Creativity in Organizations - How can creativity become a prime contributor to the strategic objective of the organization? - Ralph Kerle

This article provides an historical overview over the last 100 years of the development and affects of applied creative thinking in organizations and asks the question why creativity has not been better understood as an organisational or business process; analysizes the findings of a 2008 major national research project entitled ‘Is Australian management creative and innovative?” in the context of contemporary creative practice in organisations and offers a benchmarking system – the Management Innovation Index™ as a way for organizations to model their creative ecology and over time, using the organisation’s key measures for success, to educate specifically to improve management innovation practice and productivity and ultimately to predict the outcomes of the organization’s creativity and innovation behaviours.

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3 Key Components of an Innovation Culture - Jeffrey Phillips, Blogging Innovation

Good artists borrow and great artists steal. Today I am a great artist, and stealing from another. At a recent speaking engagement which I attended virtually through a Twitter stream, Rob Shelton described an innovation culture as being made of vision and metrics and motivation. I thought this was an excellent summation of the attributes of an innovation culture, and I’d like to tell you why. I’ll also tell you one other component I’m sure Rob talked about but isn’t explicitly in this list.

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Tim Brown IDEO Offers His Version Of Where Ideas Come From

Few organizations, Tim Brown says, are set up to allow much creative collaboration, and even those are often afflicted by a culture that mishandles the results. “Too many ideas that get through to the market make it there because somebody senior is the one sponsoring them,” he says, “not because they’re necessarily the best ideas.” Brown looks to “design thinking” as an answer: incorporating designers’ problem-solving and idea-generation methods into a traditional organization, working with—and occasionally against—traditional R&D. The idea is to broaden horizons and instill a more innovative orientation, especially in a period of economic crisis. “In times when we’re scared,” Brown remarks, “we tend to get tunnel vision, don’t we?”

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The Revolution Will Be Printed – Why A Book and Not A Blog - Mike Walsh, Futuretainment

The first question my publisher asked me was why a book and not a blog? Three years ago when I started working on Futuretainment, that was already a tough question to answer. With eBooks now on the crest of critical mass, it hasn’t got any easier. Last week, my book hit the shelves. Although you can buy it on Amazon, you can’t read it on a Kindle. In fact, with 300 pages of illustrations, original photographs and custom designed typography – it is about as Kindle friendly as a bathtub. That was a deliberate decision on my part, but it comes at a time when the very concept of a book is changing.

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The Death—and Reinvention—of Management - Stephen Denning

I am currently working on an article that synthesizes the thinking in a whole host of recent management books that propose the reinvention of management, including: Reinventing Management by Julian Birkinshaw, Reorganize for Resilience by Ranjay Gulati, The Power of Pull by John Hagel, John Seely Brown and Lang Davison, Delivering Happiness by Tony Hsieh, Peak by Chip Conley, Employees First, Customers Second by Vineet Nayar, Drive by Dan Pink, The Design of Business by Roger Martin, The Dragonfly Effect by Jennifer Aaker and Andy Smith, Empowered by Josh Bernoff and Ted Schadler, Open Leadership by Charlene Li, Enterprise 2.0 by Andrew McAfee, Succeeding with Agile by Mike Cohn, Buy-In and A Sense of Urgency by John Kotter, as well as my own book, The Leader’s Guide to Radical Management. While doing full justice to none of the books individually, I have taken a shot in the article at drawing out the common themes

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