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CHAPTER 3

The trouble is, creativity as applied to business processes—manufacturing meth- ods, sales and marketing, employee incentive systems, or leadership development— are usually seen as humdrum, nitty gritty, uncool, plodding, unimaginative, and bor- ing. Creative people, and creative companies, that capture headlines are usually those that come up with great new product ideas or splashy features. But, look at the list of Fortune 500 companies and judge how many are product champions versus process champions. Decide for yourself which is the driver of economic growth: good innovation or good management.

Source: Adapted from: Carleen Hawn (2004) If he’s so smart . . . Fast Company, January: 68–74.

Discussion Questions

  • 1.

    If you were to advise Apple on how to capitalize on its innovativeness, what would you say? How can Apple make money as a result of being so innovative?

  • 2.

    What are the keys for nurturing innovativeness and creativity in a company? What do you think are the differences between Apple and other computer com- panies?

  • 3.

    What are the major obstacles and conceptual blocks that face Apple right now? What do employees need to watch out for?

  • 4.

    What tools for fostering creative problem solving are applicable to Apple, and which would not be workable? Which ones do you think are used the most there?

SOLVING PROBLEMS ANALYTICALLY AND CREATIVELY

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