Mads Clausen Institute (14 pages)

Buur, J. and Matthews, B. (2008). Participatory innovation. International Journal of Innovation Management; vol. 12, nr. 3, pp. 255-273 (18 pages)

Chesbrough, H. (2006). Open Innovation: A New Paradigm for Understanding Industrial Innovation, I: Chesbrough, H., Vanhaverbeke, W. & West, J. (Eds.) Open Innovation: Researching a New Paradigm, Oxford University Press, chapter 1, pp. 1 –12 (12 pages)

Darsø, L. (2004). Artful Creation: Learning-Tales of Arts-in-Business,

Samfundslitteratur, case story about Unilever, pages 108 -123 , chapter 7: 161 – 175, chapter 8: 175 – 186 (40 pages)

Darsø, L. (2012). Innovation Competency–An Essential Organizational Asset. In S.

Høyrup, M. Bonnafous-Boucher, C. Hasse, M. Lotz & K. Møller (Eds.), Employee-

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Driven Innovation: A New Approach London: Palgrave Macmillan. pp. 108-126 (18 pages.

Drucker, P. F. (1999). Managing Oneself, Harvard Business Review, January 2005, pages 100 – 109 (10 pages)

Eraut, M. (2004). Informal learning in the workplace. Studies in Continuing Education. Vol. 26, no. 2 pp. 247-273 (27 pages)

Feldman, M. S. (2000). Organizational routines as a source of continuous change.

Organization Science, 11(6), 611-629. (18 pages)

Fenwick, Edwards, and Sawchuk (2011). Spatiality and temporality: understanding cultural geography, I: Emerging approaches to educational research: Tracing the socio-material. London: Routledge. pp. 129 – 147 (18 pages)

Friedman, T. (2007). ―The World is flat 3.0. Presentation at MIT, Wong Auditorium, Located November 28th 2007 on World Wide Web:

http://video.mit.edu/watch/the-world-is-flat-30-9321/

Ghais, S. (2005). Extreme Facilitation. Guiding Groups through Controversy and Complexity. San Francisco: Jossey-Bass. Introduction, Part one; chapter 1 and 2:

pp. 1-46. (46 pages)

Goleman, D. (2000). Leadership that Gets Results, Harvard Business Review, March-April 2000, pp. 76 – 91 (16 pages)

Haakonsson, S., Jensen, P. Ø. & Mudambi, S. (2012). A co-evolutionary perspective on the drivers of international sourcing of pharmaceutical R&D to India. Journal of Economic Geography, pp. 1-24 (24 pages)

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Høyrup, S. (2010). Employee-driven innovation and workplace learning: basic concepts, approaches and themes. Transfer: European Review of Labour and Research, 16(2), 143-154. (11 pages)

Jaworski, J. (1998). Synchronicity: The Inner Path of Leadership, San Francisco:

Berrett-Koehler Publishers, pages 1 – 14, chapters 11-13: pages 71 – 83 (+ figure p. 89), chapters 23 and 24: pages 172 – 185 (34 pages)

Kuemmerle, W. (1999). The Drivers of Foreign Direct Investment into Research and Development: An Empirical Investigation. Journal of International Business Studies 30(1): 1-24 (24 pages)

Ladkin, D. (2010). Rethinking Leadership: A New Look at Old Leadership Questions.

Edward Elgar Publishing, Chap. 2 pp. 15-33 (19 pages)

Morgan, M. et al. (2009). Has the Experience Economy Arrived? The Views of Destination Managers in Three Visitor-dependent Areas, International Journal of Tourism Research 11, pp. 201-216 (16 pages)

Nissley, N. (2007). Framing arts-based learning as an intersectional innovation in continuing management education: The intersection of arts and business and the innovation of arts-based learning. I: B. DeFillippi & C. Wankel (Eds.), University and Corporate Innovations Lifetime Learning. Greenwich, CT: Information Age

Publishing, pp. 1-33 (33 pages)

Nissley, N. (2007). Creativity and innovation: Good leadership demands a combination of the two. Leadership in Action, 27(2), pp. 21-22 (2 pages) -

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Pine II, J. B. and Gilmore, J. H. (1999). The Experience Economy. Work Is Theatre

& Every Business a Stage. Harvard Business School Press, Boston, Massachusetts:

pp. 1-25 (25 pages), and 163-183 (21 pages)

Palus, C. J. and Horth, D. M. (2002). The Leaders’s Edge: Six Creative

Competencies for Navigating Complex Challenges. A Joint Publication of the Jossey- Bass Business & Management Series and The Center for Creative Leadership, Introduction + chapter 1, pp 1 –36 (36 pages)

