Category: Creativity

How Effective is Design Thinking as an Innovation Methodology?

Published on: April 16, 2018 в 3:02 pm


Categories: Brainstorming,Creativity,Uncategorized

My First Impression of Design Thinking


A few years ago, I took part in a Design Thinking workshop. My first impression: the room was a mix between an atelier and a day-care facility for children. So, initially, I thought, this is going to be fun!

Our task was simple – we split into groups of two. We needed to design a new wallet for our partner. First, I interviewed my partner. Then, I came up with a variety of different wallet models, which I then presented to him. Based on his feedback, I built a prototype of my best idea and consulted with him again. My result was an impressive and futuristic wallet – a piece of advanced technology – and indeed, the process was enjoyable.

Like most people that apply this innovative method, I enjoyed the process. The wider question, however, is: How useful is Design Thinking for generating ideas?


So what is Design Thinking (DT)?

Searching for “Design Thinking” on Google, we get 32,700,000 hits. But you don’t need to see more than the first few results to get the gist.  Although there are quite a few definitions, the majority are based on the following five steps: Empathize, Define, Ideate, Prototype, Test.

And indeed, it’s not surprising then to see that these five steps are the core of Design Thinking. According to the Hasso Plattner Institute of Design at Stanford, the birthplace of this innovation methodology, this is how the steps are defined:

  • Empathize: In the first step, you “view the users and their behavior in the context of their lives.” You “engage” with the users and “experience what they experience.”
  • Define: In the second step, you “unpack and synthesize your empathy findings into compelling needs and insights.” Based on a deep understanding of the user, you come up with an “an actionable problem statement.” That is, we clearly define what we wish to create.
Design Thinking Innovation methodology
  • Ideate: Now it is time to ideate and “generate radical design alternatives.” Similar to brainstorming, the goal is both a “large quantity of ideas and a diversity among those ideas.”
  • Prototype: Prototyping means “getting ideas and explorations out of your head and into the physical world.” The idea is to perceive and interact with your idea. In the beginning of a project, prototyping goes “rough and rapid” and later becomes more detailed with your progress.
  • Test: The fifth step includes testing your prototypes and getting feedback about your solutions. This is a chance to “refine your solutions to make them better and continue to learn about your users.”

Two Tough Questions


These five steps constitute the basic formula of the Design Thinking innovation methodology. Due to its apparent simplicity and clarity, the method is extremely appealing. It’s no wonder then that Design Thinking has become such a buzzword, so much so that it is often used as a synonym for innovation.

However, two essential questions arise:

  • Do users of DT compare it to alternative innovation methodologies and find it superior? Or is it selected for merely being the only game in town? We claim that the latter is the case, i.e. DT is more placebo than remedy.
  • Let’s assume then that DT is fun, easy to use, and provides useful customer insights. However, is it effective for changing the way people think and helping them generate new ideas? As we explain below, the answer is negative: DT is not designed to help create novel concepts.

To the first question, here is our recommendation. One must not compare Design Thinking to a complete lack of systematic methodology. Rather, one should consider other innovation methodologies and evaluate DT in relation to them.

Does Design Thinking Have a Flawed Core?


Empathize: Engage with users and view their contextual behavior.

Define: Come up with insights and understand the user.

Ideate: Brainstorm, get a large number of ideas.

Prototype: Perceive and interact with your idea.

Test: Test and get feedback, refine to make better.

innovation methodology design thinking

Reviewing the five steps in this innovation methodology, it is immediately obvious that the central element, the core of the entire process, is the middle step: Ideate. At the end of the day, the entire point of the exercise is to think of new things, right? So, what does Design Thinking tell us we should do in order to generate new ideas?

We’ve collected plenty of useful insights in the first two stages of the process, and we have everything we need to develop great ideas except for one thing: a method to come up with the ideas. Behind all of the Design Thinking hype, there is a disappointing reality that Design Thinking’s ‘method’ for generating ideas is (not-so) good-old brainstorming.

The Weak Link in this Innovation Methodology


Of the five steps, the ideation phase is the only one where ideas are actually generated. The instructions are simple: Brainstorm. Try to think unconventionally. There is no bad idea.

