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Instead of command and control, managing the creative process is about facilitating and permitting.

John Kao

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John Kao
Age: 74
Born: 1950
Born: January 1
Author
Writer
Managing
Command
Instead
Control
Creative
Process
Facilitating
Permitting

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The traditional managerial mind-set is an analytical mind-set. It is about creating accountability and defining responsibilities.
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Jamming - which follows rules but not individual notes - gives you a different result each time, depending upon the players and the conditions in which they find themselves. It is adaptable to changing conditions.
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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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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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The creative process is different from the traditional production and work-flow process. It is not so linear.
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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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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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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 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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The mark of the developed intellect is that it could accommodate two contradictory ideas at the same time.
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The imagination is like a muscle: it strengthens through use.
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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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All of these creative ideas and decisions about new ways to reach the consumer can be tracked with regard to how well they are working, whether and how they are building awareness for the product, how well they motivate the consumption of the product, and so on.
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Creativity is not like the weather: You can do something about it. And you can measure it well enough to determine its effect on sales and profits.
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The impresario functions as a bridge and a translator. He or she is a bridge between the creative point of view - which is often very focused on the creative task itself - and the resource-allocation process. The impresario has to make certain the funds and people required to get that task completed are available.
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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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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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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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