This case series explores the history of leadership director Mark O’Neill, as he cared a great innovation initiative Kelvingrove, Scotland’s most visited museum. The A case describes his background, philosophy and the actions he takes over a period of more than a decade to support the staff and funders for innovation to win. The Case B examines the reaction of the public and art critics. O’Neill comes to Kelvingrove an institution in turmoil after a series of dramatic find chan … Read more »

This case series explores the history of leadership director Mark O’Neill, as he cared a great innovation initiative Kelvingrove, Scotland’s most visited museum. The A case describes his background, philosophy and the actions he takes over a period of more than a decade to support the staff and funders for innovation to win. The Case B examines the reaction of the public and art critics. O’Neill comes to Kelvingrove an institution in turmoil after a series of dramatic changes that have alienated the visitors and supporters alike to find. With the help of an innovative management style that he called “maze behavior,” he succeeds in moving the traditional discipline-bound, dominated museum curator to a multidisciplinary, visitor-oriented experience. It does this by engaging the curators in creating exhibits stories rather than professional classification systems such as paintings, geology etc. based, with an approach that includes a deep understanding of his audience and the imaginative use of forms. He also wins the community’s political and financial support in order to achieve its objectives.
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from
Jeanne M. Liedtka,
Randy Salzman
Source: Darden School of Business
15 pages.
Release Date: 26 September 2009. Prod #: UV3916-PDF-ENG
Leading Innovation at Kelvin Grove (A) HBR case solution