People often use creativity and innovation as synonyms. Understanding the distinction between the two is crucial for organisations keen to enhance productive capacity and remain competitive.
An introduction to creativity and innovation along with key definitions.
A look at how Kawasaki and Yu have utilised creativity in practice.
An examination of Drucker’s important 1985 essay which cites diligence, persistence and commitment as prized qualities of innovation.
Gary Hamel’s proposed 10 rules for creating innovative organisations.
An important strategy tool designed to measure an organisation’s future scope and direction. This article profiles both the original and updated versions of this matrix.
An innovative approach to design in which manufacturers observe customers using a product in real life environments.
This model involves a process which can turn an idea into an innovation within an organisation.
Those looking for an argument justifying organisational focus on innovation will find it in this book by William Baumol. His central tenet is that innovation is, and always has been, the driving force behind capitalism itself.
Following on from his 2000 book Leading the Revolution, Gary Hamel provides advice on how organisations can strengthen their resilience and thus their long-term success through innovation.
When organisations innovate by creating new businesses, it is important that these are given space to operate autonomously. This article takes a brief look at how this can be done.
A definition and explanation of the concept of ‘whitespace working’ – that area of organisational activity that operates behind the scenes, in parallel to official processes, on an informal, unsanctioned, yet often highly productive level.
An important model for encouraging ‘whitespace working’, the informal tier of organisational activity that operates on the fringes of what is officially sanctioned but which can add significant value if properly managed.
The Kirton Adaption–Innovation theory (KAI) is a useful means of understanding the potential conflicts that arise when highly creative or innovative people encounter more conventional thinkers in a work environment.
How play can unlock creativity by allowing the mind access to its unconscious.
Use this article to situate your own research within the wider background of traditional and contemporary leadership theory.
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