This article is an autoethnographic perspective on innovative management practice in the U.K. business school context. Business schools, in general, have long been criticized for their “formulaic” and “irrelevant” approach to management education. The authors take the position that the alternative model of management education that addresses the criticisms of business schools is the practice-based model, most well articulated by Mintzberg. This practice-based view formed the basis of a new vision for their case study organization (a leading U.K. business school) that they set out to embed in the organization and its space through the use of wall art. Recognizing the role played by art, design, and creativity in management, the authors reflect on their use of wall art as part of an approach to embedding a new business school vision, offering the lessons that can be drawn for further application of this practice within other business school contexts.
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