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You need judgment, you need to utilize conventional resource-allocation analysis, you have to work backward from estimations of the market to the current investments and you have to do some benchmarking of your product and its potential against your competition.

John Kao

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John Kao
Age: 74
Born: 1950
Born: January 1
Author
Writer
Market
Conventional
Judgment
Current
Resources
Currents
Allocation
Products
Analysis
Utilize
Need
Product
Estimation
Needs
Investment
Investments
Work
Potential
Resource
Competition
Backward

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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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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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The C.E.O.'s job in a creativity-driven company is to be an impresario, not a manager.
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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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A pioneering and invaluable work about what it really takes to build innovation capability in society.
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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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If you come up with a new product, you can very easily track its contribution to the bottom line. But often the challenge can be both large and subtle.
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The conventional asset-allocation method is like sheet music. It is prescribed, it has right answers and wrong answers and it sounds about the same every time. But jamming is different. Jamming is when you make the music. When you improvise and adapt to conditions. When you are creative.
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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 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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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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People must get respect for their new ideas.
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Jazz musicians can be great teachers of business. Their creativity is not dependent on their mood, it does not have to be coaxed out of them, it has nothing to do with the phases of the moon or even how they feel that day. They go on stage and start playing. Being creative is their job.
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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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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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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 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 imagination is like a muscle: it strengthens through use.
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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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Instead of command and control, managing the creative process is about facilitating and permitting.
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