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Creativity, innovation and culture

Creativity, innovation and culture. Ian West DA(Salford), BSc( Hons ), FCIM Managing Director One Marketing Ltd. Why creativity and innovation are important. “Every organization has to prepare for the abandonment of everything it does” Peter Drucker. The innovation index.

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Creativity, innovation and culture

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  1. Creativity, innovation and culture Ian West DA(Salford), BSc(Hons), FCIM Managing Director One Marketing Ltd.

  2. Why creativity and innovation are important “Every organization has to prepare for the abandonment of everything it does” Peter Drucker

  3. The innovation index

  4. Understanding creativity and innovation “Most companies are built for continuous improvement, rather than discontinuous innovation. They know how to get better, but they don’t know how to get different.” Gary Hamel

  5. Innovation=creativity+application

  6. the innovation process IDEA GENERATION OPPORTUNITY RECOGNITION DEVELOPMENT COMMERCIALIZATION IDEA EVALUATION

  7. Creativity – generating ideas

  8. Origins of creativity models Grace Accident Association Cognitive Skill Henry (1991)

  9. Creative concepts come from a body of knowledge

  10. Inspiration is the trigger

  11. Inspiration is the trigger Necessity Direction Nudges Techniques

  12. Blockages to creativity

  13. Levels of thinking FIRST LEVEL THINKING SECOND LEVEL THINKING

  14. Pattern recognition

  15. Synectics Making the strange familiar and the familiar strange

  16. bisociation “Bringing together two things not normally associated” Arthur Koestler

  17. bisociation

  18. The creative culture

  19. Creative cultures and climates Truida Prekel based on work of G Ekvall

  20. Impacts of culture upon creativity and innovation National cultural impacts Culture within organizations

  21. Geert hofstede’s dimensions of culture Power distance index (PDI) Uncertainty avoidance index (UAI) Individualism index (IDV) Masculinity index (MAS) Long term orientation (LTO)

  22. Power distance index (PDI)

  23. Uncertainty avoidance index (UAI)

  24. High Power/distance index (PDI) in organisations Reluctance to challenge and question Independence discouraged Value system of the more powerful Humour and playfulness discouraged Idea-time seen as dangerous

  25. High Uncertainty avoidance index (UAI) in organisations What is different is dangerous Concentration on process rather than outcome Hierarchical structures encourage approval seeking Strong in-group out-groups develop Superiors are supposed to have the answers ‘Not invented here’ prejudices

  26. Cultural change Top down Bottom up National Organisational Inter-department Within-department Difficult Easier

  27. Managing creativity

  28. Workplace assessment Leadership style Diversity of styles The work group The psychological environment The physical workspace Bringing outside perspectives Encouraging group convergence Based on HMM Managing Creativity and innovation

  29. Managing the innovation process Incremental innovation Radical innovation Process innovation Disruptive innovation

  30. Managing the innovation process IDEA GENERATION OPPORTUNITY RECOGNITION DEVELOPMENT COMMERCIALIZATION IDEA EVALUATION

  31. NOT ‘IT WONT WORK’ BUT ‘HOW CAN WE MAKE IT WORK?’

  32. Creativity, innovation and culture Ian West DA(Salford), BSc(Hons), FCIM Managing Director One Marketing Ltd.

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