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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.

John Kao

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John Kao
Age: 74
Born: 1950
Born: January 1
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Find
Rules
Giving
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Jamming
Different
Conditions
Adaptable
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Gives
Depending
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Results
Players
Upon
Changing
Individual
Notes

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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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The traditional managerial mind-set is an analytical mind-set. It is about creating accountability and defining responsibilities.
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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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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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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 C.E.O.'s job in a creativity-driven company is to be an impresario, not a manager.
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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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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 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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People must get respect for their new ideas.
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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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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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A pioneering and invaluable work about what it really takes to build innovation capability in society.
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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 mark of the developed intellect is that it could accommodate two contradictory ideas at the same time.
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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.
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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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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 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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