Creativity and Strategic Innovation Management was the first book to integrate innovation management with both change management and creativity to form an innovative guide to survival in rapidly changing market conditions. Treating creativity as the process, and innovation the result, Goodman and Dingli emphasise the importance of a strategic approach to management through fostering creative processes.
Revised and updated for a second edition, this ground-breaking book now includes:
A new section on contemporary themes in innovation management, such as the use of social media and sustainability.
More coverage of entrepreneurship, ethics, diversity issues and the legal aspects of technology and innovation management.
More international cases and real life examples.
The book is also supported by a range of new tutor support materials.
This textbook is an ideal accompaniment to postgraduate courses on innovation management and creativity management. The focused approach by Goodman and Dingli also makes it useful as supplementary reading on a range of courses from management of technology to strategic management.
Malcolm Goodman is Senior Teaching Fellow at Durham University, UK. Sandra M. Dingli is Associate Professor at The Edward de Bono Institute for the Design & Development of Thinking, University of Malta, Malta.
Table of Contents PART I The challenge of changing times 1 The changing business environment Learning objectives Introduction Context What is change? Understanding the causes of change Socio-cultural forces Economic forces Technological trends Environmental Cause, effect and apprehension Complexity and change Key principles Creating wealth Factors of production Creativity What is creativity? Consequences of the business paradigm shift Types of change Incremental change Transitional change Transformational change Change drivers Practice Business paradigms Marketing and management myopia Least cost production paradigm Marketing paradigm Customer-perceived value paradigm Service dominant logic paradigm Post-capitalist paradigm Action Backwards or forward into the future? The challenge of change Challenges of initiating change Challenges of sustaining momentum Challenges of system-wide thinking Challenge to traditional management Summary Discussion questions Case exercise Nokia 1 Early success in the mobile phone industry References Selected YouTubes 2 Key business decisions Learning objectives Introduction Context Time frame decisions Information overload Shareholder , finance and government pressure Shortening business life-cycles Feel or process? Key principles Business decision process Rational model Real world complications Contingency approach Concepts of efficiency and effectiveness The S-curve Three strategic approaches Limpet strategy Cautious strategy Innovative strategy Practice Two key questions Concept of customer-perceived value revisited Managing bias Action Making decisions - blending knowledge with experience to achieve know-how Linking creativity, entrepreneurship and innovation Summary Discussion questions Case exercise Tyrell's - When the chips are down raise a glass! References Selected YouTubes 3 Management revisited Learning objectives Introduction Horse sense! Context Global business environment Key principles A divertimento Defining management Primary management processes Redefining management action - control or lead? Putting the emphasis on control Putting the emphasis on leadership Management: quo vadis? Practice Essential management skills Managing self and individuals Managing groups Managing an organisation Ethical considerations Broad management styles Organisational development Is there a correct style? Japanese management approach Japanese management culture Japanese management techniques Theory Z Quality of Work life Quality circles Action New skills for a new world Summary Discussion questions Case exercise SASOL References Selected YouTube videos PART II Innovation from theory to practice 1 Business creativity Learning objectives Introduction Nasruddin Context What is creativity? Definitions Process Generate ideas Creative people Strive for originality Provide examples of their work Key principles Understanding thinking Physiology of the brain The working brain - a synaptic wonder Practice Contextual factors affecting personal creativity Organisations and creativity Expressing natural skills Action Assessing personal creative potential Personal Creativity Audit Personal creativity in action Work environment and performance Left brain and right brain thinking model Learning skills Introducing the Total Thinking model Perception Half-brained thinkers! Creative thinking applications Summary Discussion questions Exercises Sexism Beijing Express problem References Selected YouTubes Appendices CPS Toolbox notes 5 Applied business creativity Learning objectives Introduction Context Challenge of change Stimulating creative thinking Creativity and intelligence Key principles The Quick-Fix approach The creative problem solving approach Note-taking skills Memory friendly information Learning skills Picture perspectives Getting to grips with Creative Individual Problem Solving Demonstration exercise: organising a perfect wedding Practice Building an