CREATIVITY AND INNOVATION

 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
‡ 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 .

Creative Thinking (Contd.) ‡ 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 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 .

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

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

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

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´ .

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

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

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

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

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

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

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

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 .

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

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

1890. 1960¶. Kodak. Alcon Labs.Incongruities ‡ Bill connor. Cataract ‡ Containers (Ships) 1950¶ ‡ Mini Steel Mills 1970¶ Process Need ‡ George Eastman . 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 .

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

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

New Knowledge ‡ Modern Banking ‡ Convergence of Technologies ± Computers Binary arithmetic ± known since ages Concept of calculating M/C.S. CharlesBabbage ± 19th Century Punch Card ± Herman Hollerith ± 1890 for U. 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 . census Audion Tube ± an electronic switch 1906.

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. g. Hofmann La Roche.Entrepreneurial Strategies ‡ Being Fustiest with the Mostest ± ± ± ± Aim : Business dominance Creating new & different product Clear goals Capacity to mobilize resources E .Sony (Akio Morita) Transistors .IBM ± Entrepreneurial Judo ± Bell Labs .

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

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 .