Ian West DA(Salford), BSc(Hons), FCIM

Managing Director One Marketing Ltd.

CREATIVITY, INNOVATION AND CULTURE

“Every organization has to prepare for the abandonment of everything it does”

Peter Drucker

WHY CREATIVITY AND INNOVATION ARE IMPORTANT

THE INNOVATION INDEX

“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

INNOVATION=CREATIVITY+APPLICATION

THE INNOVATION PROCESS

IDEA GENERATIO

N

OPPORTUNITY

RECOGNITION

DEVELOPMENT

COMMERCIALIZATION

IDEA EVALUATION

CREATIVITY – GENERATING IDEAS

ORIGINS OF CREATIVITY MODELS

Grace

Accident

Association

Cognitive

Skill

Henry (1991)

CREATIVE CONCEPTS COME FROM A BODY OF KNOWLEDGE

INSPIRATION IS THE TRIGGER

INSPIRATION IS THE TRIGGER

Necessity

Direction

Nudges

Techniques

BLOCKAGES TO CREATIVITY

LEVELS OF THINKING

FIRST LEVEL THINKING

SECOND LEVEL THINKING

PATTERN RECOGNITION

Making the strange familiar and the familiar strange

SYNECTICS

“Bringing together two things not normally associated”

Arthur Koestler

BISOCIATION

BISOCIATION

THE CREATIVE CULTURE

CREATIVE CULTURES AND CLIMATESDimension Les creative More creative

Challenge Alienated Enjoyable

Indifferent Energetic

Freedom Passive Independent

Rule-bound Initiatives taken

Dynamism Boringly slow Excitedly busy

Trust, open Suspicious Trusting

Failure punished Failure accepted

Idea time Little off-task play Off-task play

Mood, playfulness Serious, stern Happy, humourous

Conflicts Welfare, destructive Debated with insight

Idea Support People negative, critical People listen helpfully

Debates Questions as power tools Contentious ideas voiced

Risk-taking Cautious, safe decisions Fast, flexible decisions

Detail and committee bound Risk acting on new ideasTruida Prekel based on work of G Ekvall

National cultural impacts

Culture within organizations

IMPACTS OF CULTURE UPON CREATIVITY AND INNOVATION

GEERT HOFSTEDE’S DIMENSIONS OF CULTURE

Power distance index (PDI)

Uncertainty avoidance index (UAI)

Individualism index (IDV)

Masculinity index (MAS)

Long term orientation (LTO)

POWER DISTANCE INDEX (PDI)

Country/Region Score Rank

Malaysia 104 1-2

China 80 12-14

USA 40 57-59

Great Britain 35 63-65

Austria 11 74

UNCERTAINTY AVOIDANCE INDEX (UAI)

Country/Region Score Rank

Greece 112 1

USA 46 62

Great Britain 35 66-67

China 30 68-69

Singapore 8 74

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

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

CULTURAL CHANGE

National Organisational Inter-department Within-department

Top down Bottom up

Difficult

Easier

MANAGING CREATIVITY

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

MANAGING THE INNOVATION PROCESS

Incremental innovation

Radical innovation

Process innovation

Disruptive innovation

MANAGING THE INNOVATION PROCESS

IDEA GENERATIO

N

OPPORTUNITY

RECOGNITION

DEVELOPMENT

COMMERCIALIZATION

IDEA EVALUATION

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

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Ian West DA(Salford), BSc(Hons), FCIM

Managing Director One Marketing Ltd.

CREATIVITY, INNOVATION AND CULTURE