introductory CPS toolkit Action CPS facilitation Individual or personal CPS activity Group CPS activity Organisational CPS activity Summary Discussion questions Case Exercise Toymaker I References Selected YouTubes Appendix CPS toolbox notes 6 Business innovation Learning objectives Introduction Context Why innovate? What is innovation? Strategic innovation management Key principles Commitment Getting started Innovation champions Levels of innovation Incremental innovation Radical innovation Architectural innovation Technological innovation Sources of ideas Closed sources Open sources The innovation process Phase 1: initial spark of creativity Phase 2: idea evaluation Phase 3: invention Phase 4: external and internal launch Idea selection Idea funnel Stage-gate model Intellectual capital Knowledge and technology transfer Practice Harnessing systems thinking Hard systems approach Soft systems approach Action Private sector Innovation in MNCs Innovation in SMEs Public sector Innovation in NGOs Innovation in charities Innovation in state funded organisations Innovation bottlenecks Lack of `time to think' Bureaucracy Structure Poor lateral communication External talent Financial constraints Limiting paradigms Inappropriate mental modes Limitations of traditional teaching and training Summary Discussion questions Case exercise Nokia II: Out of the ashes of disaster grow the roses of success References Selected YouTubes 7 Organisational culture and climate Learning objectives Introduction Context Need for group (collective) creativity Key principles Management commitment Management and creativity Management styles Manager's interests Group behaviour Group participation Loyalty and group participation Working in groups Establishing group beliefs Empowering groups to perform Encouraging group members to interact Attempting to understand interactions Preparing for group activity Leadership role Group rewards Group selection and initial briefing Managing groups Advantages Disadvantages Solo or team run? Belbin's Team Roles Tuckman model The MBTI inventory/Jung's personality typologies The KAI inventory Practice Empowering people First task of a CPS facilitator Second task of a CPS facilitator Third task of a CPS facilitator Process role of a CPS facilitator Key process skills Conflict in groups and teams Action Concepts of organisational culture and climate Organisational attitude and commitment Organisational philosophy Organisational climate Key factors for developing a climate that fosters innovation Leading individuals and teams Vertical and lateral communications Trust Motivation Rewards and recognition Training and staff development Sustaining an organisational climate Can climate and culture be assessed? Ekvall's Creative Climate Questionnaire Isaksen's Situational Outlook Questionnaire Great Place to Work Institute Workplace democracy Summary Discussion questions Case exercise Samsung References Selected YouTubes Appendices 7.1 Management traits assessment 7.2 Group CPS Audit 7.3 Assessing group performance 8 Overcoming resistance: mindsets and paradigms Learning objectives Introduction Context The power of mindsets and paradigms Key principles Group mindsets Organisational mindsets Challenging mindsets Psychological factor sets Perception Learning Beliefs and attitudes Creativity blockers Perceptual Emotional Process skill blockages Communication blockages Environmental blockages Cultural blockages Practice Obstacles to individual business creativity Tiredness Anxiety Negativity Fear of failure Obstacles to group business creativity Common problems that challenge the effectiveness of hard sytems thinking Diagnosis Belief in measurement Risk spots Faith in management techniques Action Working with others Viewing management problems Fixed vs. growth mindsets Nudges and wise interventions Summary Discussion questions Case exercise Rose Tree Garden Centre References Selected YouTubes PART III Linking creativity to strategic innovation 9 Applied business innovation Learning objectives Introduction Context Innovation idea sources Key principles Closed innovation Open innovation Open-source software (OSS) Advantages of OSS The impact of open-source software Practice Closed innovation idea sources Idea management systems Onsite creativity centres Open innovation idea sources Capturing ideas External R&D agencies Idea scouts & idea connectors Key personnel, technology transfer Contractual arrangements Developing ideas Co-creation Crowdsourcing Social networking Risk factors Unpredictability vs. certain success Action Innovation networks Innovation and entrepreneurship Summary Discussion questions Case exercises Toyota References Selected YouTubes 10 Building a strategic innovation model Learning objectives Introduction Context STEP 1 Checking the now before thinking about the how Rethinking time Rethinking space Rethinking mass Linking the Einstein metaphor with strategic innovation STEP 2 Conventional approach to strategic innovation Content Process Tools STEP 3 Basic processes of strategic innovations Four key stages Key principles STEP 4 Innovation action plan Practice STEP 5 Reviewing the business Challenging paradigms and mindsets STEP 6 Reviewing the market Deciding which customers to target