Prahalad, C. K. & Hart, S. L. (2002). The Fortune at the Bottom of the Pyramid, Strategy + Business, vol. 26 (1st Quarter), pp. 2-14. (13 pages)

Ravn, I. (2007). The Learning Conference, Journal of European Industrial Training, vol. 31, No. 3, 2007, pp. 212 – 222 (11 pages)

Rodrígez-Pose, A. and Crescenzi, R. (2008) Mountains in a flat world: why

proximity still matters for the location of economic activity. Cambridge Journal of Regions, Economy and Society 1: 371-388 (18 pages)

Sternberg, R.J (2003). WICS - A Model of Leadership in Organizations. In Academy of Management Learning and Education Vol. 2, No. 4 pp. 386-401 (16 pages)

Thomke, S. and Hippel, E. V. (2002). Customers as Innovators: A New way to Create Value. Harvard Business Review, April 2002, pp. 74-81 (9 pages) Ullwick, A. W. (2002). How to turn customer input into innovation. Harvard Business Review: 91-97 (8 pages)

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Vogt, E. E.; Brown, J. and Isaacs, D. (2003). The Art of Powerful Questions:

Catalyzing Insight, Innovation, and Action, California: Whole Systems Associates, p. 1 – 14 (14 pages)

Webb, J.W. et al. (2009). The Entrepreneurship Process in Base of the Pyramid Markets: The Case of Multinational Enterprise/Nongovernment Organization Alliances, E, T & P, Baylor university, pp. 555-581 (27 pages)

Wheatley, M. J. (1999). Leadership and the New Science: Discovering Order in a Chaotic World, Berrett-Koehler Publishers, San Francisco, chapter 9, pp. 157 – 168 (12 pages)

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Teaching Plan – OVERVIEW:

DATE SUBJECT FACULTY & Guests

SEMINAR 1

incl. meals & breaks , journal writing and reflection, walk &

talks

LEADING AUTHENTICALLY IN A GLOBAL CULTURE

Tuesday 2 September individual arrivals

 Opening dinner at 18.00

Wednesday 3 September 09.00-21.00

Theories & stories about leadership

 Welcome & Introduction

 Check-in

 Introduction to literature

 Ecoductions & story-finding with clay – group session

 Most admired leaders - lecture

 Explicit leadership theory - lecture

 Reflection report – introduction to exam form

Lotte Darsø Nancy Adler Ed Bamiling

Thursday 4 September 09.00-21.30

Theories & story-telling on leadership

 Global leadership & Leading Beautifully- lecture

 Leadership artistry: going beyond the dehydrated language of management - lecture

 Nature encounter – group session

 Storytelling and Leadership I:

Lotte Darsø Nancy Adler Colin Funk

Ronna Schneberger

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Creating space for discovery – lecture + exercises

 Storytelling and Leadership II:

Connecting to source – lecture + exercises

Friday 5 September 09.00-18.00

Leadership today and in the future

 Painting Leadership: a Self Portrait: lecture and exercise

 Authentic leadership - lecture

 Storytelling and leadership II:

