16 Pages Posted: 5 Apr 2010
This case series explores the leadership story of director Mark Oâ€™Neill as he oversees a major innovation initiative at Kelvingrove, Scotlandâ€™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 win the support of both staff and funders for the innovation. The B case examines the reaction of the public and art critics. Oâ€™Neill arrives at Kelvingrove to find an institution in turmoil after a series of dramatic changes that have alienated visitors and funders alike. Utilizing an innovative style of management that he describes as â€œmaze behavior,â€? he succeeds in moving the traditionally discipline-bound, curator-dominated museum into a cross-disciplinary, visitor-oriented experience. He does this by engaging the curators in creating exhibits based on stories rather than professional classification schemes such as paintings, geology, etc., using an approach that includes a deep understanding of his audience and the imaginative use of forms. He also gains the communityâ€™s political and funding support to accomplish his goals.
Keywords: nonprofit organizations, strategic planning, innovation
Suggested Citation: Suggested Citation
Liedtka, Jeanne, Leading Innovation at Kelvingrove (a). Darden Case No. UVA-S-0162. Available at SSRN: https://ssrn.com/abstract=1584555