But as is repeatedly established, brainstorming is not an effective way to generate ideas. Much is written about this topic by us and many others, so here we just mention three of the most common arguments:

  • Participants in BS sessions are encouraged to freely say what comes to mind, eliminating critical filters. As a result, sessions end with a large number of ideas. Of these ideas, very often, none turn out to have any practical value. In addition, those participants who could have raised objections in real time are (by definition) strongly encouraged not to do so.
  • Participants are instructed to associate freely. This means there is no mechanism to overcome functional fixedness, a natural bias of human thinking. This also happens to be the strongest barrier to creativity and innovation.
  • Group dynamics, such as groupthink and social insecurity, are well researched. They have consistently shown to inherently inhibit the creation of truly radical ideas in the absence of a structured mechanism.

With such a flawed core, DT cannot be an effective approach to innovation or innovation methodology. We, at SIT, are of course partial, since the very essence and entire trajectory of our past 22 years includes designing and refining a powerful alternative to brainstorming. And, indeed, we propose today a combination of the useful elements of Design Thinking paired with a powerful and effective method to generate ideas.

We promise to come back with more on this topic. Meanwhile, we invite you to share with us your experience using DT versus other innovation methodologies.


Why stop there? Continue reading and learn how to incentivize innovation in your company.

Innovative Research: How Innovation Varies Across Countries & Cultures

Have you ever wondered how different cultures view innovation? Why are some countries more willing to adopt new advances while others fight to keep old systems in place? In today’s article, we’ll be taking a look at two innovative research studies that reveal the impact of culture on people’s ability to innovate.  We’ll also show you how to use this information to create a work environment conducive to innovation. To begin, let’s jump right in to discuss how a country’s culture affects the early stages of innovation.

What Affects the Early Stages of Innovation?

In a study on innovation in European countries, innovation researchers wanted to see if understanding different national cultures could help them predict certain behavioral patterns when it came to initiating innovation [*]. To do this, they categorized cultures using four dimensions –– power distance, uncertainty avoidance, individualism-collectivism, and masculinity-femininity — and then tested the relationship between each dimension and innovation. Today, we’ll concentrate on the first two dimensions: power distance and uncertainty avoidance.


Power Distance Measures: Just How Much Power Lies in the Hierarchical Structure


Cultures with large power-distance measures are those with formal rules and a centralized decision-making system. These societies keep information-sharing to a select few — only those in power, know the master plan and everyone else remains in the dark. On the other hand, small power-distance cultures don’t rely so heavily on a rigid chain of command. There’s free-flowing communication between hierarchical levels. Both of these traits help foster an environment where creative thoughts and ideas can flourish, which may ultimately lead to breakthroughs. So, which culture do you think does better in the initiation phase of innovation…the one with small or large power distance? If you guessed small power distance cultures… you are correct! Countries in this category include the UK, USA, Germany, the Netherlands, and Nordic countries[*].

This innovative research shows that high power distance cultures, such as Belgium, France, Poland, and Portugal, may be unknowingly inhibiting their innovation efforts due to this trait. If people are more likely to feel confined and afraid to come up with new ideas for fear of disapproval, they won’t even try. This strategy will severely limit innovation initiation, according to the study. The next dimension may also greatly impact the early stages of innovation.


Uncertainty Avoidance in Innovative Research: Whether Tense Situations are Avoided or Tolerated

You may not think there’s a connection between uncertainty avoidance and innovation, but there is according to the research. See, cultures with high uncertainty avoidance adopt an attitude of “What’s different is dangerous.” People are encouraged to follow the rules to a T — without ever stepping out of line. When this type of environment is created, you’ll often see a workforce that’s unmotivated to think creatively. As a result, they may struggle to come up with new ideas and innovative solutions to existing problems.  Not only that, your team may be much more resistant to change. And as you can imagine, this way of thinking can negatively impact your innovation efforts. On the other hand, a low uncertainty avoidance culture constantly revises rules and makes allowances to bend existing ones, given the right circumstances. Cultures that rank low on this dimension also expect conflict and see it as just another part of life. Ambiguous situations are viewed the same way — since they’re inevitable, you must always be ready to adjust your plan and adapt accordingly, two things that work well when it comes to innovation. Now before we dive into the specific traits shown by innovative cultures, it’s important to understand a few fundamental findings first:

“Existing cultural conditions determine whether, when, how and in what form new innovation will be adopted,” as our next study shows[*].

Let’s explore this idea next.


Cultural Impacts on Innovation

Which characteristics do cultures with high innovation rank well on?

