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Creativity and Innovation in Business and Beyond illustrates the ways in which creativity spurs innovation – not only in the realms of business and management, where the innovation is regularly acknowledged and discussed, but throughout the social sciences. With contributions from experts in fields as far-flung as policy, history, economics, law, psychology, and education, in addition to business and management, this volume explores the manifold avenues for creativity and innovation within and across a multitude of disciplines.
In this fascinating exploration of one of the most celebrated and innovative minds, best-selling author Alan Axelrod cuts through the myths and reverence surrounding Edison’s “genius” to show how the inventor was, in fact, an ordinary man who created extraordinary work. While many of us believe that creativity, like genius, is something that just happens by chance or destiny, Edison’s life demonstrates that creativity of the very highest order can indeed be summoned up at will, and even reduced to a reliable working method and set of principles.
In many modern economies, creativity, the essential prerequisite for innovation, tends to be assumed or neglected while the catchphrase "innovation" dominates the field of business as the key to national performance and competitiveness. Creativity and Innovation in Business and Beyond illustrates the ways in which creativity spurs innovation and innovation enables creativity – not only in the realms of business and management, where the innovation is regularly acknowledged and discussed, but throughout the social sciences. With contributions from experts in fields as far-flung as policy, history, economics, economic geography, sociology, law, psychology, social psychology and education, in addition to business and management, this volume explores the manifold avenues for creativity and innovation at many levels including nation, region, city, institution, organisation, and team across a multitude of sectors and settings.
The Killer Questions Your Company Should Be Asking Generating and executing great ideas is the key to staying ahead in a rapidly changing world. It seems so basic. Why is it so hard to actually get right? According to innovation expert Phil McKinney, the real problem is that we're teaching people to ask the wrong questions about their businesses--or none at all. There has to be a better way. In Beyond the Obvious, McKinney will help you use his proven FIRE (Focus, Ideation, Rank, Execution) Method to dig deeper and get back to asking the right questions--the ones all companies must ask to survive. Full of real-world examples, this book will change the way you operate, innovate, and create, and it all begins with battle-tested questions Phil has gathered on note cards throughout his career. Shared for the first time here, these "Killer Questions" include: What are the rules and assumptions my industry operates under? What if the opposite were true? What will be the buying criteria used by my customer in 5 years? What are my unshakable beliefs about what my customers want? Who uses my product in ways I never anticipated? These questions will reframe the way you see your products, your customers, and the way the two interact. Whether you're a company of thousands or a lean startup, Beyond the Obvious will give you the skills and easy-to-follow plan you need to make both the revolutionary changes and nuanced tweaks required for success. Praise for Beyond the Obvious "Human beings are creatures of habit, so getting ourselves and our teams to think beyond the obvious is a challenge we face all the time. Phil McKinney is an innovation expert, and his killer questions and hit-the-spot anecdotes provide a great way to get out in front of opportunities we otherwise won't see." -- Geoffrey Moore, author of Crossing the Chasm and Escape Velocity "I've always believed that asking the right questions is the essence of design. Phil McKinney proves that point with this wonderful set of killer questions that will jumpstart-or greatly enhance- your innovation efforts." -- B. Joseph Pine II, co-author, The Experience Economy & Infinite Possibility. "Product Innovation is a prerequisite to building great brands. Phil's questions are a prerequisite to building innovative products." -- Satjiv S. Chahil, former global marketing chief, Apple"
The biomedical industry, which includes biopharmaceuticals, genomics and stem cell therapies, and medical devices, is among the fastest growing worldwide. While it has been an economic development target of many national governments, Asia is currently on track to reach the epicenter of this growth. What accounts for the rapid and sustained economic growth of biomedicals in Asia? To answer this question, Kathryn Ibata-Arens integrates global and national data with original fieldwork to present a conceptual framework that considers how national governments have managed key factors, like innovative capacity, government policy, and firm-level strategies. Taking China, India, Japan, and Singapore in turn, she compares each country's underlying competitive advantages. What emerges is an argument that countries pursuing networked technonationalism (NTN) effectively upgrade their capacity for innovation and encourage entrepreneurial activity in targeted industries. In contrast to countries that engage in classic technonationalism—like Japan's developmental state approach—networked technonationalists are global minded to outside markets, while remaining nationalistic within the domestic economy. By bringing together aggregate data at the global and national level with original fieldwork and drawing on rich cases, Ibata-Arens telegraphs implications for innovation policy and entrepreneurship strategy in Asia—and beyond.
