Creative and innovative directors, consultants and managers

Creativity and innovation are critical to competitive advantage, but the role of creativity and innovation managers is often not considered essential. Organizations without this role are not as competitive as competitors.

People inside and outside the organization have been seeing problems, but they are rarely dealt with in a timely manner. Tangible negative changes usually drive change – the shortcomings of expected growth, falling stock prices, etc.

Some requirements for creative and innovation directors, consultants or managers include:

a] Track issues seen from inside and outside the organization. At every level, from product development to sales and marketing, and customer response, people see problems. Reporting this to the line manager is rare - line managers are often not directly connected to real decision makers.

b] Monitor competitors and benchmark internal creativity and innovation processes and structures. Competitors are constantly trying to gain market share and continue to outperform competitors. Lack of awareness and preparation can be catastrophic.

c] Conduct ongoing problem identification and creative meetings. Problem identification and creative generation need to be consistent activities to maximize output and train all members of the organization to proactively solve problems.

d] Supervising the team structure to maximize studentwork By carefully considering the group structure, teamwork in the organization can be optimized.

e] Ensure effective contact with decision makers.

f] Ensure that the ideas in the innovation path are tangible.

g] Use the S-curve, the probability of the source of thought, etc. to choose the idea that is most likely to succeed.

h] Monitor and maximize power.

i] Assisting members of the organization to maximize their creative and innovative outputs. Some organizations have begun to implement such programs - one day a week, when people are allowed to work on projects of interest to them.

j] Monitor capabilities and introduce knowledge to overcome narrowism and path dependence.

k] Ensure that there is a continuous feedback path between the departments involved in problem identification, conception, idea selection, development and commercialization.

there are more......

In short, if you don't install creative and innovative directors, managers and leaders, organizations can't verbally support creativity and innovative management concepts. There is no loss of competitive advantage.

This topic is discussed in depth in an MBA paper on managing creativity and innovation, which can be purchased from http://www.managing-creativity [as well as creative and innovative DIY audits, good idea generator software and Power Point demos]. Com. You can also get regular free newsletters by entering your email address at this site.

Kal Bishop, MBA

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