Dan Pallotta asks this question on Harvard’s blog today (http://bit.ly/1fUVlo4). And he’s right to ask it.
DPA describes innovation as “the marriage of creativity and pragmatism.” While a recent IBM study showed that creativity is the No.1 CEO desired trait in corporate talent, the reality is that most boardrooms are stocked with pragmatists who are incentivised to defend the status quo, and so find it hard to embrace creativity.
Or do they?
Our experience is that executives actually love creativity. But only if the context is right.
Ask a team to find a great new way to cut costs around an initiative that supports today’s business model (often in response to a crisis), and you’ll see a degree of creativity emerging and solutions that get an enthusiastic thumbs up in the boardroom.
Ask a team to find a great new way to reinvent the way we make most of our money (because the competition will anyway, eventually), and the boardroom radio station soon gets re-tuned.
Creativity will always be valued according the context in which it’s applied. When it’s set inside a robust innovation strategy – http://bit.ly/16ZFhQP – and backed by an executive team that is genuinely intentional about creating new value, it stands most chance of success.
“How can we become more like Apple? Or Google?”
I get asked that question a lot. Five years of economic turmoil have created a huge appetite among CEOs for creativity and innovation.
Yet that appetite often comes with the indigestion of previous, failed attempts to increase innovation. Despite the thousands of how-to books and seminars, and armies of consultants, few organisations make the leap to innovation rock stardom.
So what are the secrets of the world’s greatest innovators? And why do I believe that the learning and development function holds the keys to innovation performance inside most organisations?
Read more in the latest issue of Training Journal…http://bit.ly/KTUGdb
Tools, techniques, workshops and facilitators all have their place in stimulating creative thinking.
But have you ever thought with any purpose about the link between energy and creative endeavor in your team or organization? Or energy and performance, for that matter.
A company called The Energy Project has put together a neat, free tool to help individuals and teams determine their energy deficit:
I got to see the results from the audit that a global brand recently completed…quite an eye-opener for the leadership team who got to see the extent of the mental and emotional energy that is draining from large parts of the company unnecessarily.
How much creative force could your organization unleash if collective energy levels were increased by 10%?