Creative: Involving creation or invention; showing imagination and originality (Oxford Dictionary)  Innovative: Introducing (Oxford Dictionary)
something new 

Inventive: Making or Designing something new (Oxford Dictionary)

‡ Creativity is the engine of invention and innovation ‡ The essence of creativity is combining two or more ideas to arrive at an entirely new one ‡ Creative ideas must add value

Creative Environment (Triandis 1990)
‡ Permits people to work in areas of their greatest interest. ‡ Encourages employees to have broad contact with stimulating colleagues ‡ Allows taking moderate risks ‡ Tolerates some failures and non-conformity ‡ Provides appropriate rewards and recognition

being able to express ideas well and formulate the ideas as one proceeds) ‡ The ability to produce a large number of ideas quickly ‡ The ability to generate original and unusual ideas ‡ The ability to separate source (who said it) from content (what was said) in evaluating information .e.Creative Person (Barron 1969) ‡ Conceptual Fluency (i.

) .‡ The ability to stand out and be a little deviant from others ‡ Interest in the problem one faces ‡ Perseverance in following problems wherever they lead ‡ Suspension of judgment and no early commitment ‡ The willingness to spend time analyzing and exploring ‡ A genuine regard for intellectual and cognitive matters Creative Person (contd.

Gains of Creativity ‡ ‡ ‡ ‡ ‡ ‡ ‡ Produces greater quantities Improves efficiency Retain seeds Provides Opportunities for combinations Increase potential for better decisions Reduces personal conflicts Increases group ownership .

Creativity & Problem Solving Techniques ‡ ‡ ‡ ‡ ‡ ‡ ‡ Brain Storming Reverse brainstorming Synectics Gordon Method Checklist Method Free Association Forced Relationships .

Contd. ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ ‡ Collective note book method Heuristics Scientific method Value Analysis Attribute Listing method Morphological Analysis Matrix Charting Big dream approach Parameter Analysis .

Creative Thinking ‡ Brain Storming: defer judgment until as many ideas as can be experimented ‡ Synectics: making the strange familiar and the familiar strange ‡ Fundamental Design Method: alter habitual ways of viewing problems .

) ‡ Hypothetical Situations: design for hypothetical situations-translate for today ‡ Forced Relationships: contact between different elements not related earlier ‡ Attribute Listing: look at each aspect and find ways to improve it .Creative Thinking (Contd.

Creative Creed Brain Activity ± Temporarily suspend judgment ± Write down ideas Assumptions ± Redefine the situation ± Look to new procedures .

) Routine ± Look to more than one answer ± Find new ways Skepticism ± Have faith ± Focus on situations Why didn¶t I think of that ± Lee Towe .Creative Creed (contd.

Innovation What is Innovation? D Specific Instrument of Entrepreneurship D Purposeful & Organized Search for Change D Analysis of Opportunities such Change might offer D New ways of delivering value to the customer .

Purpose of Innovation D Response to increased competitive pressure D Discontinuity D Profitability D Market Leadership .

systematic and continual search for new opportunities D .Principles of Innovation Innovation must be approached as a discipline D Innovation must be approached comprehensively D Innovation must include an organized.

) Innovation must involve everyone in the organization D Innovation must be customercentered D .Principles of Innovation (contd.

³Innovation is ± Doing Things Better. Doing Things Differently´ .

Types of Innovation D Efficiency Innovation: Internally focused D Evolutionary Innovation: Incremental Achievements DRevolutionary Innovation: Externally focused .

Seeds of Innovation D Creative Thinking D Strategic Thinking D Transformational Thinking .

Elements of Innovation D Creativity D Strategy D Implementation D Profitability .

Process of Innovation D Selecting Innovation Goals D Gathering Information D Clarifying the Problem D Seeking Ideas and Stimuli from around the Organization D Selecting Ideas Worth Exploring D Developing an Innovation Road map D Outlining the possible Plan D Gaining Commitment D Implementing the final Plan .

³Great Ideas are not innovative unless they are successfully Implemented´ .

Lessons from Master Innovators D People .Imaginative and liberated workforce .Strong Conflict handling mechanisms .Deep trust in the people .Open Culture .Exciting & Nurturing Workplace .

Treat Innovation as an integrated process .Lessons from Master Innovators D Process .Brutually honest in self-assessment process .Encourage risk taking .

Differentiation through Innovation .Innovation a strategic backbone .Lessons from Master Innovators D Strategy .

