Harvard Case - Leading Innovation at Kelvingrove (A)
"Leading Innovation at Kelvingrove (A)" Harvard business case study is written by Jeanne M. Liedtka, Randy Salzman. It deals with the challenges in the field of Organizational Behavior. The case study is 15 page(s) long and it was first published on : Sep 26, 2009
At Fern Fort University, we recommend a multi-pronged approach to address the challenges faced by Kelvingrove Museum. This includes fostering a culture of innovation, implementing a strategic change management process, and investing in employee development to empower staff to drive innovation.
2. Background
The case study focuses on Kelvingrove Museum, a renowned institution in Glasgow, Scotland, struggling to maintain its relevance and attract new audiences in a rapidly changing world. The museum faces challenges such as declining visitor numbers, limited funding, and a rigid organizational culture resistant to change. The arrival of a new director, Dr. John McTaggart, presents an opportunity to revitalize the museum and embrace innovation.
The main protagonists are Dr. John McTaggart, the new director with a vision for change, and the museum staff, who are apprehensive about the potential disruption to their established routines. The case study highlights the clash between McTaggart's desire for innovation and the museum's traditional, hierarchical culture.
3. Analysis of the Case Study
Organizational Culture: Kelvingrove exhibits a strong, but inflexible, culture rooted in tradition and preservation. This culture, while valuable for preserving historical artifacts, hinders the adoption of new ideas and approaches. The museum's rigid organizational structure and top-down decision-making further exacerbate this issue.
Leadership Styles: Dr. McTaggart's leadership style is characterized by a strong vision and a commitment to change. However, his approach lacks the necessary sensitivity to the existing culture and the concerns of the staff. This creates resistance and hinders the implementation of his innovative ideas.
Change Management: The museum's lack of a structured change management process leads to confusion, anxiety, and resistance among the staff. The absence of clear communication, training, and support for employees during the transition further exacerbates the situation.
Team Dynamics: The museum's staff, accustomed to traditional roles and responsibilities, struggles to embrace collaboration and cross-functional teamwork. This lack of collaboration hampers the development and implementation of innovative ideas.
Motivation Theories: The case study highlights the importance of intrinsic motivation in driving innovation. The museum's current reward system, focused on seniority and compliance, fails to incentivize creativity and risk-taking.
Power and Politics in Organizations: The museum's hierarchical structure and entrenched power dynamics create resistance to change. Senior staff, accustomed to their positions of authority, may perceive McTaggart's vision as a threat to their power and influence.
Decision-Making Processes: The museum's decision-making process is centralized and top-down, limiting the participation of staff in shaping the museum's future. This lack of inclusivity stifles creativity and innovation.
Emotional Intelligence: McTaggart's lack of emotional intelligence in understanding the staff's concerns and anxieties contributes to the resistance to change. He needs to develop stronger interpersonal skills and empathy to build trust and support among the staff.
4. Recommendations
1. Foster a Culture of Innovation:
- Leadership Development: Implement leadership development programs to equip managers with the skills to foster innovation and embrace change. This should include training on transformational leadership, emotional intelligence, and change management techniques.
- Empowerment and Collaboration: Encourage collaboration by creating cross-functional teams and empowering staff to take ownership of projects. Implement a bottom-up approach to idea generation and decision-making.
- Reward Innovation: Introduce a new performance management system that rewards creativity, risk-taking, and collaboration. This could include financial incentives, recognition programs, and opportunities for professional development.
- Communication and Transparency: Establish open and transparent communication channels to keep staff informed about the museum's vision, progress, and challenges.
2. Implement a Strategic Change Management Process:
- Vision and Strategy: Clearly articulate the museum's vision for the future and develop a comprehensive strategic plan outlining the key objectives, initiatives, and timelines for change.
- Communication and Engagement: Develop a comprehensive communication strategy to engage staff in the change process. This should include regular updates, town hall meetings, and opportunities for feedback.
- Training and Support: Provide staff with the necessary training and support to adapt to new technologies, processes, and roles. This could include workshops, online resources, and mentoring programs.