Researchers discovered that there’s a greater acceptance of innovation when the foundation is already ingrained in the culture.  For cultures built on long-standing traditions, innovation may seem as if it’s going against the societal norms that have been passed down for generations. Therefore, it may not be as well-received or encouraged. Yet, researchers discovered, and research revealed, that when societies are willing to take traditions and adjust them to fit modern times, innovation is much more likely to happen. To that end, there’s one more factor that may contribute to fostering an innovative culture: whether people believe they can make an impact.

Cultural or organizational “class systems” can become like shackles — with people unable to move and think freely.

And when applied to the work environment, it’s virtually impossible to motivate your team or community to work at their potential (or, as often required to innovate, to exceed their potential) when they don’t see their hard work paying off in some regard.

“Most people work in the hope of reward,” and if they don’t see any insight, they’ll be less inclined to work hard. People need to feel like they can make a difference and that their ideas are not only heard but also used whenever possible. And they need to do this in an environment that fosters community and relationships.

For an innovative culture to flourish and thrive, the scientists learned, this form of social capital is needed.

Cultures that adopt these characteristics, plus the ones listed below, are considered high innovators[*]:

  • Focus on higher Individualism
  • More inclined to take risks
  • Willingness to accept and adapt to change
  • Future-focused
  • Low on Power/Status/Hierarchy (Low Power Distance)
  • Weak Uncertainty Avoidance
  • Open to new ideas and information
  • Willingness to travel frequently
  • Positive attitude towards science
  • Emphasis on higher education and creating a highly-educated society
  • Early adopters

How You Can Apply These Findings to Your Workplace

Now, you can consider how your business might rank in terms of these cultural tendencies.

For example, when it comes to scoring your company’s power distance, which statement do you agree with the most?

  • Power and information-sharing stem from the top of the organization. Only high-level employees have the ability to initiate change and innovation (high power distance).
  • Everyone on the team is heard equally and ideas are frequently exchanged and discussed fairly (low power distance).

If you want to build an innovative environment, you need to shift towards the cooperative, transparent nature shown by low power-distance cultures. In this type of organization,  everyone on the team knows what’s going on and can freely add their input without fear.

What about uncertainty avoidance?

Innovative cultures are willing to deviate from strict rules and guidelines whenever necessary. So, your approach should also be one that easily adapts to new situations and changing times. By setting up this kind of environment, you’ll foster innovative ideas, and you’ll create a motivated workforce at the same time. 

Now that you understand how culture can impact innovation efforts, check out this guide to learn more about the most common mistakes companies make when it comes to organizational innovation.

How To Optimize Your Innovation Strategy by Making Your Idea a Sweet Idea

Published on: January 25, 2018 в 1:11 pm


Categories: Creativity,innovation,innovation strategy


What’s the perfect New Year’s Resolution?


Hint: think re: innovation strategy

Well, if that wasn’t sufficient, here are two additional hints…

(1) It’s not only challenging but actually promises a significant change in your life;

(2) It’s not pie in the sky, but applicable to your daily life.


Let’s take a more practical approach…

If your goal is to get in shape, watching TV while standing is maybe not the most effective initiative. However, regular mountain climbing is probably a bit of a stretch if you are a fairly immobile city dweller.

This is the Near-Far-Sweet Idea Mapping Model as applied to your daily life.

Near – ideas that are pretty close to current practice. They are new, but probably not impactful enough to be worth your attention.

Far –  exciting ideas, but not viable. Either the market is not ready to accept them, or you will not be able to implement them.

When optimizing your innovation strategy you want your ideas to be neither too close to home (“Near”) nor too challenging to be implementable (“Far”). You want your ideas to be new and exciting but at the same time realistic and useful. This is your Innovation Sweet Spot.


Learn How To Enhance Your Innovation Strategy By Making Your Ideas Sweet:

This all sounds pretty obvious and common sense. Surprisingly, the distinction is often overlooked, or at least not given systematic treatment. Categorizing the results of an ideation session or workshop into Near, Far and Sweet – as seen in the visual on the right – will give you an important indication as to the practicality of your ideas. It can also be a useful tool to improve the outcomes of your innovation strategies, by pushing some Nears and Fars into the Sweet Spot.

