2012年5月16日 星期三
Ralph Lauren VP Explains Why Most Creative Companies Don't Go Public
Ralph Lauren VP Explains Why Most Creative Companies Don't Go Public
Read more: http://www.businessinsider.com/mitchell-kosh-on-hiring-strategy-2012-4#ixzz1v1570jFN
Read more: http://www.businessinsider.com/mitchell-kosh-on-hiring-strategy-2012-4#ixzz1v1570jFN
2012年5月3日 星期四
6 Simple Steps to Boost Your Group's Innovation
Think there is only one way to make your organization more innovative? According to Nancy Napier, executive director of Boise State University’sCentre for Creativity and Innovation, there are actually six ways to improve innovation in your company.
To arrive at these results, Napier studied seven organizations for the past decade, including the Trey McIntyre Project dance company, health information provider Healthwise, the Ada, Idaho, county sheriff’s office and the Boise State University football team. Napier found that despite the differences in the missions of these companies, these organizations were linked by their willingness and desire to be creative.
According to Napier, other organizations can follow in the creative footsteps of these companies by following these six steps:
- Look outside your own field for ideas: "One person said years ago, that when best practices are documented, they become normal practices," Napier said. "He defined new ideas as looking outside his own field."
- Creativity doesn’t just happen: "Many people think that creativity just happens, but in fact, blending structure with creativity is much more powerful," she said. "Having a disciplined approach and process then allows an organization to be more creative in coming up with ideas. Structure and creativity go together."
- "Aha" moments don’t just happen: "There are ways to encourage creative ideas, but specifically, you can look at things in a new way, look at them from a reverse way and blend unusual ideas," Napier said. "Each of these organizations, and particularly the leaders, think in ways that help them come up with 'aha' moments. That has become a part of who they are and what they do."
- Fear complacency: "All of these organizations are terrified of keeping things the same way and they are always looking for a new way to do things," Napier said. "They push themselves on that always. Even if they are on top of their game, they are always asking, 'what can we do that is better or different?'"
- Turn a disadvantage into an advantage: "For example, the dance company I studied looked for many different places to settle in before coming here (Boise, Idaho)," she said. "The arts community said this was a disadvantage, since they were so far away from donors and the source of new dancers. They took it as an advantage because when people came here to join, they knew they were very committed to the company and they could make a difference in the community. What appeared at first to be a disadvantage was really an advantage for them."
- You can change your mind, but not your mission: "The first time I talked to Chris Petersen, coach of the Boise State University football team, about creativity, his response was, 'I'm not creative. I'm all about structure,'" Napier said. "He has since changed his mind and has become a huge advocate for the idea of doing things differently. He has the same mission of what he wants to accomplish and what he wants for his program, but he is changing his mind on how he wants to do things.
"The leaders are key in all of this," Napier said. "The idea of looking far beyond your field for ideas is absolutely critical for these people. These groups never put off creativity to tomorrow. It is a part of how they think. It has to be so ingrained in the organization, that it is not something they set time aside for, it is like brushing your teeth to them.
Are You Killing Your Workers’ Creativity?
Are You Killing Your Workers’ Creativity?
Published April 25, 2012
New research shows that 80 percent of people in five of the world's largest economies feel that unlocking creativity is critical to economic growth. And nearly two-thirds of people feel creativity is valuable to society. But only one in four of the survey's respondents believe they are living up to their own creative potential. Are we facing a global creativity gap?
Judging by evidence from the workplace, the answer is yes. In a study of 5,000 adults across the U.S., U.K., Germany, France and Japan sponsored by Adobe, a software developer, three out of four respondents said they are under growing pressure to be productive rather than creative, despite the fact that they are increasingly expected to think creatively on the job.
Across all of the countries surveyed, people said they spend only 25 percent of their time at work creating. Lack of time is seen as the biggest barrier to creativity (47 percent globally, 52 percent in United States).
More than half of those surveyed said that creativity is being stifled by their education systems, and many believe creativity is taken for granted (52 percent globally, 70 percent in the United States).
The United States ranked globally as the second most creative nation among the countries surveyed, except in the eyes of Americans, who see themselves as the most creative. Yet Americans also expressed the greatest sense of urgency and concern that they are not living up to their creative potential.
Generational and gender differences were marginal, reinforcing the idea that everyone has the potential to create. Women ranked only slightly higher than men when asked if they self-identified as creative and whether they were tapping their own creative potential.
"One of the myths of creativity is that very few people are really creative," said Sir Ken Robinson, an education and creativity expert. "The truth is that everyone has great capacities, but not everyone develops them. One of the problems is that too often our educational systems don’t enable students to develop their natural creative powers. Instead, they promote uniformity and standardization. The result is that we're draining people of their creative possibilities and, as this study reveals, producing a workforce that's conditioned to prioritize conformity over creativity."
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