Rehearsal and adaptive

performance – group session &

exercises

 Individual & group work on own leadership story

Lotte Darsø Nancy Adler Ian Prinsloo

Saturday 6 September 09.00-21.00

 Eco-sculpting your leadership quality- lecture and group session

 Reflection about your own leadership story – individual &

group

 Glazing & Firing of clay items

 Presentations of individual leadership stories – group session

 Evaluation & Check-out

 Goodbye dinner

Lotte Darsø Nancy Adler Ian Prinsloo Ed Bamiling Colin Funk

Sunday 7 September Individual departures

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SEMINAR 2

talks

LOCAL IDEAS FOR GLOBAL CHALLENGES

Monday 6 October 17.00-21.30

 Check in & inter-seminar reflections

 Group work on literature

Hanne Adriansen

Tuesday 7 October 09.00-21.30

 Intro question – group work

 Philosophy of Science – lecture + exercise

 Intro to situated knowledge and socio-materialitiy – lecture + exercise

 Tracing the global and local – lecture + exercise

 Intro to reflection report

 Group work on literature

Hanne Adriansen Jamie Wallace

Wednesday 8 October 09.00 – 21.30

 Innovation in the Global South – a global Perspective on

Innovation – lecture + exercise

 The State as the Engine of Innovation – lecture + exercise

Stine Haakonsson Mariana Mazzucato Hanne Adriansen

Thursday 9 October 09.00 – 17.00

 Presentation of Group work

 Summing up

 Innovation in the public sector

 Short intro to seminar 3

 Instruction for seminar 3

Hanne Adriansen Christian Bason

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SEMINAR 3

talks

LEADING THE CUSTOMER RELATIONSHIP

Wednesday 12 November 13.00-21.30

 Check in & inter-seminar reflections

 Facilitation and the role of the facilitator – lecture + exercise

 Group work on facilitation

Hanne Adriansen

Thursday 13 November 09.00-21.30

 Graphic process facilitation – lecture + exercise

 Participatory Innovation – lecture + exercise

 Group work on facilitation

Hanne Adriansen Ole Qvist Sørensen Jacob Buur

Friday 14 November 09.00-21.30

 Employee-driven innovation – lecture & exercise

 Workplace Learning – lecture &

exercise

 Group work

 Facilitation session with M1

 Evaluation facilitation session M1

 Reflection report – interactive session

Hanne Adriansen Marie Aakjær

Saturday 15 November 09.00-14.00

 Designing a customer meeting

 Evaluation of group facilitation

 Information about exams and Module 4

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SEMINAR 1: Leading Authentically in a Global Culture // 3-6 Sep, The Banff Center of Leadership, Banff, Canada

Lotte Darsø, Associate Professor Dept. of Ed. /AU, lda@dpu.dk

Nancy J. Adler, Professor, McGill University Montreal, Canada, nancy.adler@mcgill.ca

Special Guests:

Ed Bamiling, Ceramics Facilitator, The Banff Centre, www.banffcentre.ca Ronna Schneberger, Nature Facilitator, The Banff Centre, www.banffcentre.ca Ian Prinsloo, Creative Inquiry Facilitator, The Banff Centre, www.banffcentre.ca Colin Funk, Creative Inquiry Facilitator, The Banff Centre, www.banffcentre.ca

Purpose:

At this seminar participants will develop and articulate their innovative leadership story through arts and storytelling. Participants will reflect and think about other people’s creative and authentic leadership and they will work on identifying their own style by reflecting on leadership models from the past and present time. Participants will develop and discuss important leadership questions and they will work with guiding principles of leadership in order to identify their own highest future potential.

Upon completion of this seminar the participant will be able to:

 articulate their innovative leadership story through arts and storytelling

 discuss their own style by reflecting on leadership models from the past and present time

 discuss important leadership questions in relation to guiding principles of leadership

Content:

 Theories on leadership styles and leadership principles and reflection on own leadership.

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Literature:

Adler, N. J. (2006). The Arts & Leadership: Now that we can do anything, what will we do?

Academy of Management Learning and Education, 2006, Vol. 5, No. 4, p. 486 – 499 (14 pages) – Compendium

Adler, N. J. (2008). I am My Mother’s Daughter: Early Childhood Influences on Leadership Success, European Journal of International Management, vol. 2, no. 1, 2008, page 6-21 (16 pages) - Compendium

Adler, N. J. & Hansen, H. (2012). Daring to care: Scholarship that support the courage of our convictions. Journal of Management Inquiry XX(X) 1–12 - Compendium

Allan, J., Fairtlough, G., & Heinzen, B. (2002). The Power of the Tale: Using Narratives for Organizational Success, John Wiley & Sons, Ltd., England, chapter 1, pp. 1-20 , and chapter 7, pp. 149-176 (48 pages) - Compendium

Csikszentmihalyi, M. (2003). Good Business. Leadership: Flow and the Making of Meaning, Hodder & Stoughton – chapter 8, pages 167 – 188 (22 pages) (chapter 7 and 9 should be read for Seminar 2) - Students are advised to purchase this publication

Darsø, L. (2004). Artful Creation: Learning-Tales of Arts-in-Business, Samfundslitteratur, case story about Unilever, pages 108 -123 , chapter 7: 161 – 175, chapter 8: 175 – 186 (40 pages) - Compendium

Drucker, P. F. (1999). Managing Oneself, Harvard Business Review, January 2005, pages 100 – 109 (10 pages) - Compendium

Goleman, D. (2000). Leadership that Gets Results, Harvard Business Review, March-April 2000, pp. 76 – 91 (16 pages) - Compendium

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Jaworski, J. (1998). Synchronicity: The Inner Path of Leadership, San Francisco: Berrett- Koehler Publishers, pages 1 – 14, chapters 11-13: pages 71 – 83 (+ figure p. 89), chapters 23 and 24: pages 172 – 185 (34 pages) - Compendium