But before we share a quick guide to applying NFS to NPD, here are some thoughts of how it can serve as a practical tool to support the “Dual Innovation Approach” as defined by Ralph-Christian Ohr. Ohr cites research that shows that the Dual Innovation Approach is used by 70% of the most innovative companies:

innovation strategy
[With Dual Innovation] innovation management follows a balanced portfolio approach. The entire innovation portfolio is divided into exploitation-oriented and exploration-oriented innovation initiatives, where the following characterizations hold:


  • Exploitation-oriented initiatives are related to running the core business by executing and enhancing existing business models or technological capabilities. The primary direction of impact is valued capturing (commercialization). Examples: Product, service or process innovation, portfolio extension, innovation of selected business model components (e.g. channel or operations), market research.
  • Exploration-oriented initiatives are related to developing future business by searching for the novel, and often disruptive, business models or technological capabilities. The primary direction of impact is value creation (configuration). Examples: Business model development, platform/ecosystem innovation, basic technology research & development, startup engagement, innovation intelligence.

( Ralph-Christian Ohr


Ralph-Christian further introduces three playing fields of dual innovation:

  • Optimize the Core (Optimization of existing business models and technologies)
  • Reshape the Core (Transformation of existing business models and/or scaling up new business models/technologies)
  • Create the New (Creation of new-to-the-company business models and Technologies)

( Ralph-Christian Ohr


Integrating Ideas

He then elaborates on the true challenge of dual innovation: neither developing extensions of the product/service portfolio within the existing business model, nor coming up with completely new ideas, but integrating new ideas into your existing innovation strategy:

When it comes to integration, most companies face huge problems. This is the space where two main activities need to be conducted to achieve business impact from innovation and to future-proof the existing business model:

  • Validated breakthrough or even disruptive innovation concepts need to be scaled up for achieving business impact. If a company does not master Scaling-Up there is a high chance that all ideation will remain only innovation theatre.
  • In the light of Digital Transformation, adapting the established core business models by innovating selected elements (e.g. platform strategies, x-as-a-service business models, bypassing the middle man or automatization of service processes) is mandatory. If a company does not master adaptation it risks to lose in Digital Transformation.

( Ralph-Christian Ohr

Ohr presents a challenge: strategic ideas ought to be transformed to have maximum impact – to be innovative enough but not too disruptive. Through the NFS model, the SIT (Systematic Inventive Thinking) methodology invites you to apply two principles that, together, cover both directions:

1. Qualitative Change. Very often, “near” ideas are generated by incrementally improving on existing offerings, making them “bigger, faster, better”, i.e a quantitative change. The QC principle calls you to observe the basic logic of your product or service but change a fundamental relationship in this logical structure. Example: don’t offer your product at a discount, but offer it for free, generating revenue by a totally different business model. This is easier said than done, of course, but using the right tools, it allows you to push Near ideas into the Sweet Spot.

2. Closed World. The second basic principle of SIT is rather counterintuitive: when innovating, try as much as possible to utilize only those elements that already exist in the system.

innovation strategy

Instead of reaching out of the box, innovate inside the box. Instead of searching for new elements, find new angles and possibilities in the existing ones. By applying several tools under this principle, you will be able to pull in some Far ideas, turning wishful thinking into viable options and improve your innovation strategy

So, here’s a NY’s resolution that hopefully resides within your Sweet Spot: Map your new ideas on an NFS diagram, consider whether enough of them are in the Sweet Spot, and then push and pull those that are not to create exciting but viable options for development of your innovation strategy. Enjoy.

Want to keep learning? Check out what you can learn from an innovation facilitation session.

Innovative Technology: Top 5 Unique Fashion Tech Wearables

Wearable innovative technology is already a big part of many people’s lives. We see those running enthusiasts passing by and constantly checking their Fitbits, or tech geeks who can’t stop showcasing the iWatch on their wrists. Yes, Dave, I’m talking about you…

However, if this previously was the main topic of conversation for sports people, now things are changing. As time goes by, fashion lovers want to be a part of this digital revolution as well. Some brands have already started to listen to their needs. After all, they are the ones who want to ride the latest trends.


innovative technology - fashion and tech wearables

CCS Insights

It was predicted by CCS Insight that the volume of device sales will jump by 92% in 2021. Given this huge market uproar, let’s dig in to learn more about the most interesting pieces.

So, if you are one of the enthusiasts, look at these top 5 innovative technology fashion and tech wearables that will make you feel like you’ve stepped out of Vogue Magazine’s app:

Check out our first innovative technology- 21st Century Locket

Do you remember having a locket with pictures of your loved ones inside of it? You had that special feeling of having them close to your heart. Only you could see the faces of your favorite people: best friends, family, partners… But that time is far behind us and now you can become less picky and showcase them all.

