Nine innovation profiles for the first-year MBA students at Zollverein Schoolof Management and Design were analysed. Among the nine profiles we had oneMutual Inspiration and Learning 157generator, five conceptualizers, one optimizer and two implementers. The resultsofthe innovation profile were very much in line with the ratings of the self-estimatedstrengths according to the first part of our little experiment. So the generatorand mostof the conceptualizers were rated to have strengths in formulating problems/opportunities.The optimizer and one of the conceptualizers were rated to have strengths informulating solutions. Finally, the two implementers were rated to have strengths infinding 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/opportunitiesand solutions.It is interestingly to see that there is a disproportionately large number of conceptualizersand a small number of generators and optimizers in the group of creativepeople interested in business design. It will be left to the mastery of creativeleadersin companies to engage the right combination of experts with different innovationprofiles.Lessons Learned from the Zollverein School In 2009 the Zollverein School of Managementand Design became part of the Ruhr Campus Academy (the institution thatis responsible for advanced education at the public University of Duisburg-Essen) andwas no longer an independent organization. With this integration into a public universitythe concept of the Zollverein School of Managementand Design will only beimplemented 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 frombusiness sciences or from creative disciplines, as might happen when startinga 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 extremelydifficult to communicate. In the best case they are seen as somethingreally new taking the best out of both worlds (management and design). Inthe worst case, they are not accepted by either community. For the ZollvereinSchool it was difficult to be seen as an institution with close links to the businessworld 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 recognitionafter only a short period of its existence (for example, The new�Zollverein School of Management & Design, which opened its doors toexecutive students in 2005 and full-time students in 2006, is the buzz ofthe ContinentHempel and McConnon 2006). But it takes more than� �
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