Where will taking the MICL take you?
"The role of leadership is crucial in promoting innovative working."
The MICL is focused on giving Innovation Leaders all the tools they need to be highly successful in managing innovation projects and programmes - and also in fast-tracking their career progress.
How do you turn ideas into action?
How can you institutionalise innovation?
What are the elements of a creative culture?
What distinguishes creative organisations?
A recent research report undertaken by leading Organisational Psychologists from City University and published by NESTA found that 79% of UK managers see innovation as very/extremely important. Yet another study in the USA has shown that only 4% of managers rate their own organisation as superior in this critical area.
The new study clearly outlines the major catalysts for success in innovation:
- Managers support and openness to innovation
- Leaders modelling behaviours that encourage innovation
- Setting up the right teams for innovation efforts
- Autonomy and freedom in carrying out innovation projects
- Senior leadership's development of an innovation strategy and priorities
The big question is - do the leaders have all the skills required? The research study shows that there is much still to learn if Innovation Leaders are to become leading-edge practitioners.
How does it work in your organisation? In your previous workplaces? Some organisations are clearly good at innovation. What sets them apart? What is it they do that works? Could it work for your organisation?
We do not pretend to have all the answers for every organisation, but we aim to provide senior and middle managers (in both the private and public sectors) with new knowledge and skills that will enable individuals, groups and organisations to behave more creatively and consistently deliver more breakthrough innovation solutions.
The MICL is designed to provide students with:
- an in-depth understanding of what creativity and innovation is in different domains
- a wide range of creative and innovation processes, techniques and tools
- awareness of individual and organisational constraints on creativity and innovation, and how these constraints can be overcome in different businesses and professions.
What kind of job role might I get after graduation?
Maybe you'll take your new skills back to your current employer. Or maybe you'll be moving on to new opportunities. Maybe you'll become an entrepreneur, setting up your own business from an idea developed through the course. Who knows?
The MICL is a highly practical course, geared to have immediate impact on students' capabilities - and bring lifelong rewards. At the same time, graduates will have built a diverse network of like-minded individuals - a rich source of ideas and mutual support.
Quotes from Industry:
" I would rate the innovation process really highly - the biggest eye opener for me on the client side was just the sheer scale of the innovation process from start to finish i.e. from idea to execution - there are just so many things that needs to happen, teams that need to be included and hurdles to jump.
The best marketers here are not necessarily the most creative or visionary but the ones who master the innovation process! "
Chris Howell, Innovation Manager, Cadbury.
- about creativity & innovation.
" Instant thoughts on creativity arise out of the rehearsal experience I have just been through. It is hard to demand creativity out of one's employees without first setting up an atmosphere which encourages freedom of expression, celebrates mistakes as something to be learned from, and in which people take joy in each other's company. Our director, Thea Sharrock, created just such an atmosphere in rehearsals, and as a result people's performances blossomed. She is still the boss, but she trusts us - she chose us, after all - and she celebrates what we bring to the process. It feels like a joint process of discovery, rather than a following of instructions from on high. "
Philip Bird, Actor, currently in As You Like It at Shakespeare's Globe.
- on having the right climate.
" We face our own professional creativity challenge here at the University Careers Service - how to up the game and our engagement level with students, employers, alumni, university. I am in the midst of a reorganisation to re-connect with clients - feel we are at the forefront of what all Uni Careers Services will have to do, though some, post-92 universities, are addressing this. The trade association cannot see the issues and trots out the same old model of "guidance" which is expensive, uninspiring and unattractive to the majority of smart undergrads. "
Jonathan Black, Head of Careers, Oxford University
- on managing need for change & flexibility with the constraints of established processes.