Creativity and innovation are the keys to both organizational growth and successful careers. People understand this, but they do not know how to unleash their natural creative potential. Drawing upon his twenty-two years of first-hand experience helping FedEx grow into a global icon and the last ten years consulting around the world, Madan Birla provides proven and practical answers. Readers will learn How to build a reputation as a creative thinker and become management’s go-to person for innovative business solutions Four steps for unleashing their creative potential and generating creative ideas Four communication skills to gain acceptance of your ideas Two words that guarantee promotions How to minimize internal and external negative influences that obstruct creative energy flow How to stop self-censoring and how to confidently express their ideas How to trust that all the resources for germinating creative ideas are within them
The co-founder and longtime president of Pixar updates and expands his 2014 New York Times bestseller on creative leadership, reflecting on the management principles that built Pixar’s singularly successful culture, and on all he learned during the past nine years that allowed Pixar to retain its creative culture while continuing to evolve. “Might be the most thoughtful management book ever.”—Fast Company For nearly thirty years, Pixar has dominated the world of animation, producing such beloved films as the Toy Story trilogy, Finding Nemo, The Incredibles, Up, and WALL-E, which have gone on to set box-office records and garner eighteen Academy Awards. The joyous storytelling, the inventive plots, the emotional authenticity: In some ways, Pixar movies are an object lesson in what creativity really is. Here, Catmull reveals the ideals and techniques that have made Pixar so widely admired—and so profitable. As a young man, Ed Catmull had a dream: to make the first computer-animated movie. He nurtured that dream as a Ph.D. student, and then forged a partnership with George Lucas that led, indirectly, to his founding Pixar with Steve Jobs and John Lasseter in 1986. Nine years later, Toy Story was released, changing animation forever. The essential ingredient in that movie’s success—and in the twenty-five movies that followed—was the unique environment that Catmull and his colleagues built at Pixar, based on philosophies that protect the creative process and defy convention, such as: • Give a good idea to a mediocre team and they will screw it up. But give a mediocre idea to a great team and they will either fix it or come up with something better. • It’s not the manager’s job to prevent risks. It’s the manager’s job to make it safe for others to take them. • The cost of preventing errors is often far greater than the cost of fixing them. • A company’s communication structure should not mirror its organizational structure. Everybody should be able to talk to anybody. Creativity, Inc. has been significantly expanded to illuminate the continuing development of the unique culture at Pixar. It features a new introduction, two entirely new chapters, four new chapter postscripts, and changes and updates throughout. Pursuing excellence isn’t a one-off assignment but an ongoing, day-in, day-out, full-time job. And Creativity, Inc. explores how it is done.
The Innovation Opportunity is your complete self-help guide for building innovation into the fabric of your business and getting what you want from life!
Achieve more, do more, create more with the power of creative courage Creative Courage challenges you to step outside of your comfort zone and truly make an impact. Set aside the same old routine and break the status quo—because you can only rise to new heights if you first smash the ceiling. Written by the former Executive Creative Director of Creations at Cirque du Soleil, this book shows you how to step up your game, flex your creativity, and make big things happen. Whether you work independently or as part of a team, whether you're self-employed or part of an organization, and even if you think creativity isn't a part of the work that you do—this book gives you the perspective, courage, and kick start you need to think differently about the things you do every day. Creative courage is more than a strategy, it's a way of life. It opens your mind—and the minds of those around you—to new approaches, new ideas, and new schools of thought that can revolutionize the way you work. This book invites you to experience the freedom and power at the intersection of courage and creativity so you can finally: Foster a more collaborative culture Bring depth and meaning to every project Turn challenge into opportunity Create work that matters The value of creative thinking extends far beyond the arts, but the work it allows you to produce has the power to touch like great art can. You gain the ability to make a more profound impact, and you inspire and motivate others to do the same; you become a catalyst for bigger, better things, driven by the enormous potential of the free-thinking mind. Creative Courage helps you break out of the box and start making things happen today.
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