Creative Genius: An Innovation Guide For Business Leaders, Border Crossers And Game Changers

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Creative Genius: An Innovation Guide for Business Leaders, Border Crossers and Game Changers
By: Peter Fisk
Publisher:
John Wiley & Sons P&T
Print ISBN: 9781841127897, 1841127892
eText ISBN: 9781906465186, 1906465185
Format: PDF
Available from $ 17.84 USD
SKU 9781906465186R120
The opportunity to innovate So how do you harness the power of ideas? What will ensure that an idea has sufficient quality and strength that it can survive and thrive? Creativity is not the answer, ideas are not the solutions, but they are essential enablers. What we all have in abundance is the ability to create. In business we need to apply this to oportunities and solutions. We need to innovate. Products are not the answer either, but part of it. Far better to innovate the market, why and how customers will use the new product or service, and then to create the right solution for it. Innovation, creatively turning the best ideas into market solutions and commercial performance, is what we should be focused on. Anyone in business can innovate although one of the difficulties is that because most organisations lack an innovation director, an innovation strategy, or an innovation department, it can all too easily get marginalised. In one sense, this means that innovation is up for grabs you could take the innovation high ground, become the businesss innovation champion, ad drive the agenda. In another sense, it means that it must live culturally in everything everybody does. The genius of innovative companies From Apple to Blackberry, GE to Google, 3M to Zara, innovative companies stand out from the crowd not only for their exceptional products and services, but because they challenge conventions, they redefine markets, they change mindsets, outperform their competitors, and are loved by their customers. Customer 10 tracks of creative genius 10 tracks exploring the concepts and applications for doing business from the outside in, each track brought to life through a leading practice: 1. Future back. Predictions are riddled with uncertainty, fads and fictions, but the drivers and context for change are predictable. Future back thinking connects future drivers with todays imperatives to suggest new directions and educated possibilities. Apple designed the future of music, then started to make it happen. 2. Growth. Exploring the four sources of growth extension to capability, collaboration to acquisition how do you make the right choices, and creatively harness them in order to drive significant and sustained growth? Disney sustains growth through constantly reframing its world, extending its portfolio, moving with customers. 3. Innovation. How to combine market disruption with creative imagination by targeting discontinuities and inefficiencies, to creatively develop and commercialise the best ideas by innovating at concept, product and market levels. 3M dedicates itself to the relentless pursuit of innovation, everyone spending 15% of every week bootlegging. 4. Context change. Changing the starting point from which to think can have the biggest difference on the end result. Redefining the context from the customer rather than product perspective creates a much greater space to innovate. IBM made computers, but realised customers had bigger agendas, from e-business to reinvention. 5. Ideas generation. The familiar brainstorm around the flip chart is probably one of the least productive sources of creativity. So what are the more radical techniques, the more interesting stimuli, the sources of disruption, the better ways to encourage and nurture them? Dyson develops 9000 concepts for every successful new launch. 6. Designing connections. Innovation is most effective when is connects art and science, future and heritage, function and form, people and machines, products and environment, customer and business priorities. Samsung connect the ancient yin and yang in ways that revolutionise their products and markets. 7. Explorig possibilities. Possibilities are the shaping of ideas into scenarios for the future, designs to solve customer problems better, options for implementation. Geek Squad emerged out of the entrepreneurship of Best Buy to do new things, to experiment with adjacent markets, and do them differently. 8. Prioritising opportunities. Entrepreneurship is hard to bottle, despite the best efforts of many large businesses. This is perhaps because they are good at opening up, less good at closing down in a rational, focused way that large companies demand. Diageos radical but rigorous approach to innovation combines these two worlds. 9. Implementing innovation. How do you make the best ideas happen before anybody else, in a way that is practical and commercial, but is still true to the original vision. A portfolio approach is often useful balancing big more risky bets, with no brainers. Virgin are masters of envisioning a new concept and making it happen in weeks. 10. Innovative performance. Business Weeks Worlds Most Innovative Companies is a fascinating mixture of trend-setting giants and small funky companies measured on their product, process and business model innovation, coupled with ten year growth and shareholder returns. Apple, Google and 3M take the podium places. The book concludes with the Genius Lab with three essential tools for achieving high performance through a new approach to innovation. · The Space Time Radar · Blueprint for Business Innovation · Roadmap for making the best ideas happen profitably