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Hub You - Creativity and Innovation Management - Hierarchies
Even with the best of intentions, you still may have overlooked the obvious. Suppose you spent hours on a good headline, took a pretty picture of your storefront and covered all the who, what, where, when, and why questions, did you still forget the most important reason you ran the ad in the first place? Of course
c) Tangible progression if ideas are not picked up at all, motivation suffers.
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.c
We sure hear a lot about advertising fraud, fraudulent sales ads and misrepresentations in advertising, however little do we hear about the fraud which goes on at job fairs, where companies make promises and entice folks to sign up or fill out potential applications. One recent study seemed to indicate that the re
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.
Hierarchies
Many consultants will argue that the best organisational structure to foster creativity and innovation is a flat one. This is tending towards the truth but is not absolutely accurate.
Reality tells us that there are many reasons why an organisation's structure has its shape (logistics, organic growth, history, size, market share, future strategy) and is, like organisational culture, not easily changed or restructured. Often, there are valid reasons not to make structural adjustments at all.
Thus leaders require, not recommendations for complete restructure, but knowledge of fostering properties that can be easily adapted into the existing structure. This fits with research that indicates that people who generate ideas on a regular basis find structure to be unimportant as long as some criteria are met. These include:
a) Direct access to decision makers provides fast feedback and immediate go or kill decisions.
b) Short lines of communication if communication gets filtered there is a loss of momentum and corresponding loss of control.
c) Tangible progression if ideas are not picked up at all, motivation suffers.
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.co
The more communication I have with people involved in telephone service and sales, such as Contact/Call Centers and Customer Service Departments, the more amazed I become at the reluctance to create more sales and profit opportunities through better interaction with current customers, reactivation of lost accounts
Hierarchies
Many consultants will argue that the best organisational structure to foster creativity and innovation is a flat one. This is tending towards the truth but is not absolutely accurate.
Reality tells us that there are many reasons why an organisation's structure has its shape (logistics, organic growth, history, size, market share, future strategy) and is, like organisational culture, not easily changed or restructured. Often, there are valid reasons not to make structural adjustments at all.
Thus leaders require, not recommendations for complete restructure, but knowledge of fostering properties that can be easily adapted into the existing structure. This fits with research that indicates that people who generate ideas on a regular basis find structure to be unimportant as long as some criteria are met. These include:
a) Direct access to decision makers provides fast feedback and immediate go or kill decisions.
b) Short lines of communication if communication gets filtered there is a loss of momentum and corresponding loss of control.
c) Tangible progression if ideas are not picked up at all, motivation suffers.
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.c
Many groups like the Chamber of Commerce, ASB at the local high school, etc. will ask if their members can get a discount if they shop in your store or use your service. Of course, the answer top these groups should be a high-energy YES! They will then make a discount booklet for their members with your company li
Reality tells us that there are many reasons why an organisation's structure has its shape (logistics, organic growth, history, size, market share, future strategy) and is, like organisational culture, not easily changed or restructured. Often, there are valid reasons not to make structural adjustments at all.
Thus leaders require, not recommendations for complete restructure, but knowledge of fostering properties that can be easily adapted into the existing structure. This fits with research that indicates that people who generate ideas on a regular basis find structure to be unimportant as long as some criteria are met. These include:
a) Direct access to decision makers provides fast feedback and immediate go or kill decisions.
b) Short lines of communication if communication gets filtered there is a loss of momentum and corresponding loss of control.
c) Tangible progression if ideas are not picked up at all, motivation suffers.
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.c
Time tracking is the act of recording the time spent on each activity in a day or in a particular period of time. It is a very important part of time management, which is very important to keep pace in todays fast-moving world. Time tracking was first used to keep track of the way employees use their time during o
a) Direct access to decision makers provides fast feedback and immediate go or kill decisions.
b) Short lines of communication if communication gets filtered there is a loss of momentum and corresponding loss of control.
c) Tangible progression if ideas are not picked up at all, motivation suffers.
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.c
A limited liablity company or LLC is a form of business offering limited liability to its owners. In the LLC, all owners are protected from personal liability in case of business debts and claims. This feature is known as limited liability. This means that if the business owes money or faces a court case for some r
c) Tangible progression if ideas are not picked up at all, motivation suffers.
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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