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"The Business Skills Every Creative Needs! Remaining relevant as a creative professional takes more than creativity--you need to understand the language of business. The problem is that design school doesn't teach the strategic language that is now essential to getting your job done. Creative Strategy and the Business of Design fills that void and teaches left-brain business skills to right-brain creative thinkers. Inside, you'll learn about the business objectives and marketing decisions that drive your creative work. You already have the creativity; now it's time to gain the business insight. Once you understand what the people across the table are thinking, you'll be able to think how they think to do what we do." -- Provided by publisher.
William DugganÕs 2007 book, Strategic Intuition, showed how innovation really happens in business and other fields and how that matches what modern neuroscience tells us about how creative ideas form in the human mind. In his new book, Creative Strategy, Duggan offers a step-by-step guide to help individuals and organizations put that same method to work for their own innovations. DugganÕs book solves the most important problem of how innovation actually happens. Other methods of creativity, strategy, and innovation explain how to research and analyze a situation, but they donÕt guide toward the next step: developing a creative idea for what to do. Or they rely on the magic of ÒbrainstormingÓÑjust tossing out ideas. Instead, Duggan shows how creative strategy follows the natural three-step method of the human brain: breaking down a problem into parts and then searching for past examples to create a new combination to solve the problem. ThatÕs how innovation really happens. Duggan explains how to follow these three steps to innovate in business and any other field as an individual, a team, or a whole company. The crucial middle stepÑthe search for past examplesÑtakes readers beyond their own brain to a Òwhat-works scanÓ of what others have done within and outside of the company, industry, and country. It is a global search for good ideas to combine as a new innovation. Duggan illustrates creative strategy through real-world cases of innovation that use the same method: from Netflix to Edison, from Google to Henry Ford. He also shows how to integrate creative strategy into other methods you might currently use, such as PorterÕs Five Forces or Design Thinking. Creative Strategy takes the mystery out of innovation and puts it within your grasp.
Advertising Creative is the first “postdigital” creative strategy and copywriting textbook in which digital technology is woven throughout every chapter. The book gets right to the point of advertising by stressing key principles and practical information students and working professionals can use to communicate effectively in this postdigital age. Drawing on personal experience as award-winning experts in creative advertising, Tom Altstiel and Jean Grow offer real-world insights on cutting-edge topics, including global, social media, business-to-business, in-house, and small agency advertising. In this Fourth Edition, Altstiel and Grow take a deeper dive into the exploration of digital technology and its implications for the industry, as they expose the pervasive changes experienced across the global advertising landscape. Their most important revelation of all is the identification of the three qualities that will define the future leaders of this industry: Be a risk taker. Understand technology. Live for ideas.
People tend to think of creativity and strategy as opposites. This book argues that they are far more similar than we might expect. More than this, actively aligning creative and strategic thinking in any enterprise can enable more effective innovation, entrepreneurship, leadership and organizing for the future. By considering strategy as a creative process (and vice versa), the authors define ‘creative strategy’ as a mindset which switches between opposing processes and characteristics, and which drives every aspect of the business. The authors draw experiences and cases from across this false divide – from the music industry, sports, fashion, Shakespearean theatre companies, creative and media organizations and dance, as well as what we might regard as more mundane providers of mainstream products and services – to uncover the creative connections behind successful strategy. “Creative Strategy is a talisman for those looking to take a new path” Matt Hardisty, Strategy Director, Mother Advertising “It has been said that business is a hybrid of dancing and calculation – the former incorporating the creative within a firm, the latter the strategic. Bilton and Cummings show how these apparently contradictory processes can be integrated. Their insights about how firms can ‘create to strategize’ and ‘strategize to create’ are informative for managers and management scholars alike.” Jay Barney, Professor and Chase Chair of Strategic Management, Fisher College of Business, The Ohio State University “In today’s world, new thinking – creativity – is required to tackle long-standing problems or address new opportunities. The trouble is few organizations understand how to foster and apply creativity, at least in any consistent manner. This book provides new insights into just how that can be done. It moves creativity from being just the occasional, and fortuitous, flash of inspiration, to being an embedded feature of the way the organization is run.” Sir George Cox, Author of the Cox Review of Creativity in Business for HM Govt., Past Chair of the Design Council
A unique, inspiring guide to building business strategy from the president of Sequent Learning Network A key element of a successful business strategy is originality, which can only be fueled by creativity and intuition. Many business leaders are taught to develop strategies by analyzing case study after case study of other companies’ already implemented strategies, and using those studies as a framework for developing their own strategic plans. However, in order to develop truly great strategies, business leaders must learn to tap into their own creative process and develop actionable strategies based on their intuition and instincts. Creative Strategy Generation is a step-by-step guide to creating truly original and successful business strategies by tapping into one’s own creative potential. Modeled on Sequent Learning Network’s popular strategy building consultation program, the book uses compelling stories and examples drawn from music composition to show you how to produce your own “strategic masterpieces.”
