XCOM-704 - Building A Sustainable Culture of Storytelling
Everyone within a team or an organization must be part of the storytelling process if it is to be a sustainable strategy. Georgetown University research shows that two main components are present in groups with strong cultures of storytelling: mindset and appreciation for stories, as well as the capacity to create them. In this course, students first assess the current culture or storytelling within their own social impact setting. Through expert interviews, case studies and the sharing of experiences within the cohort, students will then choose custom strategies to employ that will work to build a culture of storytelling within their own setting.
- Explain why organizational culture is important in a social impact setting
- Provide examples of strong cultures of storytelling
- Assess the current storytelling culture
- Identify storytelling opportunities and challenges
- Choose strategies to employ to build a culture of storytelling
Building & Sustaining an Entrepreneurial Culture
To thrive in today’s volatile business environment requires organisations to systematically challenge assumptions, recognise the non-obvious, and generate alternatives their customers value. Indeed, organisations increasingly need to reinvigorate their business offerings with the agility typical of entrepreneurs. But how can businesses sustain an entrepreneurial spirit while operating at scale? This programme offers tangible and actionable answers to this question. Importantly, the programme enables the delegates to quickly and effectively respond to the specific contingencies they face in their organisations. In other words, it prompts leaders to promote the right processes to encourage the desired outcomes.
This programme, builds upon the latest research and a combined experience of over 30 years of organisational support for entrepreneurial and growing organisations to introduce applicable frameworks and tools that help senior executives address the following challenges:
- How can you create a context within which entrepreneurialism is nurtured and contagious?
- What is the right set of organisational structures and processes to generate sustainable growth?
- How can you adopt the experimentation processes of successful start-ups to leverage the current strategic objectives?
- How can you systematically instil entrepreneurial agility within the current organisation’s innovation processes?
- Understand what it means to be entrepreneurial for an established or growing organisation.
- Understand the core elements that make organisations entrepreneurial.
- What are the challenges and barriers to cultivating entrepreneurialism? How do they weigh against the benefits of entrepreneurialism?
- How can an organisation eliminate the blind-spots associated with inertia and/or past success to see opportunities through a different lens?
- How can organisations assess and adapt the dimensions of their corporate culture to exhibit the flexibility of new ventures?
- What role can the broader business ecosystem play in the organisational efforts to be nimble and effective?
- How can organisations effectively recognise the need to strategically pivot and adapt? And how can they pivot in the right strategic direction?
Upon completion of this programme participants will have:
- The diagnostic capability to identify the root cause of current deficiencies in innovation, and the opportunities
- A rich management toolbox to identify performance challenges and business opportunities, effectively scope them, and realise creative and impactful solutions
- The framework to balance the benefits of top-down strategic guidance and bottom-up exploration
- A set of frameworks on collaborative innovation at the idea, the organisation, and the ecosystem level
- The ability to define, run and analyse business experiments and recognise when and how to strategically pivot
Who should attend
- Senior managers of established organisations who seek to sensibly (re)ignite their organisation’s entrepreneurial spirit
- Employees who seek to transition to a role of senior leadership where their role requires them to manage people who directly, or indirectly, impact the organisation’s innovative output
- Managers of fast growth organisations who seek to purposefully enable and sustain the entrepreneurial spirit within their organisation
- R&D directors
- Those in a senior transformational role
- Those tasked with strategic direction in their role managing a sizeable number of employees within a business unit