Challenging mindsets and paradigms STEP 7 Reviewing the market offering Approach to innovation Challenging mindsets and paradigms STEP 8 Creating customer-perceived value Buyer experience cycle The customer-perceived value map STEP 9 Characteristics of strategically innovative organisations Culture Structure Processes Systems People Action STEP 10 Purpose of strategic innovation STEP 11 Transformation through strategic innovation STEP 12 Holistics approach to strategic innovation management STEP 13 Key principles Create purpose Make innovation happen Sustain model development STEP 14 Final thoughts Summary Questions for discussion Case exercise Yamaha Motor Company References Selected YouTubes PART IV Strategic innovation in changing times 11 The importance of leadership Learning objectives Introduction Context Avoiding contextual myopia Key principles Leadership competencies Difference between management and leadership Qualities of a manager Qualities of a leader Comparison between managers and leaders Theories of leadership I: Trait theories Theories of leadership II: Behavioural theories Theories of leadership III: Contingency theories Theories of leadership IV: Emerging theories Charismatic leaders Leadership characteristics Visionary leaders Transactional leaders Contemporary leadership thinking Courageous leadership Leadership and management - are they mutually exclusive? Practice Assessing individual leadership skills audit Action Seizing the initiative Leadership challenges Leaders and Innovation Changing role of leadership Summary Discussion questions Case exercise African leaders References Selected YouTubes Appendix Assessing individual leadership skills audit interpretation 12 Business social responsibility Learning objectives Introduction Context Business socialisation Revival Leading issues Key principles Definition of Business Social Responsibility (BSR) Business ethics Value of high ethical standards Corporate social responsibility (CSR) Carroll's pyramid Generating and sharing social value Well-being Practice Exploring the bottom line People issues Planet issues Environmental responsibility Resource sustainability Circular economy Profit issues Executive pay Rank and file pay Business profiteering Effects of MNC profit strategies on SMEs Action Business solidarity: implementing CSR Community Workplace Market place Environment Global recognition of Business Social responsibility (BSR) Organisational approaches to CSR Global or local? A matter of attitude Summary Discussion questions Case Exercise Malinos Rio de la Plata References Selected YouTubes 13 Organisational renewal for strategic innovation management Learning objectives Introduction Context View from the boardroom Key principles Business game components Benefactors The risk paradox and casino market games Bets, sweats and debts Investment Business game players Multinational corporations (MNCs) MNCs are gaining strength in Africa, Asia and South America The importance of small medium sized enterprises (SMEs) Corporate game players Profit quest Growth quest Corporate game strategies Operating paradigms The Three-way Stretch model Practice Assessing organisational culture Selecting organisational style Inside or outside track? Theory Z revisited Theory WB approach Managing change to boost well-being, creativity and innovation Well-being Managing change to boost well-being, creativity and innovation A new workplace democracy model Disadvantages of workplace democracy Action Conventional planning practice Reasons for pre-planning Understand the people Encourage well-being Understand the task Understand the organisation Develop plans Pre-planning a culture change programme Strategic approaches of Theory Y and Theory WB organisations Importance of gaining and retaining trust Summary Discussion questions Case Exercise Semco References Selected YouTubes Appendix 13.1 Organisational creativity audit interpretation 14 Reflections Learning objectives Introduction Context Business trends African trends Instant availability Responsible consumption Transaction convenience Gender equality Improved online services Asian trends Network connections Corporate social responsibility Heritage appeal Responsible business The informal economy meets smartphone culture European trends The Euro: means not an end in itself Connecting customers Targeting Millennials Importance of SMEs Need for product and service information Call for strategic innovation South American trends Immigration and integration Urbanisation Marketing to the time poor Co-creating customer-perceived value Digital opportunities for SMEs Key principles Management and organisation Key trends Organisational culture Theory WB model Determinants of organisational culture Leadership Emergence of multiple layered leadership Key trends Creativity and innovation Growing importance of creativity and innovation Group creativity and self-management The pursuit of happiness Practice Revisiting the practices of wealth creators Economic system The trumpet sounds Environment The trumpet sounds Society The trumpet sounds Action Time for a rethink Summary Discussion questions Case Exercise Semco References Selected YouTubes Appendix 13.1 Organisational creativity audit interpretation