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Will You Add? - Creativity Management: the Industrialisation of Creativity and Innovation
FINITE ELEMENT ANALYSIS: IntroductionFirst in a four-part seriesFinite element analysis (FEA) is a fairly recent discipline crossing the boundaries of mathematics, physics, engineering and computer science. The method has wide application and enjoys extensive utilization
In addition, the framework we have developed allows us to apply creativity and innovation universally; it allows us to play with, expand, develop and appl
According to a Pitney Bowes study, the average corporate executive receives upwards of 375 calls, voicemails, e-mails, faxes and letters each day. With such a deluge of information, is it any surprise that survey after survey indicates the time available to capture anyone’s attention is only a few seconds?
Replace the word management with the word optimisation.
That's what creativity managers do: they optimise the quality of the idea pool (creativity) and the implementation process (innovation).
There are many methods of optimisation and the creativity leader must be aware of all of them, in other words, he or she must synthesise them for optimal effect.
Areas [within creativity] that need managing include motivation, organisational culture, organisational structure, incremental versus radical effects and processes, knowledge mix, group structures, goals, process and valuation.
Areas [within innovation] that need managing include idea selection, development / prototyping and the art of commercialisation.
It is worth noting that 4000 good ideas result in 4 development programs, which in turn results in 1 winner.
The industrialisation of Creativity and Innovation
There is an argument that creativity managers attempt to industrialise creativity. The implication is that we attempt to reduce it to a formula, mass produce it, turn it into a process, try and design a universal formula, apply Taylorism and Fordism to it – and that all this detracts from its true essence.
The above perspective is incorrect and implies that creativity should somehow be left untouched. There are shades of analysis paralysis in the argument. There are also implications that the approach is "old."
As people who produce a lot of creative output ourselves, we state that the aim is to make creativity tangible, measurable and useable in order to optimise the quality of the idea pool [creativity] and the implementation process [innovation]. We follow this approach because we know that this increases our success rate.
In addition, the framework we have developed allows us to apply creativity and innovation universally; it allows us to play with, expand, develop and apply
The job of managers and executives is to get things done through the efforts of others. To do this successfully, effective leaders must be able to motivate their employees. Although this may seem obvious, it is often easier said than done.The theory and practice of improving productivity through employee
Areas [within creativity] that need managing include motivation, organisational culture, organisational structure, incremental versus radical effects and processes, knowledge mix, group structures, goals, process and valuation.
Areas [within innovation] that need managing include idea selection, development / prototyping and the art of commercialisation.
It is worth noting that 4000 good ideas result in 4 development programs, which in turn results in 1 winner.
The industrialisation of Creativity and Innovation
There is an argument that creativity managers attempt to industrialise creativity. The implication is that we attempt to reduce it to a formula, mass produce it, turn it into a process, try and design a universal formula, apply Taylorism and Fordism to it – and that all this detracts from its true essence.
The above perspective is incorrect and implies that creativity should somehow be left untouched. There are shades of analysis paralysis in the argument. There are also implications that the approach is "old."
As people who produce a lot of creative output ourselves, we state that the aim is to make creativity tangible, measurable and useable in order to optimise the quality of the idea pool [creativity] and the implementation process [innovation]. We follow this approach because we know that this increases our success rate.
In addition, the framework we have developed allows us to apply creativity and innovation universally; it allows us to play with, expand, develop and appl
Time management is still one of the most frequently searched times as a solution to improved performance. A Google search (September 2006) indicates 19,200,000 hits. There appears to be a lot of individuals seeking answers from training such as workshops to purchasing tools such as PDA’s in their ongoing quest t
The industrialisation of Creativity and Innovation
There is an argument that creativity managers attempt to industrialise creativity. The implication is that we attempt to reduce it to a formula, mass produce it, turn it into a process, try and design a universal formula, apply Taylorism and Fordism to it – and that all this detracts from its true essence.
The above perspective is incorrect and implies that creativity should somehow be left untouched. There are shades of analysis paralysis in the argument. There are also implications that the approach is "old."
As people who produce a lot of creative output ourselves, we state that the aim is to make creativity tangible, measurable and useable in order to optimise the quality of the idea pool [creativity] and the implementation process [innovation]. We follow this approach because we know that this increases our success rate.
In addition, the framework we have developed allows us to apply creativity and innovation universally; it allows us to play with, expand, develop and appl
Corporate Espionage is so great in America that competitors will go to lengths to find out what your company has that makes it so much better than everyone else’s. Often they will even go so far as to set up a dummy corporation or LLC and actually go thru the sales process to buy a franchise, sometimes even go th
The above perspective is incorrect and implies that creativity should somehow be left untouched. There are shades of analysis paralysis in the argument. There are also implications that the approach is "old."
As people who produce a lot of creative output ourselves, we state that the aim is to make creativity tangible, measurable and useable in order to optimise the quality of the idea pool [creativity] and the implementation process [innovation]. We follow this approach because we know that this increases our success rate.
In addition, the framework we have developed allows us to apply creativity and innovation universally; it allows us to play with, expand, develop and appl
It is the inherent desire and need of every business to grow both vertically and horizontally. Organic growth, that is development from within, is often slow and sometimes difficult. That is why there is an increasing trend towards mergers and acquisitions. It could be called an instant expansion.Many big
In addition, the framework we have developed allows us to apply creativity and innovation universally; it allows us to play with, expand, develop and apply many of the important concepts.
Learn more…
Download the MBA research, learn about this topic at http://www.creativity-management.com/
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Kal Bishop, MBA
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