Traditionally, company leaders develop a business strategy based on bottom lines and profit margins, then hire an ad agency to back up that strategy with creative advertising. But history shows that some of the most effective branding campaigns are born when companies work with ad agencies to develop a business strategy that has a big, creative idea at its heart-what CEO of Euro RSCG Bob Schmetterer calls the Creative Business Idea. In Leap, Bob Schmetterer shows advertisers how to combine advertising creativity and bottom-line realities to develop winning business strategies and winning ad campaigns. He analyzes some of the most creative business ideas in history, showing how successful advertising and marketing strategies do more than simply communicate the brand-they define it. Advertisers know how to create demand for an existing brand, but Schmetterer argues that the next challenge for advertisers is to help their clients apply creative thinking to their core business strategy before they launch a branding blitz. Leap is about connecting the left brain and the right brain to develop solid business strategies that are also creative, fresh, and exciting. It's about mixing business's cold fixation on numbers with the warm heart of art and creativity to build revolutionary brands. It's about connecting with and listening to the client, understanding the business and the product, tapping into the client's passion for the product, and transmitting that passion to the consumer. It's about what happens when the business makes creativity part of its core strategy-enabling it to move beyond self-imposed boundaries and expand the limits of its reach. With a wealth of examples from Volvo to Purdue, Schmetterer shows ad agencies and managers how to help their clients develop the big, creative idea that will transform their businesses-and perhaps their industries. It's time for companies to make the Leap that synthesizes business and creativity to reap the full rewards of profitable innovation. BOB SCHMETTERER is Chairman and CEO of Euro RSCG Worldwide, a one of the world's top five global advertising and communications agencies with clients such as Intel, Peugeot, Air France, Orange, Abby National, MCI, Danone Group, Reckitt Benckiser, Volvo, and Yahoo!
How can design be used to solve business problems? That's the question answered, in many innovative ways, by Building Design Strategy. Mark Dziersk, EunSool Kwon, Arnold Levin, Laura Weiss, and many more top-name contributors share their experience and insights. Topics explore the full range of issues today, including thinking ahead; adapting to challenges; developing tangible strategies; using design to convey ideas; choosing worthwhile projects to help growth; using design to create fiercely loyal customers.
How can I be more creative? People from every walk of life have asked this question. Whether the motivation is to find more personal satisfaction in everyday life or to achieve success in the workplace, the desire for creativity, and the struggle to sustain it, is universal. Drawing on his varied experiences as a successful product designer and creative director, as well as a seasoned educator and a working parent, Fridolin Beisert's Creative Strategies: 10 Approaches to Solving Design Problems uncovers priceless strategies to lead a more creative life--in any industry, at any level--whether you are a student, a teacher, a parent, or a CEO. Beisert's approaches, cleverly and appropriately titled Pattern Breaking, Planting Limits, and Reality Hacking, to name a few, are revealed through case studies and personal anecdotes that are both entertaining and illuminating, and demonstrate that creativity is a skill that can be learned the same way that we learn how to ride a bicycle: by actively practicing it.
Most companies today have innovation envy. Many make genuine efforts to be innovative: they spend on R & D, bring in creative designers, hire innovation consultants; but they still get disappointing results. Roger Martin argues that to innovate and win, companies need 'design thinking'.
Good Strategy/Bad Strategy clarifies the muddled thinking underlying too many strategies and provides a clear way to create and implement a powerful action-oriented strategy for the real world. Developing and implementing a strategy is the central task of a leader. A good strategy is a specific and coherent response to—and approach for—overcoming the obstacles to progress. A good strategy works by harnessing and applying power where it will have the greatest effect. Yet, Rumelt shows that there has been a growing and unfortunate tendency to equate Mom-and-apple-pie values, fluffy packages of buzzwords, motivational slogans, and financial goals with “strategy.” In Good Strategy/Bad Strategy, he debunks these elements of “bad strategy” and awakens an understanding of the power of a “good strategy.” He introduces nine sources of power—ranging from using leverage to effectively focusing on growth—that are eye-opening yet pragmatic tools that can easily be put to work on Monday morning, and uses fascinating examples from business, nonprofit, and military affairs to bring its original and pragmatic ideas to life. The detailed examples range from Apple to General Motors, from the two Iraq wars to Afghanistan, from a small local market to Wal-Mart, from Nvidia to Silicon Graphics, from the Getty Trust to the Los Angeles Unified School District, from Cisco Systems to Paccar, and from Global Crossing to the 2007–08 financial crisis. Reflecting an astonishing grasp and integration of economics, finance, technology, history, and the brilliance and foibles of the human character, Good Strategy/Bad Strategy stems from Rumelt’s decades of digging beyond the superficial to address hard questions with honesty and integrity.