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    The Creative Company - Third Edition
    The Creative Company - Third Edition
    The Creative Company - Third Edition
    Ebook94 pages56 minutes

    The Creative Company - Third Edition

    By Anders Hemre

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    About this ebook

    This book wants to promote the art of working with ideas and inspire organizations to find new and better ways of becoming more creative and better manage innovation.
    The front of innovation is fuzzy. It's right there where fuzzy -- but potentially great -- ideas thrive.

    LanguageEnglish
    PublisherGeoffrey B. Dahl & Associates Inc.
    Release dateAug 6, 2018
    ISBN9781988375151
    The Creative Company - Third Edition

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      Book preview

      The Creative Company - Third Edition - Anders Hemre

      THE CREATIVE COMPANY – Third Edition

      By Anders Hemre

      E-book Published by Geoffrey B. Dahl & Associates Inc.

      List of Content

      FORWARD TO THE THIRD EDITION

      PREFACE

      THE CASE FOR INNOVATION

      UNDERSTANDING CREATIVITY

      Mind matters

      The Eureka moment

      Better boxes

      Thinking together

      Being creative

      Making breakthroughs happen

      Time to Think

      Storm or breeze

      More is more. Maybe

      Constraining creativity

      What’s the big idea?

      Entrepreneurial innovation

      Guided Ideation

      ORCHESTRATING THE CREATIVE EFFORT

      To innovate or not

      Excuses, excuses

      Innovation leadership

      Seeing what’s there

      In the crystal ball

      Fuzzing up and failing well

      The innovation dilemma

      Innovation — whose job is it?

      Opening up

      The fuzzy, the messy and the murky

      Idea campaigns

      Ideation and idea management

      Innovation metrics

      BUILDING A PATHWAY TO PROFIT

      From mind to market

      Crossing the chasm

      In the portfolio

      Stacking up

      Choosing wisely

      Accounting for ideas

      Failing to manage

      Super innovation

      The Creative Company

      COPYRIGHT — ABOUT THE AUTHOR

      FORWARD TO THE THIRD EDITION

      It’s been a few years since this book was first published. Today, innovation is as urgent as ever. Looking at the world around us, one would not have expected anything else. At the same time, many challenges seem to remain the same as organizations try to compete and pursue growth through innovation. So, even if a few references date back a while, the general conclusions and suggestions of this book’s original text still apply.

      Creativity is a human characteristic closely related to curiosity and ingenuity. It never rests. And in a world awash with ideas as professor Roberto Verganti at the Polytechnic University of Milan likes to put it, direction becomes crucial to innovation. Direction channels creativity into useful innovations. More or better of the same don’t create new markets or consumer wows. But in our pursuit of direction we need to not only look for the right ideas but also for the right people. And for the right people to thrive, they need to be in the right environment. Individuals open to change e.g. may perform better in opportunity spotting, while the more conservative do better in activities such as idea screening and stage gate reviews. Innovation work can be organized in different ways. Business environments change. Leaders come and go. But creativity, control and expertise always have to coexist and combine as innovation moves new ideas from mind to market.

      Successful companies don’t just innovate, but innovate better. They innovate for certain reasons and with certain objectives in mind. Strategies may be more or less well articulated and successful innovations may occur even without a strategy. On the other hand, ignoring - or going wrong with - strategy could certainly be fatal also to an otherwise innovative business. Companies wanting to improve their business by improving their innovation performance need to pay attention.

      When Sony Mobile Communications in recent years tried to make a broader and more systematic effort to innovate and create new business, they realized that this required not only the strengthening of innovation management practices but also a change in structure, policies and mindset. Even openness and spontaneity need certain boundaries, such as orderly processes, plans and rules to flourish. That’s why creative companies don’t just have more ideas. They also accomplish more with the ideas they have. They become more competitive and they improve their business performance. And they collaborate well.

      Knowledge creators and businesses need each other. Therefore, co-creation and co-innovation in ecosystems play increasingly important roles and Open Innovation has become a widely adopted practice and in some industries even a structural change.

      Other developments also profoundly impact innovation and innovation management.

      Artificial Intelligence is a deeply transformative technology with practical applications rapidly developing in many different areas. There may certainly be unintended consequences as well as legal and ethical issues, but we will learn. And we will learn how to work with machines that learn. Not far into the future a breakthrough innovation may be created by a machine. In such environments, innovation professionals will not be out of work but will have more freedom to choose what they want to do in the creative process.

      Accidental discoveries will always occur and new ideas will keep emerging from the minds of visionaries and dreamers. But the majority of innovations come from a dedicated effort to spot and pursue opportunities. They come from the determination and hard work by inventors and entrepreneurs. They come from the ingenuity of individuals and from team collaborations. One idea spawns another. One innovation paves the way for another. And that’s how the future is shaped.

      Innovation management guru Henry Chesbrough once commented that the last word on innovation may never be written. Innovation is far too complex and dynamic. He may be right, but

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