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Ian West DA(Salford), BSc(Hons), FCIM Managing Director One Marketing Ltd. CREATIVITY, INNOVATION AND CULTURE.

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Presentation on theme: "Ian West DA(Salford), BSc(Hons), FCIM Managing Director One Marketing Ltd. CREATIVITY, INNOVATION AND CULTURE."— Presentation transcript:

1 Ian West DA(Salford), BSc(Hons), FCIM Managing Director One Marketing Ltd. CREATIVITY, INNOVATION AND CULTURE

2 “Every organization has to prepare for the abandonment of everything it does” Peter Drucker WHY CREATIVITY AND INNOVATION ARE IMPORTANT

3 THE INNOVATION INDEX

4 “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 UNDERSTANDING CREATIVITY AND INNOVATION

5 INNOVATION=CREATIVITY+APPLICATION

6 THE INNOVATION PROCESS IDEA GENERATION OPPORTUNITY RECOGNITION DEVELOPMENTCOMMERCIALIZATION 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 Necessity Direction Nudges Techniques

12 BLOCKAGES TO CREATIVITY

13 LEVELS OF THINKING FIRST LEVEL THINKING SECOND LEVEL THINKING

14 PATTERN RECOGNITION

15 Making the strange familiar and the familiar strange SYNECTICS

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

17

18 THE CREATIVE CULTURE

19 CREATIVE CULTURES AND CLIMATES DimensionLes creativeMore creative ChallengeAlienatedEnjoyable IndifferentEnergetic FreedomPassiveIndependent Rule-boundInitiatives taken DynamismBoringly slowExcitedly busy Trust, openSuspiciousTrusting Failure punishedFailure accepted Idea timeLittle off-task playOff-task play Mood, playfulnessSerious, sternHappy, humourous ConflictsWelfare, destructiveDebated with insight Idea SupportPeople negative, criticalPeople listen helpfully DebatesQuestions as power toolsContentious ideas voiced Risk-takingCautious, safe decisionsFast, flexible decisions Detail and committee boundRisk acting on new ideas Truida Prekel based on work of G Ekvall

20 National cultural impacts Culture within organizations IMPACTS OF CULTURE UPON CREATIVITY AND INNOVATION

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) Country/RegionScoreRank Malaysia China USA Great Britain Austria1174

23 UNCERTAINTY AVOIDANCE INDEX (UAI) Country/RegionScoreRank Greece1121 USA4662 Great Britain China Singapore874

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 National Organisational Inter-department Within-department Top downBottom up DifficultEasier

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 DEVELOPMENTCOMMERCIALIZATION IDEA EVALUATION

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

32 Ian West DA(Salford), BSc(Hons), FCIM Managing Director One Marketing Ltd. CREATIVITY, INNOVATION AND CULTURE


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