The Artefact Group developed “Purple,” a 21st century style locket, and soon after won a FastCo Innovation by Design Award in 2015. According to them, the locket connects to main sources like Facebook, Instagram and SMS, but most importantly limits your exposure to only a few people you pre-select.  It comes with an app where you can control it all.

innovative technology - locket

The Artefact Group

Art Sneakers

Tired of typical wearables? Don’t have enough space in your wardrobe for all your kicks? That’s why Shift Sneakers came up with this innovative idea of being able to control the design of your shoes with an app. From animated to static images, showcase the artistic side of you and never get bored with your shoes. The waterproof HD panels on each side will make sure you can shine even in the rain or snow.

innovative technology - LED sneakers

 Shift Sneakers

Suit up

Do you like your garments to be techy? But don’t want to compromise on the appearance? If so, then the result of the collaboration between Levi Strauss & Co and Google’s Advanced Technology and Products (ATAP) group will satisfy your cravings for functionality. Use this trendy jacket while on the go or when riding a bike – manage directions, listen to music or even answer/decline calls from your annoying boss.

  Levi’s x Jacquard by Google jacket

Innovative Technology- Touch my bag!

For some of us, the sense of touch is very important, and we use it to learn more about this world. If you add visual aspects to it, then you have us as your customers. “The Unseen” collection of bags and other cool “touchable” accessories is what you might need. These items respond to external influences like air pressure, body temperature, sunlight and wind and change color accordingly.

innovative technology- bag wearables

The Unseen

Smart + Stylish Innovative Technology

As it goes, the winter is coming very soon. Don’t want to compromise on style to be warm? Emel & Aris’s coats comes with a hidden heating technology inside. This innovative technology is for the customers who like to look good no matter what weather throws at them.


SIT’s Approach to Innovative Technology

Did you spot our SIT tools in these inventions? Take the locket, for example. Applying SIT’s Task Unification tool, the accessory was given a new task of communicating a message. Or our Attribute Dependency, which we apply when generating a new dependency between two attributes of a product or its environment. In “The Unseen” collection, for example, a leather surface of a bag reacts to external factors, such as temperature, touch and air.

Dress to impress

Every year, new fashion and tech inventions come alive, even more unique than before. But more importantly, companies started to acknowledge the sophisticated sense of taste of their customers. Thus, producing beautiful accessories that have useful innovative  technologies involved. In order to stay innovative, companies need new idea that might come from alternating product itself and its attributes.

Found another fashion tech invention you liked? Tell us about it.

Innovation Program: 6 Extremely Useful Tips on How To Make It Work

Published on: August 14, 2017 в 9:56 pm


Categories: Creativity,innovation


Our experience has shown us that making an innovation program sustainable and fruitful in the longer term requires an organization to focus on 3 Pillars: Results, Skills, and Structures. Many of our most valuable insights have been learned directly from implementing these programs with our innovation partners (somehow ‘clients’ doesn’t accurately reflect the true nature of our work together).

We have found that the task is quite complex (obviously) and requires a combination of varied activities on several levels: individual, team and organizational.  We have formalized our knowledge in what we call The Three Pillar Approach. Here we will discuss a few examples of useful do’s and don’t’s.


So here are the 6 useful ways on how to achieve a successful innovation program in the long-term:

1. Brand your innovation process

Our partners have proven that giving your innovation process a catchy name and logo is much more than a gimmick. It makes an abstract process or idea immediately tangible.  It communicates seriousness and commitment.  It makes it easier for innovation to become a part of your organization’s language and culture.  It provides a platform for getting people onboard and PR-ing successes.  And, it becomes an expression of pride and responsibility.  Well worth the effort.

2. Take ownership of the process

Some of our partners describe their innovation process as their personal “baby”. Parenting is indeed an apt metaphor. Labor pains, crawling, teething, sleepless nights, tantrums giving way to jubilation, creativity, wonder and a tremendous feeling of accomplishment.  Sure, family and friends (AKA external consultants) can offer essential support and guidance. But, remember your innovation “baby” is ultimately part of your organization’s DNA and, success comes with time, patience and love. As they say, raising an innovation program isn’t easy, but it’s one of the best jobs around.

