Creativity must be embedded in management, by Kroese brands & behaviour

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Information about Creativity must be embedded in management, by Kroese brands & behaviour
Business & Mgmt

Published on July 13, 2009

Author: KroeseBB

Source: slideshare.net

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Businesses regard their employees as their most important capital, and creativity as the scarcest commodity. However, does management itself function creatively? If businesses wish to stand out from the crowd on a long-term basis, they must adapt their management and organisation.

Creativity must be embedded in management Businesses regard their employees as their most important capital, and creativity as the scarcest commodity. However, does management itself function creatively? If businesses wish to stand out from the crowd on a long-term basis, they must adapt their management and organisation. I n t h e D u t c h f i n a n c i a l n e ws p a p e r H e t F i n a n c i e e l e D a g b l a d , D a v i d P a p p i e , g l o b a l r e c r u i t m e n t m a n a g e r f o r S h e l l , r e c e n t l y s t a t e d : “ N o w m o r e t h a n e v e r , we n e e d creative, highly-educated people to face up to and tackle the challenges posed by the energy supply…” If human capital is considered to be the decisive factor in b u s i n e s s , t h e n wh y d o o n l y f o u r o f t h e 2 5 b u s i n e s s e s l i s t e d i n t h e D u t c h A E X index have a member responsible for Human Resource Management on their board of directors? This is a very telling statistic. Furthermore, simply having the right people filling the right positions is not e n o u g h . T h e y m u s t a l s o h a v e t h e f r e e d o m t o e x e r c i s e t h e i r c r e a t i v i t y. G o o g l e , o n e o f t h e m o s t i n n o v a t i v e o r g a n i s a t i o n s i n t h e wo r l d , d o e s n o t b e l i e v e i n m a n a g i n g innovation. The organisation believes in creating the correct conditions for i n n o v a t i o n . T h i s i s r e f l e c t e d b y t h e f a c t t h a t s o f t wa r e e n g i n e e r s a t G o o g l e s p e n d 2 0 % o f t h e i r t i m e d e v e l o p i n g t h e i r o wn i n d i v i d u a l p r o j e c t s a n d i d e a s . How do you create a context for inspiration and creativity? Tradition dictates that the Communication Department is responsible for this task. This department also receives very little attention within the boardroom; only two boards of directors within the 25 businesses on the Dutch AEX index have a member who is responsible for communication, and even then, only as part of a mixed portfolio. A n o r g a n i s a t i o n c a n b e g i n i m p l e m e n t i n g c r e a t i v i t y i n t o i t s p r o c e s s e s i n j u s t t wo s t e p s . F i r s t l y, a p p o i n t a ‘ C h i e f C r e a t i v e O f f i c e r ’ wi t h i n t h e b o a r d o f d i r e c t o r s , t o t a k e f i n a l r e s p o n s i b i l i t y f o r t h e c r e a t i v e h u m a n c a p i t a l . S e c o n d l y, c o m b i n e Communication and HRM into one department. We shall refer to this department as the ‘Cooperation and Creativity’ Department. 1

T h i s d e p a r t m e n t wi l l c o n s o l i d a t e t h e c o l l e c t i v e e x p e r t i s e i n t h e f i e l d s o f c o m m u n i c a t i o n a n d e m p l o y e e p o t e n t i a l . I t s k e y t a s k wi l l b e t o e n s u r e t h a t t h e business is a hotbed of innovative ideas and initiatives, and that the successes a c h i e v e d a r e s p r e a d b o t h i n t e r n a l l y a n d e x t e r n a l l y. G e n e r a l l y, t h e e m p l o ye e s o f t h i s d e p a r t m e n t wi l l n o t h a v e t h e i r o wn s e p a r a t e s p a c e a t h e a d o f f i c e ; t h e y wi l l wo r k t h r o u g h o u t t h e e n t i r e o r g a n i s a t i o n , f r o m h e a d o f f i c e t o f a c t o r i e s . T h i s wi l l allow them to spread their creative energy throughout the organisation and c u l t i v a t e i n s p i r i n g c o l l a b o r a t i o n s b e t we e n t h e v a r i o u s p a r t s o f t h e b u s i n e s s . What exactly are the objectives of the Chief Creative Officer? Well, for a start, t h e c u l t i v a t i o n o f s u c c e s s f u l i d e a s , i n s t i l l i n g p r i d e a n d i n s p i r a t i o n i n e m p l o ye e s , a s we l l a s f a c i l i t a t i n g e f f e c t i v e c o o p e r a t i o n t h r o u g h o u t t h e c o m p a n y . B u s i n e s s e s t h a t d a r e t o e m p l o y t h i s m e t h o d wi l l n o t i c e t h e p o s i t i v e e f f e c t t h a t i t h a s o n p r o f i t a b i l i t y, a s t h e a p p r o a c h d o e s n o t f o c u s o n t h e s y m p t o m s o f s u c c e s s f u l innovation, such as increased turnover or market share, but on the driving forces b e h i n d s u c c e s s f u l i n n o v a t i o n : c r e a t i v e a n d i n s p i r e d e m p l o ye e s . Theo Kroese (theo@kroese-bb.com) is a business economist and founder of Kroese brands & behaviour bv. 2

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