Creativity and Innovation Management ? Decision Makers
Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.
There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.
There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.
Decision Makers
Direct access to decision makers is positively correlated to motivation. The quicker people can get feedback, the quicker they can see the idea implemented, the quicker they can see reward, the more likely they are to address problems, seek solutions and generate ideas.
This is why networking is big and also the fact that, many people rely on personal contacts to achieve their goals. The idea is that through networking or personal contacts, the individual has a greater chance of talking directly with the decision maker and getting an immediate, valuable response.
The chance of getting a valuable job is much greater if you can have a conversation with the person likely to hire you than to simply send him or her an email. Similarly, the chance of successfully finding venture capital increases if you can talk to the "person with the money," a reason many ventures get funding form family or friends.
These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/
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Kal Bishop, MBA
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Kal Bishop is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/
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