Creativity Inc.: Building an Inventive Organization

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9781578512072: Creativity Inc.: Building an Inventive Organization

RADICAL innovations always start with creativity--but many companies are allowing this critical wellspring to run dry. Jeff Mauzy and Richard Harriman argue that sustained leadership depends on making creativity a broad, enterprise-wide capability that is "on" all the time. In Creativity, Inc., they marshal forty years of research into how creative ideas happen and how they become innovations to reveal a set of fundamental principles for infusing creativity into every aspect of an organization. Through vivid examples from a wide range of industries, this book shows how companies can rework organizational climate, creative thinking, and actions to foster systemic creativity in individuals, in teams, and at the corporate level.

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From the Inside Flap:

"As a thirty-seven-year veteran of corporate America, I strongly recommend Creativity, Inc. to executives of all ages and disciplines who want to take their individual, departmental, and corporate performances to levels they never imagined possible. This book will open your eyes and mind to possibilities that will truly make a difference for you and your team."
—Jeffrey P. Neubert, President and CEO, The Clearing House

"Many promising new ideas are derailed by inbuilt—and unintended—corporate resistance to change. Mauzy and Harriman explain the extensive changes a corporation must make to foster internal creativity. This is a very helpful book for both managers and innovators."
—Eric von Hippel, Professor, Management of Innovation, MIT

"In today’s uncertain world, CEOs are naturally risk averse. But companies won’t prosper without taking risks on innovative products, services, and business models. Mauzy and Harriman give executives practical insights on how to build an organization that embeds creativity and innovation in its core activities. CEOs need to stop hunkering down, and reading Creativity, Inc. is a good place to start!"
—Bob Peebler, President and CEO, Energy Virtual Partners

"Creativity, Inc. will jar loose your fixed patterns of thinking and help you to create new, more profitable connections. This pragmatic book explains how and why innovation works and shows exactly what you and your team can do to enable the force of creativity to re-energize your business."
—Adrian J. Slywotzky, Vice President, Mercer Management Consulting, Inc.

About the Author:

Jeff Mauzy is a consultant at Synectics, Inc. and Chairman of Inventive Logic, Inc., a start-up company that develops idea generation and problem-solving software. Richard A. Harriman is Managing Partner and Chairman of the Executive Committee at Synectics Inc., a forty-year-old international consulting firm that specializes in fostering innovation in business.

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Book Description Harvard Business Review Press, United States, 2003. Hardback. Book Condition: New. Language: English . This book usually ship within 10-15 business days and we will endeavor to dispatch orders quicker than this where possible. Brand New Book. To survive and prosper in the long term, people in companies need to create and innovate. And they need to do so as regularly and reliably as they breathe. We begin our discussion of the need for creativity with a look at a successful company that recognized and met a serious new challenge by installing effective creative practices. In the late 1980s, Steelcase Inc., one of the largest U.S. manufacturers of office furniture, like its competitors was investing heavily in research and development in the hot area of its business, modular furniture units. We had all evolved to the same perspective, says Mark Greiner, senior vice president of RD at Steelcase. There was an accepted framework in the industry, defined by three points on a triangle: high design, low cost, and customer relationship. Furniture companies had been differentiating themselves along the points of that triangle for some time. Steelcase was proudest of its customer relationships and placed most of its emphasis on maintaining that edge. But in fact, Greiner says, all the manufacturers, by watching each other, had gravitated over time toward safer and safer ground in the middle of the triangle defined by those three points. Thus, the differences between Steelcase and its rivals had grown almost nonexistent. We were supposedly the most advanced office furniture company in the world, but in fact we were looking pretty much like our competition, he says. Worse, the customer was in motion. The exciting technological liberties of computing and communications made office design and furniture seem less urgent, even less relevant to some businesses. This realization didn t come suddenly, says Greiner. But it started creeping more often into our conversations. Where s the difference? What s our value? While the industry focused on a familiar, well-understood, highly defined world, the real world was changing. Steelcase needed to break free of many long-held beliefs about customer needs, beliefs that had become invalid. To reconnect with office furniture buyers, the company needed new ideas.Steelcase in the late 1980s qualified as a candidate for creativity and innovation, and through the course of the book, we ll follow the Steelcase story. But the Steelcase story is not unique. Corporate leaders in almost any business today need to know the fundamental elements for initiating and sustaining creativity and innovation. And they must understand the ways in which those elements work together. The speed of change in the economy has long since penalized companies and industries that try to coast with scattershot innovation or a single moment of creative serendipity. It now punishes even strategically astute companies that make serious but only sporadic, isolated, or conventional efforts at creativity and innovation. In the 1870s, Aaron Ward targeted quality-and-value-starved rural shoppers with a single-page, cash-only price list mailed to National Grange members. There was enough creativity and innovation in that business plan to start Montgomery Ward on a 125-year run.The only further innovation of any scope, however, was to build out stores across the country, a strategy that within a few decades caused the company to fall so far behind the pace of change in contemporary imagination and desires that customers stayed away. Still, 125 years is a good ride. Increasingly, the time period that an innovation can last is far shorter. Look at the home audio music business. The music box controlled that market for 100 years. The phonograph controlled the market for 70 years. Cassette tapes dominated for 25 years until the arrival of CDs. Now, after 10 years, CDs compete with mini-disks, DVDs, MP3, and the Internet. And, as if the inexorable compounding in the rate of technological change weren t sufficiently uncomfortable, co. Bookseller Inventory # BTE9781578512072

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