1. Creating an innovative culture Strategies for weaving engagement into your organizational fabric J ONATHAN G ROVES, P H.D. D RURY U NIVERSITY / SGF M EDIA C ONSULTING N OV. 13, 2015 P ENNSYLVANIA N EWS M EDIA A SSOCIATION @grovesprof

7. Journalists Community @grovesprof 30,000 unique visitors 130,000 page views

8. What is your mission statement? @grovesprof

9. STRATEGY Mission/goals Competitive analysis Allocation of resources @grovesprof

10. What are your strengths and weaknesses? What are the opportunities and threats?

11. STRATEGY Mission/goals Competitive analysis Allocation of resources INNOVATION Audience analysis Circumstance-based strategy Iterative processes @grovesprof

12. Disruptive innovation (Christensen & Raynor, 2003) Performance Time Client expectations Sustaining strategy Keep improving what we do well for our existing clients Low-end disruption Addressing overshot customers New-market disruption Competes against nonconsumption

15. Thinking disruptively What are the jobs to be done? What are “good enough” ways to do those jobs? What innovative structures can you develop? How can you reward and encourage creativity and risk? What are the circumstances in which your product/service is being used?

16. What is rewarded and acknowledged in your organization?

17. STRATEGY Mission/goals Competitive analysis Allocation of resources INNOVATION Consumer analysis Circumstance-based strategy Iterative processes CULTURE Shared assumptions Sources of resistance Success creation Immediate Long-term

19. What are your routines?

20. LEVELS OF CULTURE I. ARTIFACTS Tangible structures/processes Rituals and routines Observed behavior Myths and stories II. ESPOUSED BELIEFS/VALUES Goals, values, aspirations Ideologies Rationalizations III. BASIC UNDERLYING ASSUMPTIONS Unconscious beliefs and values

21. Shared assumptions arise only over the course of time and common experience. —Edgar Schein

22. Anxiety comes when assumptions are challenged

23. The role of leadership What leaders pay attention to, monitor, and control How leaders react to critical incidents and organizational crises How leaders allocate resources How leaders allocate rewards and status How leaders model behavior How leaders recruit, select, promote, and excommunicate

25. Identify your critical moment @grovesprof

28. Diffusion of innovations Adoption affected by: – Advantages – Compatibility – Complexibility – Trialability – Observability (Rogers, 2003) @grovesprof

29. One path to engagement ATTENTION (Message) USAGE (Ease of use) HABIT (Consistent content) COMMUNITY (User-generated) SEODESIGN CONTENT/ SOCIAL MEDIA SOCIAL MEDIA/ COMMENTS/ USERS CONNECTION (Interaction/emotionality) @grovesprof

30. Adapting to the new media What new media fit within your culture? How do you make it part of the routine? How do you reward and acknowledge the new behavior? @grovesprof

31. Engaging your audiences

38. Measure your success

42. Thank you! Dr. Jonathan Groves Associate Professor and Chair, Communication Drury University Principal, SGF Media Consulting Twitter: @grovesprof E-mail: jgroves@drury.edujgroves@drury.edu Blog: leannewsroom.com