Most of us assume that intelligent people are better at thinking. But this is not necessarily true. Just because somebody is good at analysis doesn't mean that they will be good at design thinking or operational thinking.
Why are some companies so much better at innovation than others? One answer, according to recent research, is keeping senior managers as far away from the innovation process as possible.
This month, more tips and techniques to boost your creativity, exploding an old communication myth, exploring the power of words and how treating a difficult situation as an opportunity to experiment can yield some surprising results.
To climb a mountain you need the intention and the right attitude – the belief that it can be done. But you also need to learn climbing skills. Exactly the same is true of creative thinking.
This time, we explore a process to improve innovation, learn from Pixar about the importance of changing direction and muse on whether you are asking the right questions.
Problem-solving is valuable in itself. But identifying a problem and working to put it right isn't the key to unlocking real creativity. That's all about exploring possibilities, questioning established ideas and looking for value.
The world is becoming more volatile, more uncertain and more complicated. That makes life tough for CEOs trying to navigate this complexity, many of whom don't believe that either they or their organisations are equipped to deal with it.
Until now, China's competitive advantage has been based on cheap labour, not innovation. But if it is to remain anything more than a low-wage producer, China has to find innovative ways of sustaining growth.
It's no accident that business is more interested in thinking than other sectors of society. It is because business has a reality test. There is a bottom line. There are results. And better or more creative thinking will result in more profits or market share.
Far from encouraging creative thinking, group dynamics, group brainstorms and traditional corporate structures are the enemy of businesses trying to encourage innovation, new research suggests.
This time, some advice on how to give you brain a boost, a simple idea that could that turn your business around, self-improvement lessons from Benjamin Franklin and a perplexing question: do you give your dog more treats than you give yourself?
Nothing breeds success like success, the old proverb goes. But this is not always the case when it comes to business growth. Many organizations become victims of their own success. They achieve rapid growth by introducing new products but quickly find that they cannot sustain this for more than a couple of years.
The gala opening of the Shanghai Expo has focused the world's attention on this vibrant city that - or so we are told - is "forging the future". But while one can't doubt Shanghai's size and vibrancy, it's potential impact on the future is much more of a moot point.
It's a fast paced world we live in. Blink and the competition has stolen a march. So how can organizations keep up? What makes some quicker to react than others? We talk to MIT's Steven Spear about high velocity organisations.
Improvements often require creativity. So there is a real need to spend some time thinking creatively to try to find a better solution, even when there is a routine solution to a problem or a routine way of doing something.
This month, Jurgen explores the power of the absurd, how to overcome procrastination, why you should go for evolution, not revolution and why brainstorming in a group can actually limit the range of ideas and solutions that arise.
Organisations spend a large amount of money on computers and IT systems. But while information is essential, so are ideas. Yet creativity isn't taken seriously at all.
It's often said that innovative firms perform better than their more pedestrian competitors. But where's the proof? And if they do perform better, by how much?
China is affecting the way global business operates and the way value-chains work. In particular, it is changing the speed at which business is done. And to do this, it is concentrating on improving, rather than inventing.
Every organisation can benefit from some deliberate thinking. This isn't the thinking we do when we are sitting at a desk or taking part in a discussion. It is a formal process designed to generate new ideas and perceptions, and to take action around any possibilities that exist.
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