3.  Have fun!

Innovation, like marathon running, demands Herculean effort, buckets of stamina, sweat and the occasional strained muscle (usually the brain). But it should also be exhilarating, compulsive and fun. If it’s not, something’s wrong and needs to be changed.

4. ROI – Return on Innovation

Profit, increased productivity, new products, and more motivated staff.  Talking to our partners, we realize their innovation initiatives yield a diverse range of positive contributions to their organization. Some are easy to measure, like a more efficient internal process, some are dramatic like a breakthrough product launch, and some are subtle and cumulative, and seen in the way that teams think and work with each other. An innovation initiative in full flight has the potential to add enormous value: constantly checking return on the innovation investment and communicating successes will keep the cheques flowing.

5. Buzz

We know that innovation creates a buzz. But it’s not trivial to keep the buzz going, so pro-active internal communication is critical to keep the buzz alive. Our clients have invested a lot of time, money and resources in internal communications, producing professional-looking internal advertisements for the entire innovation program; innovation coach awards, internal newsletters, events and lots more. AND they still think they could do better.

6. A common language for innovation

 When the Lord wanted to punish those involved in the ill-conceived Babel building project, he enrolled them all in Berlitz courses.  We make a big point about giving everyone in the organization a common lexicon for innovation.  And we hear the impact when our partners tell us how colleagues from different business units can get together to work on an innovation project and immediately have a shared set of terms and concepts (“existing situation”, “Closed Worlds”, “limiting rather than diluting an idea”, “attributes and values”, “thema and rhema”, “fixedness”, etc.) to help them. A multitude of perspectives enriched by a common language makes innovation a natural part of the organization’s daily culture.

The 4 P’s of Creativity & Creative Thinking

Published on: August 14, 2017 в 9:56 pm


Categories: Creativity


When it comes to research around “Creative Thinking”, four standard approaches prevail (The 4 P’s of Creativity):


4 p's creativity

Source: Sparcit

So what are the 4 P’s of Creativity?

  1. Born this way

The first approach is the Person approach. This approach suggests that innovation is a characteristic inherent in naturally creative people. Either you’re born with it, or you’re not. Some of us have it, and some of us don’t. Managers who subscribe to this view tend to recruit innovative people into the company and assume that these creative people will be the standard bearers of creativity and creative thinking within the organization. For example, creative departments in advertising agencies often lean towards the Person approach – they look for people “born creative.”

  1. Creativity steps

The second approach is the Process approach. This approach suggests that there are particular processes that promote creativity. Take Brainstorming for example. This method says that if you create a process which gathers people from different disciplines, put someone in charge of facilitating the discussion,  suspend judgment when coming up with ideas,  put emphasis on the quantity not quality of ideas, and build on the ideas of others, then you’ll get to some good ideas upon which you can build your work plan. Similar to Brainstorming, there are a variety of other methods which you can adopt in order to reach creative thinking. For instance, Function Follows Form by SIT, emphasizes the voice of a product, instead of the voice of the customer.

  1. Common Ground

The third approach is the Product approach. This approach suggests that creative thinking can come from anyone, meaning that the source for creativity isn’t the person or the process, rather it’s the characteristics of the creative product itself that serves as the source of successful new creative ideas. Try this: take a sample of, let’s say, ten successful innovative products from different categories and examine what they have in common. Ask yourself what it is that makes them more “creative” as compared to other less creative products. If you succeeded in finding commonalities amongst the creative products that are lacking in non-creative ones, you have discovered something important. The next step would be to turn these shared characteristics into a “tool” that could help you create similar successful yet creative ideas in the future. This would be a Product approach pathway for arriving at creative thinking and creative solutions.

  1. External Factors

The fourth and final approach relates to the environment in which the person operates. That is, there are certain conditions that are enhanced by the organizational culture and resources that are around us.  According to Amabile (1983), even though everyone can be creative, certain environments are more influential determinants. Therefore, companies can create an atmosphere that will foster creativity and innovation from within.


Summary of the 4 P’s of Creativity


Generally speaking, you can find most of these approaches in any organization: a combination of “creative people”, processes aimed at encouraging new initiatives, and analyses of current successes with the goal of creating templates for future success. However,  one of these approaches can always be identified as being more dominant than the other.

Can you identify which approach characterizes your creativity today? Through utilizing the 4P’s approach, how would you manage your strategy differently in the future?

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