Philippe Rixhon, thought leader at the junctions of art, business and technology says you cannot manage innovation. Innovation isn’t about management; it is about creating an environment that nurtures innovation. This speaks to why corporations repeatedly try to manage innovation and repeatedly fail and why some large conglomerates are maybe better off not even trying. As provocative as this viewpoint may sound the same as exciting are the insights, perspectives and stories Philippe provided during the extensive interview Age of Artists was able to conduct with him, for instance when talking about challenging ideas and convention: “Impoliteness is contrary to political correctness.
By now, it is common sense that people–both young and experienced–need to be equipped differently in order to succeed in this accelerated and complex time we live in. Skills and competences such as critical thinking, problem solving, creativity, improvisation and cooperation become more important. Many leading thinkers promote a new approach to leadership that embraces authenticity, curiosity, invention and collaboration. Organizations–and the large ones often struggle with this–need to constantly innovate to survive and need to look for sustainable ways to execute their missions.
“The M.B.A. is a challenged brand”, Greg Pass, the former chief technology officer of Twitter and now on the faculty of Cornell Tech stated in a very recent New York Times article . As an alternative for educating future business leaders Cornell Tech has launched an innovative concept which includes cross-disciplinary project collaboration between M.B.A. candidates and computer science graduates, group problem solving and group critique methods. “The emphasis is on making things rather than planning.” Pass stated according to the article.
When opening our local newspaper yesterday I was positively surprised to read the sub headline of an article announcing a new German volume of National Geographic about how thinking came into the world. The headline said: “What we are today we do not owe to handaxe or fire: What really turned us into thinking humans was the invention of art.” After reading the full article which was mainly about early mankind and cave painting I started to reflect on our first year with Age of Artists.
Learning from art is instrumental for modern organizations as they prepare for the long-term future, and for individuals engaged in this task. We are excited to start the second year of Age of Artists, and to further pursue our mission to learn from creative disciplines and apply our findings to create better outcomes for business and society.
Organizations in a global, digitized, networked experience economy want complexity reduction, innovation leadership, and superior customer experience.
In a recent interview on leading the 21st-century organization with McKinsey Quarterly Tom Peters suggests to deal with the insane pace of change by going beyond the kinds of tasks and roles that can be automated. One of his recommendations for leading the 21st-century organization is design mindfulness:
“One way to deal with the insane pace of change is by living to get smarter and to learn new things. Another way is by going up the value-added chain beyond the kinds of tasks and roles that can be automated.
Aris Kalaizis is a painter. He lives and works in Leipzig where he grew up as a son of Greek immigrants. It was also here where he completed his art education as “Meisterschueler” with Arno Rink. Because of this he is often attributed to the Neue Leipziger Schule. His paintings are realistic and surreal at the same time. They combine dream and reality…
Hotel California, a great song by the Eagles, was playing at one point in the background while the interview with Stephen Swartz was conducted at the Café Domizil in Altenburg, Germany. The song is about California, Los Angeles specifically. In the mid-70s, LA was full of high expectations and promises, and thousands of people migrated there in droves in search of warm sun, wealth, money and fame – expectations that ultimately went unfulfilled.
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