By Robert Austin, Lee Devin, Eric Schmidt
Crafty Making bargains the 1st confirmed, research-based framework for engineering ingenuity and innovation. This publication is the results of a multi-year collaboration among Harvard enterprise institution professor Robert Austin and major theatre director and playwright Lee Devin. jointly, they exhibit notable structural similarities among theatre artistry and creation and modern company projects--and exhibit how collaborative artists have mastered the paintings of supplying innovation "on cue," on immovable time cut-off dates and budgets. those equipment are neither mysterious nor flaky: they're rigorous, special, and--with this book's help--absolutely learnable and reproducible. They depend upon affordable and swift generation instead of on extensive up-front making plans, and with assistance from trendy allowing applied sciences, they are often utilized in almost any setting with knowledge-based outputs. additionally, they supply an overarching framework for leveraging the complete advantages of modern day major suggestions for selling flexibility and innovation, from agile improvement to genuine concepts.
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Additional resources for Artful Making: What Managers Need to Know About How Artists Work
Required to get the technology in place, in the company and in the perception of Sun’s senior management. ” Periods in which people worked independently with the new technology alternated with attempts to pull things together; meeting after meeting ended without resolving the difficulties. ■ An unusual notion of supervision and control—Sun executives can’t supervise their smart engineers in any conventional sense. 5 years after widespread use Formal management from the beginning Appears haphazard Appears expertly executed Early adopter Adopted one year later “Hairballs of information” Results in a new company direction Maximally useful information Adds value to the business 10 Artful Making: What Managers Need to Know About How Artists Work disorder.
198-006, 1998). 8. During the reign of Jac Nasser as CEO, from late 1998 to late 2001, the company’s managers did begin to talk enthusiastically about the role of IT and the Internet in the company’s success; this ended with Nasser’s ouster. 9. Cotteleer and Austin, “Sun Microsystems: Realizing the Business Value of Web Technologies” (Harvard Business School case no. 198-007, 1998) p. 7. 10. As we write, Sun faces business challenges that result from the technology market meltdown of 2000–01. Whether they emerge from this period still successful will depend, we believe, on whether they are able to do now what they have done so well in the past—develop and exploit emerging strategies.
We became convinced that theatre practice, agile software development, some new The idea that arts practice is less rigorous than business methods of strategy making practice is a major misconception. If you think arts practiand project management, and tioners are somehow less constrained, that they “have it activities in many other busi- easier” than businesspeople, you are incorrect. ness areas are examples of a more general phenomenon we call artful making. ” We begin our story with three real-life illustrations of what we mean by artful and industrial making in business and in art.