creativity

FreshMIX

daily dispatches from the management vanguard

creativity

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The Creative Discipline

Creativity is less an art than a discipline--and surprisingly practical and accessible

If you think creativity is the province of a privileged few--the proverbial black turtleneck and pony tail crowd--think again. Our work with hundreds of teams, from CEOs to customer service reps, has convinced us that a few relatively simple techniques can help anyone generate new and creative ideas.

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umairhaque

Marketers: It’s time to reinvent creativity

By now, I'd wager cold, hard cash that you've heard it all before: marketing's just not good enough, cool enough, interesting enough, fast enough, real enough, tough enough, slick enough, noisy enough, responsible enough.

And, as rousing and convincing as those arguments are, you've probably also concluded that the state of the art as it stands is, truth be told, more than OK to get the job done.

Yet, while we might not want to admit it, I bet we all know it: we can--and should--do better.

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tim_1

Creating a Context for Creativity


My experience as a manager – and in particular, as the leader of a company – has been shaped by two quotes that have helped frame my thinking about that role. One is from Harold Geneen, who oversaw the growth of ITT into the first modern conglomerate:

            “The skill of management is achieving your objectives through the efforts of others.”

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The Giant Hairball: Wellspring of Creativity

jena.mcgregor

At some point during the process of trying to create something genuinely new and valuable, the temptation arises to just call it quits. To kill the idea because it didn’t pass through a “stage gate” prescribed from corporate higher ups. To tidy up the mess, flee uncertainty, and to get back to

Read More http://metacool.typepad.com/metacool/2010/06/metacool-innovation-principle-18.html

Forget Strategic Planning—Learn to Tell a Happy Story

AlexTodd
A brilliant mindflip from the blog of Roger Martin, the Dean of the Rotman School of Management at the University of Toronto:
 
"Think about a strategic option as being just a happy story about the future. It doesn't have to be right and it doesn't even have to be sensible. It just has to result in your organization being in a happy place in the future. In fact, if it were absolutely right and utterly sensible, your company would probably already be doing it."
 
Read More http://blogs.hbr.org/martin/2010/06/strategies-as-happy-stories.html

You *can* judge a company by its offices

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Too few organizations communicate who they are and what they stand for—much less cultivate an environment of vibrant productivity and creativity. It’s the stuff of Dilbert cartoons—and it’s all-too-often the stuff of everyday working life. That’s why, when you walk into an organization that is alive, vital, and exudes a unique personality, you get an immediate, visceral hit. That’s what Kursty Grove has managed to reproduce in what may be the first of its kind: a business coffee table book.

Read More http://www.iwishiworkedthere.com/blog/

A Few Good Nuns

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A top management team that seems out of touch with reality. A rank and file that works heroically to deliver amazing results. Sound familiar? In too many organizations, passion and creativity correlate positively with one’s distance from headquarters. Nicholas Kristof found this also seems to be true for the Catholic Church.

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Leaders are overrated (or, How to start a movement in 3 minutes or less)

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Entrepreneur Derek Sivers serves up a 3-minute TED talk on compelling leadership. His counterintuitive (and important) point: "leadership is vastly over glorified." We're all still mopping up from the parade of heroic leaders who trampled all over the brand of capitalism over the last decade. Sivers is talking about a very different model for a very different time: the leader capable of generating a following. As he puts it, “the first follower is what transforms a lone nut into a leader.”

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