Ladkin, D. (2010). Rethinking Leadership: A New Look at Old Leadership Questions. Edward Elgar Publishing, Chap. 2 pp. 15-33 (19 pages)– Compendium

Nissley, N. (2007). Framing arts-based learning as an intersectional innovation in continuing management education: The intersection of arts and business and the innovation of arts- based learning. I: B. DeFillippi & C. Wankel (Eds.), University and Corporate Innovations Lifetime Learning. Greenwich, CT: Information Age Publishing, pp. 1-33 (33 pages) - Compendium

Nissley, N. (2007). Creativity and innovation: Good leadership demands a combination of the two. Leadership in Action, 27(2), pp. 21-22 (2 pages) - Compendium

Palus, C. J. and Horth, D. M. (2002). The Leaders’s Edge: Six Creative Competencies for Navigating Complex Challenges. A Joint Publication of the Jossey-Bass Business &

Management Series and The Center for Creative Leadership, Introduction + chapter 1, pp 1 –36 (36 pages) - Compendium

Scharmer, C. O. (2007). Theory U: Leading from the Future as It Emerges. The Social Technology of Presencing, chapter 21, pp. 377-442 (63 pages). For participants, who have not yet attended Module 1, please also read chapter 1 and 2, pp. 1-47 (47 pages)

- Students are advised to purchase this publication

Sternberg, R.J (2003). WICS - A Model of Leadership in Organizations. In Academy of Management Learning and Education Vol. 2, No. 4 pp. 386-401 (16 pages)– Compendium Van de Ven, A.H. et al. (1999). The Innovation Journey. Oxford: Oxford University Press, chapter 4, p. 95-124 (30 pages) - Students are advised to purchase this publication

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Wheatley, M. J. (1999). Leadership and the New Science: Discovering Order in a Chaotic World, Berrett-Koehler Publishers, San Francisco, chapter 9, pp. 157 – 168 (12 pages) – Compendium

Zander, R.S. & Zander, B. (2000). The Art of Possibility. Transforming Professional and Personal Life, Harvard Business School Press, chapter 1, pp. 1-15 , chapter 3, pp. 25-53, chapter 7, pp. 99-111, chapter 11, pp. 161-181 ( 83 pages) - Students are advised to purchase this publication

Preparation prior to seminar:

Participants are expected to:

 Read the relevant seminar literature in literature list.

 Most Admired Leaders session: Select a leader whom you strongly admire—known personally to you or not—and bring a picture (original or a copy) of your selected leader to the first day of the Banff seminar, along with a short list of the qualities,

characteristics, and behaviours that make you admire this particular leader. You may also bring a small text, spoken or written by your most admired leader - it doesn't have to be a formal speech, it could be an excerpt from an interview, an email, a letter, a piece of advice you remember being told, and it doesn't have to be long - five or six sentences. You may select a famous leader, such as India’s Mahatma Gandhi, Burma’s Aung Sang Suu Kyi, South Africa’s Nelson Mandela, Margrethe II of Denmark, a CEO or leader of business, or, alternatively, you may select a family member or friend who has strongly influenced you.

SEMINAR 2: Local ideas for global challenges // 6-9 Oct// Sophienberg Slot, Rungsted, DK

Hanne Kirstine Adriansen, Associate Professor Dept. of Ed. /AU, hkoa@dpu.dk Jamie Wallace PhD, Post-doctoral Research Fellow, Dept. of Ed. /AU, jwal@dpu.dk

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Stine Haakonsson, Adjunct, CBS sh.dbp@cbs.dk

Mariana Mazzucato, Professor, University of Sussex, M.Mazzucato@sussex.ac.uk (still to be confirmed)

Special Guests:

Christian Bason, Director Mind Lab, www.mind-lab.dk

Purpose:

Creating and leading innovation involves re-imagining the world, but how do we approach this? During this seminar, we will take a very broad approach to innovation and global challenges. We will be addressing the global through the local and the participants will try to seek their answers to global issues. We will work with innovation at different scales and through different perspectives. The topics include both the public and the private sector, both welfare states and the Global South.

The aim is to develop the participants’ competencies in relation to:

 Understanding different geographies of innovation both in relation to spatial differences and to the local-global dichotomy

 Understanding innovation in different parts of the world and case of the pyramid (BoP) approach to innovation

 Analysing the role of the state and issues involved in making public sector innovation

Content:

 The concept of the “BOP (Bottom of the Pyramid)” approach to innovation.

