Nine innovation profiles for the first year mba

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Nine innovation profiles for the first-year MBA students at Zollverein School of Management and Design were analysed. Among the nine profiles we had one Mutual Inspiration and Learning 157 generator, five conceptualizers, one optimizer and two implementers. The results of the innovation profile were very much in line with the ratings of the self- estimated strengths according to the first part of our little experiment. So the generator and most of the conceptualizers were rated to have strengths in formulating problems/opportunities. The optimizer and one of the conceptualizers were rated to have strengths in formulating solutions. Finally, the two implementers were rated to have strengths in finding solutions. We discussed the results of this experiment with out second class of MBA students. Again, most of them felt that they had strengths in formulating problems/opportunities and solutions. It is interestingly to see that there is a disproportionately large number of conceptualizers and a small number of generators and optimizers in the group of creative people interested in business design. It will be left to the mastery of creative leaders in companies to engage the right combination of experts with different innovation profiles. Lessons Learned from the Zollverein School In 2009 the Zollverein School of Management and Design became part of the Ruhr Campus Academy (the institution that is responsible for advanced education at the public University of Duisburg- Essen) and was no longer an independent organization. With this integration into a public university the concept of the Zollverein School of Management and Design will only be implemented partially. There are several lessons from the development of the Zollverein
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School that are relevant to design management in general: It is an advantage to start a new school in the area of management and design �� right from scratch. In this case there is no dominance from specialists from business sciences or from creative disciplines, as might happen when starting a new domain at an existing school. Hybrid institutions between management and design are very innovative and �� they are raising curiosity to a high level but at the same time they are extremely difficult to communicate. In the best case they are seen as something really new taking the best out of both worlds (management and design). In the worst case, they are not accepted by either community. For the Zollverein School it was difficult to be seen as an institution with close links to the business world and not just as another design school. To start a new school means that you have to raise awareness of this sofar �� unknown institution. The Zollverein School received worldwide recognition after only a short period of its existence (for example, The new Zollverein School of Management & Design, which opened its doors to executive students in 2005 and full-time students in 2006, is the buzz of the Continent Hempel and McConnon 2006). But it takes more than � �
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