Non-stop conscious efforts to innovate .Avoid integrating innovation in formal structure .Lessons from Master Innovators D Structure .Incessant reconfiguration to promote innovation .Active feedback loops with customers .

Lessons from Master Innovators D Leadership .Eliminate bureaucratic hurdles .Provide protective shield to ideas .Promotes internal free market for ideas .

Innovation ± Myths and Reality Myths 1. Individual drives innovation 2. An innovation process will give the results you need . Innovation requires creative people 4. Innovation begins with brainstorming 3.

Innovation begins with understanding the customer 3.Innovation ± Myths and Reality Reality 1. Innovation is a team sport 2. Innovation requires effective problem solvers rather than creative people 4. The innovation process is only one tool for successful innovation .

Components of an Innovation May never be developed into marketable products Invention Has no Instantaneous commercial value Scientific Discovery Innovation Adopting Invention Market Buying or Ignoring the Innovation .


exploited (Pay roll) . New York 1950¶ climbing Appliances Sales / Bloomingdale¶s responded ‡ IBM ± Modern Accounting Machine 1930¶ for Banks. Macy ± Deptl. Thomas Watson Sr.H. Store. ±Library ‡ Computers ± Advanced Scientific Work 1945 Univac spurned.The Unexpected Success ‡ R. IBM.

± Edsel 1957 / Thunderbird ‡ British Exports of Padlocks to India ± 1920¶ ‡ Novocaine ± 1905 ± Major Surgery / Dentists .The Unexpected Failure ‡ Ford Motor Co.

Kodak. Alcon Labs. Cataract ‡ Containers (Ships) 1950¶ ‡ Mini Steel Mills 1970¶ Process Need ‡ George Eastman . 1960¶. 1890. Cellulose Film ‡ Media ± 1890 ± Ottmar Mergenthaler¶s Linotype Modern Advertising New York Times (Adolf Ochs) and New York World (Joseph Pulitzer) ‡ Time Magazine ± past effect of World War I .Incongruities ‡ Bill connor.

C./ 1979 Fuel efficiency / Japan ‡ PBX / Bell Labs / Rolm Corpn. Durant 1903/ Giovanni Agnelli 1899 Fiat/ 1960 .Industry & Market Structure ‡ The Automobile Story ± 1900/ Henry Ford Model T. 1908 / General Motors W. Tel.& Computer ‡ Books and Magazines .

Demographic Changes ‡ Japan ± Robots ‡ Women at work force ‡ Migration from Europe to America. Australia & New Zealand ± 19th Century Changes in Perception ‡ Health Care Magazines ‡ Eating Habits ‡ Information Technology .

census Audion Tube ± an electronic switch 1906. CharlesBabbage ± 19th Century Punch Card ± Herman Hollerith ± 1890 for U.S. Lee De Forest Symbolic Logic ± Bertrand Russel & Alfred North Whitchead 1910-1913 ± Concept of Programming and Feedback World War I ± antiaircraft gun ± All knowledge known by 1918 but the first digital computer 1946 ± ± ± ± ± ‡ Radical Inventions .New Knowledge ‡ Modern Banking ‡ Convergence of Technologies ± Computers Binary arithmetic ± known since ages Concept of calculating M/C.

The Practices of Entrepreneurship in a New Venture ‡ ‡ ‡ ‡ ‡ The need for market focus Financial foresight Building a top management team Where can I contribute The need for outside advice .

IBM ‡ Hit them where they ain¶t ± Creative imitation ± Exploit the success of others.Sony (Akio Morita) Transistors . Hofmann La Roche.Entrepreneurial Strategies ‡ Being Fustiest with the Mostest ± ± ± ± Aim : Business dominance Creating new & different product Clear goals Capacity to mobilize resources E . g.IBM ± Entrepreneurial Judo ± Bell Labs .

Postal Services Pricing ± Gillete. Zerox Customer¶s reality ± cyrns Mc Cormick Developing Value to the customer-Interior Decorators . Lucas ± Speciality Markets ± Thomas Cook. Boch. American Express ‡ Changing Values & Characteristics itself is Innovation ± ± ± ± Creating Utility ± Rowland Hill 1836.‡ Ecological Niches ± Toll Gate Strategy ± Alcon Labs ± Speciality Skills ± Delco.

Refine / Modify Gain Commitment Possible Solutions/ Proposals Idea Development Speculative Exploration Decision Innovation Cycle Experimental Action Constructive Review Routine Procedures Operational Cycle Known Solutions Rules Innovation and .

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