Literature:

Adler, N. J. (2007). Organizational Metaphysics. Global Wisdom and the Audacity of Hope, I:

Eric H. Kessler & James R. Bailey (2007) (eds.) Handbook of Organizational and Managerial Wisdom. Thousand Oaks: Sage Publications, pp. 423-458 (36 pages) - Compendium

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Adriansen, H. K. (2010). How Criticality Affects Students’ Creativity. C. Nygaard, N. Courtney

& C. Holtham: Teaching Creativity – Creativity in Teaching. Libri Publishing, pp. 65-84 (20 pages) – Compendium

Altenburg, T.: Schmitz, H. and Stamm, A. (2008). Breakthrough? China’s and India’s

transition from production to innovation, World Development 36 (2): 325 – 344 (20 pages) – Compendium

Bason, C. (2010). Leading public sector innovation: Co-creating for a better society. Bristol:

Policy Press. Introduction (pp. 1-20), Chapter 3 (pp.53-69) and Chapter 9 (pp. 173-211) (71 pages) – Compendium

Bommert, B. (2010). Collaborative Innovation in the Public Sector. International public management review, 11(1): 15-33 (18 pages)

Borrás, S. & Haakonsson, S. 2013. When globalization hits home. Mobilization effects in national innovation networks. Working Paper in Business and Politics, CBS. No. 83

Boyer, N-A. (2004). Finding the Future: Why “Learning Journeys” Give An Adaptive Edge”, pp. 1-13, Draft (13 pages) - Compendium

Chesbrough, H. (2006). Open Innovation: A New Paradigm for Understanding Industrial Innovation, I: Chesbrough, H., Vanhaverbeke, W. & West, J. (Eds.) Open Innovation:

Researching a New Paradigm, Oxford University Press, chapter 1, pp. 1 –12 (12 pages) – Compendium

Fenwick, Edwards, and Sawchuk (2011). Spatiality and temporality: understanding cultural geography, I: Emerging approaches to educational research: Tracing the socio-material.

London: Routledge. pp. 129 – 147 (18 pages) – Compendium

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Friedman, T. (2007). ―The World is flat 3.0. Presentation at MIT, Wong Auditorium, Located November 28^th 2007 on World Wide Web: http://video.mit.edu/watch/the-world-is-flat-30- 9321/

Haakonsson, S., Jensen, P. Ø. & Mudambi, S. (2012). A co-evolutionary perspective on the drivers of international sourcing of pharmaceutical R&D to India. Journal of Economic Geography, pp. 1-24 (24 pages) - Compendium

Kuemmerle, W. (1999). The Drivers of Foreign Direct Investment into Research and

Development: An Empirical Investigation. Journal of International Business Studies 30(1): 1- 24 (24 pages) – Compendium

Prahalad, C. K. & Hart, S. L. (2002). The Fortune at the Bottom of the Pyramid, Strategy + Business, vol. 26 (1st Quarter), pp. 2-14. (13 pages) - Compendium

Rodrígez-Pose, A. and Crescenzi, R. (2008) Mountains in a flat world: why proximity still matters for the location of economic activity. Cambridge Journal of Regions, Economy and Society 1: 371-388 (18 pages) – Compendium

Webb, J.W. et al. (2009). The Entrepreneurship Process in Base of the Pyramid Markets: The Case of Multinational Enterprise/Nongovernment Organization Alliances, E, T & P, Baylor university, pp. 555-581 (27 pages) – Compendium

 Participants are going to work with a few cases during the seminar and it would be helpful if they familiarised themselves with the materials found on Blackboard before the seminar.

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SEMINAR 3: Leading the Customer Relationship // 12-15 Nov, Højstrupgaard, Helsingør

Hanne Kirstine Adriansen, Associate Professor Dept. of Ed. /AU, hkoa@dpu.dk Jamie Wallace PhD, Post-doctoral Research Fellow, Dept. of Ed. /AU, jwal@dpu.dk Jacob Buur, Professor University of Southern Denmark, buur@mci.sdu.dk

Special Guests:

Ole Qvist Sørensen, Visual Process Consultant, Bigger Picture, www.biggerpicture.dk

Purpose:

The seminar focuses on enabling participants to establish an overview of user-driven

approaches to innovation - by examining different ways of involving existing and future users and customers in their organisation. Participants will practice designing the process for energetic meetings and for bringing customers into meaningful relationships. Participants will work with ways that he/she as a leader or facilitator can ensure grounding, presence, and authenticity both within a group and within themselves.

