An American Management Association survey of 500 CEOs shows
two surprising things:
Asked to name the most important
factor for corporate survival in the 21st century, the majority of
CEOs rank creativity and innovation first.
Yet only 6% of CEOs consider
that their own company performs very well in creativity and innovation!
In other words, 94% felt their company could really improve their
performance in this area.
This difference between high-perceived value and low actual performance can
be called the "Creativity Gap" (C.G.). Obviously - at 94% - the C.G. is
extremely wide.
Of course it is surprising - and gratifying - to see
that creativity is no longer dismissed as a "frill", and that a
majority of CEOs are now "talking the talk" about the importance of
creativity and innovation. |
But what can be done in order to "walk the walk"? Moving past
the "buzzword" stage to develop real competency in creativity and
innovation offers a major competitive advantage.
To increase their operating I.Q. (Innovation Quotient), there are three
necessary (and complementary) activities that organizations should
perform as deliberate policy:
Train people in the skills of creative
thinking, at all levels and functions of the organization.
Our training programs prove that creativity is a skill that can be
learned.
Manage for innovation.
Develop an environment that encourages, develops, and rewards creativity.
Implement creativity.
Mine, refine and implement creative ideas. Invest in a process to develop
selected ideas into innovative strategies, processes, and products.
Reap the payoff for innovation, and re-invest in creativity. |
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