Innovation Management - Good Leadership

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Good Leadership

All of the above stages require good leaders to facilitate, manage, guide and optimise output. There are certain characteristics of leaders that maximise output:

a) Good leaders are adept at switching between low and high status - high for keeping control and low to ensure others do NOT shut down.

b) Good leaders are aware that idea generation is a cognitive process and encourage expression of that cognitive activity.

c) Good leaders tend to spend significant amounts of time on problem identification.

d) Good leaders allow participants periods of incubation to arrive at richer solutions.

e) Good leaders take advantage of time pressure to force output.

f) Good leaders allow direct access to decision makers, knowing that ideas are diluted and feedback decreased when passing through layers.

These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/

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Kal Bishop, MBA

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Kal Bishop is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/

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