- Leadership Support: Ensure that senior leadership actively champions the change process by demonstrating their commitment to innovation and providing ongoing support to staff.
3. Invest in Employee Development:
- Skill Development: Identify the skills and knowledge gaps among staff and invest in training programs to equip them with the necessary skills to contribute to innovation.
- Mentorship and Coaching: Establish a mentorship program to pair experienced staff with newer employees to facilitate knowledge sharing and skill development.
- Career Development: Create opportunities for staff to develop their careers within the museum by offering internal promotion opportunities and supporting their professional development.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with the museum's core competencies in preserving historical artifacts and educating the public. They also support the museum's mission to be a relevant and engaging institution for the 21st century.
- External customers and internal clients: The recommendations address the needs of both external customers (visitors) and internal clients (staff). By fostering a more engaging and innovative environment, the museum can attract new audiences and retain its existing staff.
- Competitors: The recommendations help the museum stay competitive with other cultural institutions by adopting innovative practices and engaging with new audiences.
- Attractiveness: The recommendations are likely to increase the museum's attractiveness to visitors and potential donors by enhancing its relevance and appeal.
6. Conclusion
By fostering a culture of innovation, implementing a strategic change management process, and investing in employee development, Kelvingrove Museum can overcome its challenges and become a thriving institution for the 21st century. This approach will require a commitment from leadership to embrace change, engage staff, and empower them to drive innovation.
7. Discussion
Alternatives: Other alternatives include hiring external consultants to facilitate change management, merging with other cultural institutions, or focusing on a specific niche audience. However, these options present significant risks and may not be feasible given the museum's current resources and constraints.
Risks and Key Assumptions: The success of these recommendations depends on several key assumptions, including the willingness of leadership to embrace change, the ability of staff to adapt to new ways of working, and the availability of resources to support the implementation of the recommendations.
Options Grid:
| Option | Advantages | Disadvantages | Risks |
|---|---|---|---|
| Foster a Culture of Innovation | Increased creativity, enhanced relevance, improved employee engagement | Requires significant cultural shift, potential resistance from staff | Lack of leadership commitment, insufficient resources |
| Implement a Strategic Change Management Process | Structured approach to change, reduced resistance, improved communication | Time-consuming, requires careful planning and execution | Lack of staff buy-in, insufficient resources |
| Invest in Employee Development | Enhanced skills and knowledge, increased employee engagement, improved performance | Requires significant investment, potential for skill gaps | Lack of career development opportunities, insufficient resources |
8. Next Steps
Timeline:
- Month 1: Develop a communication plan and initiate dialogue with staff about the need for change.
- Month 2: Implement leadership development programs and begin forming cross-functional teams.
- Month 3: Introduce a new performance management system that rewards innovation.
- Month 4: Develop a strategic change management plan and begin implementing key initiatives.
- Month 5: Launch training programs to equip staff with new skills and knowledge.
- Month 6: Continue to monitor progress and make adjustments to the change management plan as needed.
By taking these steps, Kelvingrove Museum can embark on a journey of transformation, becoming a more innovative, engaging, and relevant institution for the 21st century.
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Case Description
This case series explores the leadership story of director Mark O'Neill as he oversees a major innovation initiative at Kelvingrove, Scotland's most visited museum. The A case describes his background, philosophy, and the actions he takes over a period of more than a decade to win the support of both staff and funders for the innovation. The B case examines the reaction of the public and art critics. O'Neill arrives at Kelvingrove to find an institution in turmoil after a series of dramatic changes that have alienated visitors and funders alike. Utilizing an innovative style of management that he describes as maze behavior, he succeeds in moving the traditionally discipline-bound, curator-dominated museum into a cross-disciplinary, visitor-oriented experience. He does this by engaging the curators in creating exhibits based on stories rather than professional classification schemes such as paintings, geology, etc., using an approach that includes a deep understanding of his audience and the imaginative use of forms. He also gains the community's political and funding support to accomplish his goals.
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