Creative Leadership

  • how-improvisation-can-boost-innovation

    6 Pitfalls to Avoid in Innovation Development

    March 8, 2017 | By:

    Before investing in your company’s innovation development, it’s important to develop a strategy for collecting and evaluating ideas. Having guidelines in place to thoroughly vet ideas, value diverse opinions, prioritize scalable and sustainable results, and other areas of innovation management can set you up for success over the long term.

  • transferring-innovation-skills-to-newbies-fact-or-fiction

    Transferring Innovation Skills to Newbies: Fact or Fiction?

    March 7, 2017 | By:

    Expert innovators know from experience how to innovate while minimizing hassle, needless tasks and wasted effort – they’ve been successful (and unsuccessful) countless times through trial and error. Using flight simulators and surgical learning tools as examples, it’s been proven that teaching veteran skills to ‘newbies’ isn’t science-fiction, especially in more ‘exact’ disciplines such as medicine and math. But is it possible to design a crash-course that teaches young and inexperienced innovators the less-definable skills, attitudes and insights necessary to ideate, champion and implement without having to go through all the awkwardness of being a rookie? We think so, and here’s why.

  • eight-attributes-bottom-up-innovation-leaders

    The Eight Attributes of Bottom-Up Innovation Leaders

    February 28, 2017 | By:

    Bottom-up innovation is fueled by many ideas initiated by employees, as opposed to top-down innovation, which is fueled by a strong vision – often by the company’s founder. Bottom-up innovation leaders are entrepreneurial, supported by management’s emphasis on creativity and a can-do culture, and often share these eight attributes.

  • intrapreneurial-success-leading-distruption-managing-change

    Intrapreneurial Success: Leading Disruption, Managing Change

    February 27, 2017 | By:

    Embracing an intrapreneurial mindset, which intentionally disrupts things from the inside out and often from the bottom up, is a radical concept for companies that thrive on stability and predictability. However, if an enterprise is committed to developing its innovation capability through intrapreneurship, three groups of people must be mobilized to make it happen: leadership, stakeholders, and innovation support.

  • spontaneous-versus-solution-oriented-creativity

    The Catalyst Network: Expanding the Reach and Impact of your Innovation Team

    February 16, 2017 | By:

    To amplify your company’s presence and scale your influence, innovation teams need to harness informal networks and not simply rely on formal structures to create a thriving innovation eco-system. Enter Innovation Catalysts: natural champions who are believers, idea generators, problem solvers, mentors and sponsors in your organization.

  • top-diagramming-techniques-for-more-efficient-meetings

    Top Diagramming Techniques for more Efficient Meetings

    October 31, 2016 | By:

    Do you ever find yourself stuck in a meeting that’s stalling? Does the agenda seem to accomplish no tangible outcomes? Perhaps you find yourself wondering what’s next after an important summit, or frustrated with the lack of direction after a meaningful brainstorm or discussion.

  • innovate-as-team-work-on-psychological-safety

    Innovate as a Team? Work on Your Psychological Safety!

    May 30, 2016 | By:

    To be able to use the full potential of innovation, psychological safety within teams and organisations is essential. Psychological safety is the shared belief that it is safe within the team for interpersonal risk taking. There is a direct relation between a psychological safe climate and performance of the team. (Edmondson 1999)

  • breakthrough-meathods-for-visioning

    Breakthrough Methods for Visioning

    February 3, 2016 | By:

    Creativity as a concept remains hard to pin down. Many view the ability to find creative solutions as the pinnacle of creative leadership. Artists, designers, visionaries and thought leaders are all admired for the power of their ideas, i.e. for their creativity. Creativity is a well-researched topic, covered in many popular science and business economics books. Yet we continue to struggle with the mystique created around the topic, and the intimidating notion that this is a territory reserved for the so-called “Creatives”.

  • consumer-research-and-customer-delight

    Customer Research and Consumer Delight

    January 27, 2016 | By:

    Unmet consumer needs are considered the holy grail of product and service innovation: a mystical, sacred entity with unlimited value and powers for those that know how to tap into it. It would seem that with present day digitalization and social media, it is easier to connect to users everywhere through online surveys, platforms, and data mining technology. Moving from a mass-producing economy to one based on individually tailored products suggests that the gap between consumer needs and producer response are closely aligned. Yet the mystique surrounding unmet user needs remains.

  • getting-innovation-to-scale-waves

    Getting Innovation to Scale – Waves (part 3 of 3)

    January 20, 2016 | By:

    Through scaling, smart movers can quickly build substantial market shares – or define entirely new markets. To help innovation leaders understand scaling we have divided it into three main areas: Emergence, Networks, and Waves. This article is on Waves, the third and last in a series of three.

  • getting-innovation-to-scale-networks

    Getting Innovation to Scale – Networks (part 2 of 3)

    January 13, 2016 | By:

    Through scaling, smart movers can quickly build substantial market shares – or define entirely new markets. To help understand scaling we have divided it into three main areas: Emergence, Networks, and Waves. This article is on Networks, the second in a series of three.

  • Flock-of-Starlings

    Getting Innovation to Scale – Emergence (part 1 of 3)

    January 6, 2016 | By:

    Through scaling, smart movers can quickly build substantial market shares – or define entirely new markets. To help understand scaling we have divided it into three main areas: Emergence, Networks and Waves. This article is on Emergence, the first in a series of three.

  • learning-by-doing-and-storytelling

    Learning by Doing and Storytelling

    December 16, 2015 | By:

    We are taught to think that all great minds think alike. While this may have worked during pre-twenty first century industrial times, this is no longer the case today. We need creative and diverse minds that can navigate through the chaos, uncertainty, and adventure of our present-day society —each individual contributing in their own unique way.

  • challenging-vision-by-rethinking

    Challenging a Vision by Reframing

    December 9, 2015 | By:

    An insignificant island in the Indian Ocean can turn out to be the world’s largest ocean economy. It’s all a matter of perspective, depending on the frame with which we look at the world. The assumptions on which this frame is based are usually unexamined and often wrong. They aren’t the only truth out there. Take the Mauritius, a small island with a tiny GDP and little economic potential, facing rising sea levels. But it’s also in a huge ocean area with sustainable ocean mining opportunities, and a potential high leverage economy. By challenging our initial assumptions, we can reframe that first belief towards a whole new perspective. Why? It helps us see great opportunities for innovative business models and for innovation leadership.

  • learning-is-play

    The Future of Learning is Play

    December 2, 2015 | By:

    The traditional paradigm holds that learning needs to be serious; if you’re having fun, you’re doing something wrong. Learning is meant to be hard work. It needs to be done in an orderly, disciplined fashion – the students silent as the teacher speaks. While there are some surprising exceptions, this is still the basis of most of the teaching happening in the world, and deeply entrenched in our way of thinking about learning. But is it true? Does serious learning require us to be serious?

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