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Business Innovation - the Value of Decision Makers
Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation. There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas. There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted. the Value of Decision Makers One of the most crucial aspects of the creativity and innovation process is the need to have direct access to decision makers. Without direct access to decision makers: a) Motivation decreases. People just will not keep generating good ideas when the last ones were not taken seriously or implemented. Many budding screenwriters fail to complete their screenplays because they know they will lie under their beds for eternity. b) There is no feedback. Without valuable feedback, the best ideas cannot be selected, developed and commercialised. c) Without a doubt, reward is one of the biggest motivators. Without a chance for reward, motivation decreases. d) Access through middlemen - or middle management - filters ideas. These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/ You can also receive a regular, free newsletter by entering your email address at this site. Kal Bishop, MBA ********************************** You are free to reproduce this article as long as no changes are made and the author's name and site URL are retained. Kal Bishop is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/
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