tag:blogger.com,1999:blog-37032121.post8635641783110784020..comments2024-03-27T05:04:39.476-07:00Comments on Museum 2.0: Innovation, Chaos, and Leadership: Skunkworks and the CEONina Simonhttp://www.blogger.com/profile/11723930679606298550noreply@blogger.comBlogger4125tag:blogger.com,1999:blog-37032121.post-73092676936008943552008-06-23T08:46:00.000-07:002008-06-23T08:46:00.000-07:00Great post Nina,working for a one of major East Co...Great post Nina,<BR/>working for a one of major East Coast art museums, and having had a number of bosses with different skills in managing people and their ideas, I cannot agree with you more. When you go down the ladder, I think this dilemma for any manager to be an innovator or to serve their staff depends on their sense of security too. CEOs most certainly need to be the ones that make this available, but alas that doesn't happen that often within large institutions like Museums. Especially when the economy is going down the tube...Polkadilehttps://www.blogger.com/profile/17810968754825024407noreply@blogger.comtag:blogger.com,1999:blog-37032121.post-75737774338762394172008-06-18T16:38:00.000-07:002008-06-18T16:38:00.000-07:00Ooops, Nina, (not Nona)! Can you edit that out?Ooops, Nina, (not Nona)! Can you edit that out?Anonymoushttps://www.blogger.com/profile/04571161252530964470noreply@blogger.comtag:blogger.com,1999:blog-37032121.post-7087931697389208932008-06-18T16:37:00.000-07:002008-06-18T16:37:00.000-07:00Yes, I agree, great post Nona!I think I agree with...Yes, I agree, great post Nona!<BR/>I think I agree with the sentiments of your penultimate paragraph. CEOs should set up an environment that encourages innovation and experiementation and sell that to their boards as the best way for the organisation to learn. They need to truly manage the risks involved (not avoid them). Some years ago when I came into my current role (not a CEO), but the leader of a reasonably large professional group in a national museum, I said that at least part of my role here was to help create the kind of chaos out of which creativity flourishes, and then I had to manage the resulting distress. I have not been quite that radical and it has taken longer than I thought, but we've headed in that direction.Anonymoushttps://www.blogger.com/profile/04571161252530964470noreply@blogger.comtag:blogger.com,1999:blog-37032121.post-50201377949561915872008-06-16T21:01:00.000-07:002008-06-16T21:01:00.000-07:00Excellent post, Nina!I work for a statewide arts a...Excellent post, Nina!<BR/><BR/>I work for a statewide arts advocacy and service organization doing advocacy, communications, and technology. I attended a workshop run by Beth Kanter last week in Chicago, and she recommended your blog. I'm thoroughly enjoying the Museum 2.0 experience : )<BR/><BR/>Is it harder for a CEO to be an innovator or a service person? This is an interesting question, and I hadn't thought to juxtapose these two identities in this way. I fundamentally see CEOs as service people. They make the work of the organizations - implementation of mission - possible by ensuring organizations have resources - human and monetary resources as well as spirit and passion. CEOs should foster innovation, rather than see themselves as innovators directly. It probably does come down to ego as well as personal style and comfort zone.<BR/><BR/>One reason Web 2.0 excites me as an activist is it lowers the threshold for experimentation. Not just the technology itself, but the grassroots culture that surrounds it.Anonymousnoreply@blogger.com