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The traditional managerial mind-set is an analytical mind-set. It is about creating accountability and defining responsibilities.

John Kao

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John Kao
Age: 74
Born: 1950
Born: January 1
Author
Writer
Accountability
Defining
Traditional
Creating
Responsibility
Mind
Managerial
Analytical
Responsibilities

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The creative process is different from the traditional production and work-flow process. It is not so linear.
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Coca-Cola can get really fresh output because it is getting people who are outside the traditional model and they are combining ideas in very novel ways.
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Organizations are about putting ideas through one or more types of gating procedures. In this way, ideas go from being a whim to becoming a project, from being a skunk works effort to becoming an official, mainstream effort, from being an unfounded program to a funded process, and so on.
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You are able to create an environment so that the creative process can take place and that you can get people to perform at their highest levels.
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The head of a record label sets up structures, but he also defines the sound of the label, which is to describe what is desirable, what fits and what is quality for that label and then to create an environment where that sound can thrive.
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Communication is the essential medium of a creative culture: the communal sea in which we all swim. A company that can't communicate is like a jazz band without instruments: Music just isn't going to happen.
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The capacity to creatively improvise is an important factor that differentiates successful companies - or teams - from those that are not successful.
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In the end it is the musician who actually plays the notes. The impresario - or the project leader - is only there to make sure that happens. That is a very different type of management mind-set.
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The impresario's job is to pick the right people who can pick the right people. He picks the people who can pick artists and relate to them. People who know what the market craves.
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Creativity, my students learn, is as natural a function of the mind as breathing or digestion are natural functions of the body.
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A pioneering and invaluable work about what it really takes to build innovation capability in society.
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Instead of command and control, managing the creative process is about facilitating and permitting.
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The C.E.O.'s job in a creativity-driven company is to be an impresario, not a manager.
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Obviously businesses do not operate like an artists' commune. Business involves deploying finite resources to achieve goals in a competitive environment to make money. That is something creative people understand.
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The mark of the developed intellect is that it could accommodate two contradictory ideas at the same time.
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Managing the creative process means selecting the best people and then letting them do their work. That means nurturing. It also means, from time to time, creating drama - even uncertainty - so that the creative environment has an edge to it, a charge, and does not run out of steam.
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The imagination is like a muscle: it strengthens through use.
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The larger the price tag, the more you have to adopt what I call the postmodern management approach. What I mean by that is that you have to use everything when you make a decision.
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The manager's job - the impresario's job - is to preside over the company's efforts to jam so the business runs really well.
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People must get respect for their new ideas.
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