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Guide Corporate creativity: how innovation and improvement actually happen

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Payment Methods accepted by seller. AbeBooks Bookseller Since: 02 August Stock Image. Condition: As new Hardcover. Save for Later. About this Item Through detailed real-life examples from organizations around the world, the authors demonstrate how a company s creativity is the source of new ideas that lead to everything from the tiniest improvements to dramatic innovations.

First edition in excellent state. Signed by author Alan G. Robinson, professor at the School of Management of the University of Massachusetts. Bookseller Inventory Ask Seller a Question.


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Roger Tribble rated it liked it Jun 08, Michael N rated it really liked it Dec 26, Joe rated it it was ok Sep 04, Jacky Fain rated it liked it Jul 09, Karyn rated it it was ok May 07, Mike rated it it was amazing Jun 25, Liridon rated it did not like it Jun 09, Jessica rated it liked it Mar 19, Stuart Murray rated it liked it May 16, There are no discussion topics on this book yet. About Alan G. Alan G. Robinson specializes in lean production, managing continuous improvement, creativity, ideas and innovation, and is the co-author of six books, which have been translated into more than twenty languages.

In his preface to the German edition of this book, Heinrich von Pierer, President and CEO of Siemens AG, called this "an important book on a topic that is fundamental to every business". Robinson's book Ideas Are Free co-authored with Dean Schroeder was based on a global study of more than organizations in 17 countries. It describes how the best companies go about getting large numbers of ideas from their front-line employees, and the competitive advantages they gain from this. It's that powerful. Only the Bible and the Constitution receive 6 stars. Robinson has advised more than companies in fifteen countries on how to improve their performance.

He received his Ph. He has also taught at St. Books by Alan G. Trivia About Corporate Creativ No trivia or quizzes yet. Serendipity We believe that serendipity plays a role in every creative act.

How idea management has evolved in recent years

Is every employee in your organization aware that serendipity plays a role in creative acts? Can you identify fortunate accidents in your organization that have led to creative acts? Do employees in your organization know that every "exception" is an opportunity that should not be overlooked? What is your organization doing to increase the frequency of fortunate accidents that might lead to serendipity? Can you identify specific policies or practices in your company that promote a bias for action and experimentation?

Creativity and the Role of the Leader

What about policies or practices that work against this? What is your organization doing to increase the likelihood that a potentially fortunate accident will meet with sagacity? Is every employee in your organization rotated into all of the jobs he or she is qualified for? Does your organization support opportunities for all employees to develop skills in areas unrelated to their present jobs?

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Is there redundant human potential in your organization? Pick one of your colleagues. Make a list of that person's knowledge or skill that is not being put to use in your company. Think about how this unused knowledge or skill might play a role in a creative act.


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Back to top 5. Diverse Stimuli A stimulus either provides fresh insight into something a person has already set out to do, or bumps that person into something completely unanticipated. Can you trace examples of creativity in your organization to the stimuli that provoked them? What were these stimuli, and how did they come about? Does your organization have programs to bring diverse stimuli to employees? Can you identify any creative acts that were provoked by these programs? Are the programs aimed at all employees? How diverse are the stimuli they offer? Are some of your programs open-ended?

That is, like study leaves and sabbaticals, do they offer employees the freedom to pick an area they think might be a fruitful source of stimuli? Have any creative acts occurred in your company as a result of employees rotating into another job, and noticing a stimulus that others before them had not? What were the stimuli involved? What made the employees notice them? Does your organization make it easy for employees to bring stimuli in and put them to use? Do all employees have regular opportunities to discuss the potential implications of stimuli with their managers and other employees?

How does your organization help employees get stimuli from customers, suppliers and others who deal with it?

Corporate Creativity by Alan Robinson (ebook)

What is your organization doing to bring employees who do not normally interact with customers or suppliers into contact with them? Are customer complaints used as a source of stimuli for new activity? Can you trace a creative act in your organization to a complaint? Within-company communication One of the things that seems to happen naturally at smaller companies but not so easily at larger ones is within-company communication.

How Successful Companies Keep Innovating : Art Of Innovation - Exploring Creativity and Innovation

Can you identify a creative act in your company where unanticipated within-company communication played a key role? Did your company help this communication to occur, or did it just happen? Can you identify the ways that employees in your company who do not normally interact with each other can come together? Are you a member of an informal group of employees that have a common interest in a new type of activity?

Do you know of any such informal groups in your organization?

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Did your company play a role in bringing them together, or did they self-organize? What does your company do to build or support such networks? Can you point to some recent instances when a manager in your organization took advantage of an opportunity, however small, to bring together some employees who would not normally interact with each other?

Do all employees in your organization have a sufficient understanding of how the company works in order to be able to tap its resources and expertise? Can you identify specific programs that are in place to ensure this? Are you confident that anyone in your organization is either aware of your special expertise or could easily find out about it? Is it clear to everyone in your organization that a request for information or help from another employee-no matter what level or part of the organization they are from-should be given a high priority? Think about the last time you contacted someone from a different part of your organization for information or help.

How did that person respond? How often do others from your organization contact you for information? How do you treat their requests?