THNK School of Creative Leadership

THNK's mission is twofold: we accelerate the development of creative leaders from across corporate, private, public, and social sectors and from all over the world. Together, we create innovative solutions to the world's most pressing and inspiring challenges.
Dubbed by Stanford University as "the future of higher education", we stand for creativity, business model innovation, and entrepreneurship for social impact. While a 'B-school' professionalizes management and a 'D-school' does the same for product design, THNK is a 'C-school' that applies creativity for positive change at scale.

All articles by THNK School of Creative Leadership:

  • vision-patience

    Visioning Requires Patience

    Aug 12, 2015 | In: Creative Leadership

    Not knowing when you are going to get that breakthrough idea is what makes creativity equally magical and frustrating. Bringing yourself closer to creating something innovative and useful requires the cooperation between two contrasting states: controlled and uncontrolled thinking.

  • visioning-strategy

    Visioning – 7 Essential Characteristics

    Aug 05, 2015 | In: Creative Leadership, Strategies

    The process of visioning may seem both daunting and mysterious. Indeed, it is in no way a straightforward method and there are always rocky rapids to navigate. An understanding of the make-up of this journey will create better results for this process to be a success.

  • sound-judgment-strategic-partnerships

    Sound Judgment and Strategic Partnerships

    Jul 24, 2015 | In: Collaborative Innovation, Creative Leadership

    Business alliances remain a tricky thing. On the one hand, alliances allow companies to tap into new markets and growth platforms. At the same time, forming alliances is risky, as it demands trust building and deep knowledge sharing with external parties. This article provides a pathway for successfully managing business alliance formation.

  • risks-in-innovation-leadership-talent

    Risks in Innovation Leadership Talent

    Jul 22, 2015 | In: Creative Leadership, Support for SMEs

    You don’t need to look far to see risk in innovation leadership. Yet many entrepreneurs lack a sufficient understanding of how to judge and deal with risks. In this article we introduce a model for classifying risks in innovation leadership. In turn, we discuss how some of these risks can be reduced or averted, and in some cases even embraced and reframed to mean something positive.

  • crash-test-dummy

    Dynamic Focus Can Shorten the Distance to Failure

    Jul 17, 2015 | In: Creative Leadership, Strategies

    In a world where we don’t know what tomorrow will look like, safety comes from being able to continuously experiment. The winners get to failure faster, more frequently, using fewer resources, and learning from it quicker than others. So if you operate in a fast-changing changing world, then it is time to retrain your instincts. It’s too risky not to.

  • tumblr_n4ecp1RarU1qztvpwo2_400

    Disruptive Technologies for a Better Tomorrow

    Jul 10, 2015 | In: Creative Leadership, Life Cycle Processes

    The fate of technology is not an undecipherable enigma that only engineers at Google, Amazon, or Samsung can solve. We can make better decisions in the present by developing a smarter understanding of the laws that govern technological evolution, of how it behaves over time, and what lies over the horizon. If we start thinking about these issues today, we can turn our discomfort into action.

  • paradox-creative-leadership

    The Paradoxes of Creative Leadership

    Jul 08, 2015 | In: Creative Leadership, Organization & Culture

    Creative leadership is rich with paradoxes. Creative leaders are driven by their internal passion and purpose, yet they also have an externally oriented, explorative mindset. Creative leaders lead from the front by envisioning a better future, pointing the way and setting an aspiration, yet they achieve this by orchestrating a creative team, often leading from behind to bring out the best in others.

  • golden-opportunity-paradigm-shift-innovation

    The Golden Opportunity of Paradigm Shifts

    Jul 03, 2015 | In: Creative Leadership, Strategies

    We have identified the six major paradigm shifts that are disrupting how we see the world and do business. Recognizing these shifts will help innovation leadership discover opportunities in a wide variety of fields and develop game-changing business models.

  • innovation-is-a-c-word

    Innovation is a C-word

    Jul 01, 2015 | In: Creative Leadership, Life Cycle Processes

    There are incredible opportunities today to bring new things into the world. It is the hallmark of the creative artist to create something that did not exist before, but this generative capacity is not limited to creative artists. Entrepreneurs and corporations conceive and create new products, services and platforms that would not have existed but for their efforts. Our increasingly complex and volatile world needs this creative ability now more than ever, especially in our leaders.

  • social-change-requires-slow-entrepreneurship

    Social Change Requires “Slow Entrepreneurship”

    Jun 26, 2015 | In: Creative Leadership, Enabling Factors

    Fast entrepreneurship runs on adrenaline-infused quick returns and quick failures, burning through long nights of brainstorms and coding. It is exciting in its own right, but appropriate only for specific ventures. Slow Entrepreneurship treasures human relationships, health, and sanity, and strives for the good life. The vision for Slow Entrepreneurship is that by going through a learning program with the right mentoring and guidance, almost everybody with dedication will bring their project to fruition.

  • need-for-creative-leadership

    The Need for Creative Leadership

    Jun 25, 2015 | In: Creative Leadership, Enabling Factors

    The terms creative leadership and innovation leadership are being used more and more. Creative qualities in leaders are nowadays greatly desired, say research surveys: Lack of creativity is seen as the most serious shortcoming in new hires reports the Economist’s Global Talent Index Report 2012 and creativity is seen as the most important leadership quality in a 2012 study of IBM under over 1,500 CEO’s. So, what is Creative Leadership and what is sparking this interest in it?

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