Public Lecture, April 6, 2011
Mark Payne will present The Money & Magic Manifesto, a provocative take on innovation's past, present and future. In it, he will offer case studies from Fahrenheit's work on the innovation front lines with the likes of Samsung, Coca-Cola, Starwood Hotels, Gucci Group, Campbell Soup and Procter & Gamble, and his company's unique philosophy and practice of bringing transformational creativity together with commercial acumen and an obsession with big outcomes. The talk will provide intriguing grist for the mill for anyone interested in the dynamics of innovation.
About Mark Payne
As the co-founder and Head of Idea Development of Fahrenheit 212, a New York-based innovation consultancy, Mark Payne draws on his twenty plus years’ experience in the creation of new businesses, brands and products, with a global perspective born of having lived and worked across Asia-Pacific, Europe and North America, and a skill set fusing creative abandon and strategic discipline.
Mark’s pursuit of a better way to invent has shaped Fahrenheit 212’s unique innovation model and practices, and uncovered potent new insights into how ideas interact with the human mind – both on the street and in the boardroom.
Among the great companies he’s had the good fortune to work with are Procter & Gamble, Nestle, Samsung, Starwood Hotels, Best Buy, Lowe's, Campbell's Soup, Citibank, Starbucks, Hershey's and General Mills.
Mark holds a BA cum laude in economics and psychology from Middlebury College and the London School of Economics.
Public Lecture, February 8, 2011
Much of the discussion on innovation has centered on the structures, systems, and tools to instill innovation processes and competencies in organizations. Yet, most such initiatives fail. What gives? Tools and processes are not enough. Innovation is fundamentally a human endeavor, one that must not only be managed, but also led. Luckily these leadership behaviors can be developed. In this talk, Ryan will, through stories, explore common innovation leadership pitfalls and share a model for how to lead innovation.
Ryan Jacoby co-leads IDEO's New York location. Prior to his current role he helped pioneer and grow the Business Design discipline for the firm. Ryan is passionate about designing new experiences for users and with an emphasis on Venture Design and Growth and Innovation Strategy. Working across industries such as retail, financial services, healthcare, and consumer goods, Ryan helps clients to uncover and architect new ventures, envision new brand platforms, and design new communications, products and services. Ryan holds a BS in Systems Engineering from the University of Virginia and an MBA from Stanford University where he focused on design, marketing, and strategy. He is often referred to as the first "graduate" from Stanford's Hasso Plattner Institute of Design.
Public Lecture, November 9, 2011
Faculty and PhD Research Seminar, November 11, 2011
Contrary to the popular "lone genius" image of innovation, we know that the actual work of innovation is a collective activity. A focus on this work demonstrates three aspects of organization that are key to understanding innovation: community, practice, and materiality. Community membership structures people's learning in organizations, and boundaries between communities can therefore be both barriers to and opportunities for innovation. Everyday work practices create organizational cultures that enable collective creativity, rapid coordination, and recovery from surprises. Finally, the materiality of the workplace can facilitate problem-solving, communication, and symbolic support for innovation.
Crime laboratories exemplify the complexity of doing science in the public eye. Forensic scientists working to discover the scientific "truth" in the evidence are also keenly aware that they work within the legal system and are engaged in science in the service of justice. This ethnography of a crime lab explores the ways in which law and science intermingle in the daily work of forensic scientists. I show how scrutiny in legal, public, and professional arenas affects organizational and individual practice. For instance, professional comparisons of other forensic subfields to forensic biology have resulted in "DNA envy" within the forensic science community. This is not just status envy, but is characterized by controversies over changing analytic and reporting practices. I analyze several such controversies that demonstrate the tension between scientific objectivity and analyst judgment and illustrate how institutional scrutiny is changing the practice of forensic science.
Beth Bechky, our first Investigatio Scholar in Residency, is an associate professor of organizational behavior and technology management at the University of California, Davis. Her research focuses on how technical, science, and creative workers get things done together. As an ethnographer of work and occupations, Beth's approach to studying organization and innovation highlights the practices and material affordances of the workplace. Some recent projects have explored how problems are solved among technicians, engineers and assemblers on an R&D manufacturing line, how work is coordinated on film production sets, and what enables the collective creativity of consultants and engineers. She is currently completing an ethnography of a crime laboratory.