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Managing for Creativity

Managing for Creativity. Getting Peak Performance from Creative People. Value work over tools Reward excellence with challenges Minimize hassles. Creative Capital.

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Managing for Creativity

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  1. Managing for Creativity

  2. Getting Peak Performance from Creative People • Value work over tools • Reward excellence with challenges • Minimize hassles

  3. Creative Capital A company’s most important asset isn’t raw materials, transportation systems, or political influence, but an arsenal of creative thinkers whose ideas can be turned into valuable products and services.

  4. Creative Employees • Pioneer new technologies • Birth new industries • Power economic growth

  5. SAS Institute’s Creativity Framework • Keep employees intellectually engaged and remove distractions • Management’s responsibility for sparking creativity and eliminate arbitrary distinctions between “suits” and “creatives” • Engage customers as creative partners so you can deliver superior products

  6. Managing for Creativity SAS recognizes that 95% of its assets drive out the front gate every evening. Leaders consider it their job to bring them back the next morning.

  7. Managing for Creativity In the creative economy, time is precious. As much as creative people like to feel challenged, they don’t want to have to surmount unnecessary obstacles. The former situation inspires greatness; the latter, migraines – hardly an ideal condition for creative thought.

  8. Managing for Creativity The creative economy is here to stay, and companies that figure out how to manage for creativity will have a crucial advantage in the ever-increasing competition for global talent.

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