Upon completion of this seminar the participant will be able to:

 Demonstrate an overview of, and insight into, different approaches towards participatory innovation and workplace learning (e.g. user-driven innovation, user-centred innovation, and employee-driven innovation)

 Design effective meeting sessions and conferences in order to improve relations and fruitful interaction with users, customers, and colleagues

 Practise, discuss and evaluate facilitation techniques and methods which can help the participant as a leader/facilitator

Content:

 Theories and approaches to user-driven innovation.

 Methods for designing and facilitating different types of meetings.

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Literature:

Adriansen, H.K. & S. Krohn (2013). Eastern mindfulness for Western organisations: How, when and why?, Under review - Compendium

Bens, I. (2006). Facilitating to lead! Leadership strategies for a networked world”. San Francisco: Jossey-Bass. Chapter 1: pp. 1 – 33 (33 pages) - Compendium

Brown, J. with Isaacs, D. (2005). The World Café. Shaping Our Futures Through

Conversations That Matter, San Francisco: Berrett-Koehler Publishers, Inc., foreword by Margaret Wheatley pp. viii –xiii, Chapters 1-2: pp. 1–41 (48 pages) - Compendium

Buur, J. (2012) The Role of Design in Business Model Innovation. Paper presented at 10º Congresso Brasileiro de Pesquisa e Desenvolvimento em Design, São Luís (MA)

Buur, J. and Larsen, H. (2010). The Quality of Conversations in Participatory Innovation, University of Southern Denmark: SPIRE Research Centre, Mads Clausen Institute (14 pages) – Compendium

Buur, J. and Matthews, B. (2008). Participatory innovation. International Journal of Innovation Management; vol. 12, nr. 3, pp. 255-273 (18 pages) - Compendium

Darsø, L. (2012). Innovation Competency–An Essential Organizational Asset. In S. Høyrup, M. Bonnafous-Boucher, C. Hasse, M. Lotz & K. Møller (Eds.), Employee-Driven Innovation: A New Approach London: Palgrave Macmillan, pp. 108-126. (18 pages) - Compendium

Eraut, M. (2004). Informal learning in the workplace. Studies in Continuing Education. Vol.

26, no. 2 pp. 247-273 (27 pages) - Compendium

Feldman, M. S. (2000). Organizational routines as a source of continuous change.

Organization Science, 11(6), 611-629. (18 pages) - Compendium

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Ghais, S. (2005). Extreme Facilitation. Guiding Groups through Controversy and Compelxity.

San Francisco: Jossey-Bass. Introduction, Part one; chapter 1 and 2: pp. 1-46. (46 pages) – Compendium

Høyrup, S. (2010). Employee-driven innovation and workplace learning: basic concepts, approaches and themes. Transfer: European Review of Labour and Research, 16(2), 143-154 (11 pages) - Compendium

Morgan, M. et al. (2009). Has the Experience Economy Arrived? The Views of Destination Managers in Three Visitor-dependent Areas, International Journal of Tourism Research 11, pp. 201-216 (16 pages) – Compendium

Pine II, J. B. and Gilmore, J. H. (1999). The Experience Economy. Work Is Theatre & Every Business a Stage. Harvard Business School Press, Boston, Massachusetts: pp. 1-25 (25 pages) – click here, and 163-183 (21 pages) - Compendium

Pine II, J. B. and Gilmore, J. H. (2007). Authenticity: What Consumers Really want, Harvard Business School Press, Preface and chapter 1-2, pages xii-xiii, pp. 1-30, not compulsory:

Chapter 4, p. 45 -79 (79 pages) - Students are advised to purchase this publication

Ravn, I. (2007). The Learning Conference, Journal of European Industrial Training, vol. 31, No. 3, 2007, pp. 212 – 222 (11 pages) - Compendium

Thomke, S. and Hippel, E. V. (2002). Customers as Innovators: A New way to Create Value.

Harvard Business Review, April 2002, pp. 74-81 (9 pages) - Compendium

Ullwick, A. W. (2002). How to turn customer input into innovation. Harvard Business Review:

91-97 (8 pages) - Compendium

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Vogt, E. E.; Brown, J. and Isaacs, D. (2003). The Art of Powerful Questions: Catalyzing Insight, Innovation, and Action, California: Whole Systems Associates, p. 1 – 14 (14 pages) – Compendium

 All three groups begin preparing their facilitation sessions according to principles agreed at seminar 2.