Many people believe that creativity should be as free and unstructured as possible. But I would argue that creativity can better be delivered through teams whose function and tasks are clearly and distinctly defined.
Co-creation is the business idea of the moment. Why? Because the more ideas you can work with, the better. So more minds are always better than fewer, and the more different minds you can enlist, the higher the probability of finding a really different idea.
Granted, staying positive in the midst of personal and global upheaval isn't easy. But we can create a fresh future out of the ashes of our mistakes. Here are twenty-one reasons how and why.
This time, Jurgen examines the power of stupid ideas, learns about innovation from Thomas Edison, helps you identify if you are a perfectionist and explores the persuasion principle.
This month, Jurgen discusses how to create an idea locker, how to be happy, a better way to organizing your work and how to break an insanity cycle - as well as how to know whether you're stuck in one.
Far too many executives believe that management thinking is all about continuity and problem-solving. But what if something is not a problem?
It's September, almost October, time to start giving some thought to what you want to be feeling when this year ends. Will you be pleased with what you've done? Think about that while we explore some more interesting and unusual ways to boost your creativity.
Almost everyone's choice for the most innovative firm of recent years is Apple. But as history shows, it's far from easy to deliver consistent innovation. So what is the secret of Apple's innovation success?
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.
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