Continual Innovation

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and concept generation and, similarly, distinct processes that enhance concept selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes enhance the probability that excellent ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Motivation and Management Layers

A rule of thumb is that thought generation and motivation are inversely proportional to the number of layers between creator and decision maker. So if an individual has to push the concept past 1 gatekeeper, then:

* The thought is diluted by half.

* The chance of a positive response reduced by half.

* The time to valuable feedback is increased by two.

* Time to implementation doubles.

* Trust is decreased by half.

* All aspects, such as securing finance, turn out to be twice as challenging.

This knowledge helps us to design organizational structures, for example – make sure the decision maker is close to hand.

These and other topics are covered in depth in the MBA dissertation on Managing Creativity &amp Innovation, which can be purchased (along with an Innovation Management Bible, a Creativity and Innovation DIY Audit, Good Concept Generator Software and Power Point Presentation) from http://www.managing-creativity.com/

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Kal Bishop, MBA

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Kal Bishop is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/