Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

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

One of the most important aspects of creativity and innovation is access to decision makers. One of the fastest killers of creativity and innovation is the inability of innovators to get products off the ground – and when people see that their ideas are not being implemented, they are resistant to engaging in the problem and expending the energy required to come up with good ideas and push them along.

Further, often leaders feel they provide creators and innovators with links to decision makers but in reality all the do is provide links to gatekeepers or other layers of management that block or dilute ideas before the real decision

Some good examples are:

a) Entrepreneurs with business plans. Who have to pass through many layers of gatekeepers, guardians and managers before they are able to present to the real decision makers who are able to GO or KILL finance.

b) Screenwriters have enormous difficulties pushing their screenplays to literary agents let alone the big studios.

c) Most people in most organisations can see problems and easy solutions, but implementation seems to require gargantuan efforts.

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

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Kal Bishop, MBA

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ABOUT THE AUTHOR
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.