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Casual Articles - Creativity and Innovation Management - Hierarchies
In an illiterate world, who will want to buy books, e-books, magazines and newspapers?Reading is indisputably in decline, which upsets or pleases people, depending upon one's viewpoint. In the USA, we’ve suffered a 10% decline in literacy from 1982 to 2002.The data are clear—-people are becomi
Thus leaders require, not recommendations for complete restructure, but knowled
1. I need your help. When approaching a service agent or receptionist, this opening line appeal to someone’s instinctive helpful nature. You’re likely to get a better response (and better service!) if you use this line.2. You don’t know me, but. Be honest. Don’t pretend to be someone’s
There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.
There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.
Hierarchies
Many consultants will argue that the best organisational structure to foster creativity and innovation is a flat one. This is tending towards the truth but is not absolutely accurate.
Reality tells us that there are many reasons why an organisation's structure has its shape (logistics, organic growth, history, size, market share, future strategy) and is, like organisational culture, not easily changed or restructured. Often, there are valid reasons not to make structural adjustments at all.
Thus leaders require, not recommendations for complete restructure, but knowledg
I was an insider that learned the industry first-hand and discovered what the Yellow Pages was all about. It’s actually about a small pamphlet that began with a few names in Wyoming in the 1880’s and then became a household standard. It’s about a media that most people still turn to when they have a need. It’s abou
There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.
Hierarchies
Many consultants will argue that the best organisational structure to foster creativity and innovation is a flat one. This is tending towards the truth but is not absolutely accurate.
Reality tells us that there are many reasons why an organisation's structure has its shape (logistics, organic growth, history, size, market share, future strategy) and is, like organisational culture, not easily changed or restructured. Often, there are valid reasons not to make structural adjustments at all.
Thus leaders require, not recommendations for complete restructure, but knowled
Call them what you will: Loss Prevention, Assets Protection, Security, or Store Detectives. The larger your store, the more you need to protect your assets from shoplifting. Shoplifting costs businesses millions of dollars every year. Protection is important, but if your customers feel like they're being watched
Hierarchies
Many consultants will argue that the best organisational structure to foster creativity and innovation is a flat one. This is tending towards the truth but is not absolutely accurate.
Reality tells us that there are many reasons why an organisation's structure has its shape (logistics, organic growth, history, size, market share, future strategy) and is, like organisational culture, not easily changed or restructured. Often, there are valid reasons not to make structural adjustments at all.
Thus leaders require, not recommendations for complete restructure, but knowled
Hi all! I decided to do something new and different this time. Every day of this week, I wrote down some lines (sort of like a diary) with the idea of explaining the current events going on these days. I hope it helps you to get an idea of how the life of a job hunter (just like me) is like.Monday* I
Reality tells us that there are many reasons why an organisation's structure has its shape (logistics, organic growth, history, size, market share, future strategy) and is, like organisational culture, not easily changed or restructured. Often, there are valid reasons not to make structural adjustments at all.
Thus leaders require, not recommendations for complete restructure, but knowled
If you are in a concrete cleaning business using a pressure washer or steam cleaner perhaps you have considered how you can get new clientele through advertising. It is a difficult business to advertise because you deal with business customers and direct mail generally does not work too well.However if you c
Thus leaders require, not recommendations for complete restructure, but knowledge of fostering properties that can be easily adapted into the existing structure. This fits with research that indicates that people who generate ideas on a regular basis find structure to be unimportant as long as some criteria are met. These include:
a) Direct access to decision makers – provides fast feedback and immediate go or kill decisions.
b) Short lines of communication – if communication gets filtered there is a loss of momentum and corresponding loss of control.
c) Tangible progression – if ideas are not picked up at all, motivation suffers.
These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/
You can also receive a regular, free newsletter by entering your email address at this site.
Kal Bishop, MBA
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