Creativity converted into innovation can give an enormous boost to an organisation’s competitiveness and durability. But before launching the variety of tools available today for generating new ideas in the workplace, a solid foundation needs to be laid for nurturing creativity. Research conducted by Vlerick’s Fauve Delcour, Kim Bellens, Tina Davidson and Prof. Dr. Katleen De Stobbeleir shows that the creation of a positive learning climate provides this vital foundation.
Kipling is a global brand. But like many other brands, it all started with a start-up. This case discusses the choices that had to be made to make Kipling a large international company. Was franchising the way to go for example? The second part of the case discusses the kick-backs that can mean the end of a company and how this is best dealt with to convert the set-back into opportunity. In short, an interesting story with many learning points!
Innovation is usually highly prized by employers. But how might employees selfregulate their own creative stimulus by seeking feedback? Might they be more inclined to share or try out new ideas if they know feedback will be forthcoming? And if that’s the case, what can employers do to create the conditions in which people are unafraid to brainstorm out loud?
How to use scarce resources creatively? Start-up companies often lack financial resources. But through well-considered and creative organisation, they can use their limited resources to achieve a maximal result. This is called ‘bootstrapping’ – using whatever means are at hand to pursue and achieve your objectives. Research has shown that this effort ultimately stimulates the company’s growth. Vlerick Professor Sophie Manigart and colleagues Miguel Meuleman and Tom Vanacker have used their research findings to create a ‘Checklist of Bootstrap Strategies’ to help companies think creatively about generating – and using – financial resources.
The Flemish non-profit organisation Arteconomy has developed a method to embed more creativity, more innovative potential and more entrepreneurship into the everyday running of their businesses by bringing businesspeople and artists together in a series of particularly unique projects. This case study, and more specifically arteconomy’s approach, provides relevant material for discussion on change as an organisational process and how to stimulate employees’ creative skills.
Business leaders must lead by example – applying individual perspicacity internally and externally, so that their companies are sufficiently agile and resourced to capitalize on innovation. Those organizations strive to provide a service of outstanding reliability and superior quality, or deliver an experience that will compel customers to return again and again.
Productive creativity is a precious commodity. But how many organizations understand which factors contribute to (or prevent) good ideas? A new study shows that the way individuals, teams and employers think and act can seriously impact on the successful outcome of the creative process.
For some years now, Apple has been incomparable at capitalising on these cognitive processes and, with clever product innovations, has succeeded in redefining the market for various electronic products (e.g., computers, MP3 players, mobile phones, and so on). A connecting thread running through these innovations is the introduction of the ‘design’ aspect as a purchasing criterion, which has been innovative in the product category every time.