1. The webinar discussed innovation in the arts and why it is important. It provided examples of innovative programs at various arts organizations. 2. True innovation requires a shift in underlying assumptions that leads to strategies discontinuous from the past and provides new ways to fulfill an organization's mission. 3. Participants were encouraged to experiment with small prototypes to learn and develop new strategies that could emerge within their own organizations.

1. EmcArts Webinar: November 12, 2009What is Innovation in the Arts,and Why Does It Matter?A conversation with:Richard Evans, PresidentJohn Shibley, Director of Organizational LearningEmcArts

2. Webinar Overview Our definition of innovation Why is innovation important? Next steps YOU can take

3. Innovation Lab for the Performing Arts Doris Duke Charitable Foundation New Pathways for the Arts Initiative New Haven, Denver, New York City Arts Innovation Fund James R. Irvine Foundation

4. The Philadelphia Orchestra STREB Lab for Action Mechanics St. Paul Chamber Orchestra HERE Arts Center The de Young Museum University Musical Society The Hammer Museum Orchestra Nashville Oregon Shakespeare Festival San Diego Opera Roadside Theatre Pacific Symphony SpokaneSymphony Bill T. Jones/Arnie Zane & Dance Theatre Workshop Louisiana Philharmonic Orchestra Berkeley Repertory Theatre MAPP International Orchestra of St. Luke’s The Civilians Chicago Symphony Orchestra COCA The Oakland Museum of California Los Angeles Museum of Contemporary Art Yerba Buena Center for the Arts San Francisco Symphony Memphis Symphony San Francisco Ballet Los Angeles Music Center LA Philharmonic La Jolla Playhouse American Composers Orchestra Children’s Theatre Company Los Angeles County Museum of Art Old Globe Theatre Liz Lerman Dance Exchange San Francisco Museum of Modern Art Atlanta Symphony

5. adaptability strategic planning gimmicks creativity novelty new marketing WHAT IS selling out visionary leadership disruption INNOVATION ? radical restructuring new products ambition invention new strategies imagination creative disruption latest thing cutting edge

6. Organizational innovations are instances of organizational change that: 1. result from a shift in underlying organizational assumptions 2. are discontinuous from previous practice 3. provide new pathways to fulfilling the mission

7. A Change in the Arts Climate

8. Organizational innovations are instances of organizational change that: 1. result from a shift in underlying organizational assumptions 2. are discontinuous from previous practice 3. provide new pathways to fulfilling the mission

9. How a Shift in Assumptions Leads to an Innovative Strategy: Examples Community Schools of the Arts

10. Organizational innovations are instances of organizational change that: 1. result from a shift in underlying organizational assumptions2. are discontinuous from previous practice 3. provide new pathways to fulfilling the mission

11. Innovation Breakthrough Change Organizational Performance Continuous Improvement Time

12. Organizational innovations are instances of organizational change that: 1. result from a shift in underlying organizational assumptions 2. are discontinuous from previous practice 3. provide new pathways to fulfilling the mission

13. Discontinuous from Previous Practice: The Memphis Symphony “Leading from Every Chair”

14. Organizational innovations are instances of organizational change that:1. result from a shift in underlying organizational assumptions 2. are discontinuous from previous practice 3. provide new pathways to fulfilling the mission

15. Three questions to get you thinking… Which of our fundamental assumptions about our organization no longer fit the evidence, and what new assumptions should we consider? If those new assumptions are right, what mission-centered strategies do they suggest that would be a real departure from our past practice? And which of the strategies that we can imagine would provide genuine new pathways to fulfilling our mission?

16. Experiments and Prototypes Experimentsare designed to “Fail early, fail fast, fail cheap.” Their purpose is to help you learn something. Prototypesare more involved and expensive. They are designed to make an external impact, as well as to help you learn.

17. Questions for your emerging new strategy… What experiment can you do within the next month? What can you prototype within three months? What can you prototype by the end of the season?

18. Thank you for participating!

19. Contact Us:EmcArts127 West 122nd StreetNew York, NY 10027www.EmcArts.org(212) 362-8541