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Boosting Corporate Creativity

There is a critical need of every business today: leveraging creativity. There are not “hocus-pocus” solutions how to develop, nurture and manage models for sustained innovation. One thing is certain issue in a process of boosting corporate creativity: It is not one-man show. Collaboration must be embedded into corporate culture as a way to foster ideas, inventions and innovations of products, services and processes.

One self-evident starting point for boosting corporate creativity is the following: Creative people make innovative organizations. If there are no creative persons and change agents inside an organization, this kind of organization never will be innovative.

Too often organizations and corporations want have average persons with average abilities and teams. Going beyond the average with high level of diversity is seen to be too dangerous and risky in many corporations.

Uniform business culture is seen safer than more individual and proactive business culture. Many managers and leaders want to be inside their “safety zones”. However, we really need unique products and services to be competitive in the markets of hyper-competition. There is not too much fresh thinking in organizations and corporations. Sometimes our wrong self-images, rigid self-esteems and self-punishment mechanisms prevent us to innovate. In corporations we must destroy the barriers to get new ideas.

Too uniform approaches do not help us to make a difference. Infinite possibility awaits those willing, able, and prepared to make the journey to creativity and innovations. We must be brave to explore and exploit new possibilities. First we do it in our imaginations, then with our technology, and finally through our direct action and experience. Creating new ideas and innovations is inherently fun, but also necessary. People need muscles, but they need also big creative muscles and strong brain power.

How to boost creativity in the corporate world? It is possible to present 10 principles to boost creativity:

  1. Develop many new channels and sources for new ideas and inventions.
  2. Make barriers to getting new ideas as low as possible.
  3. Collect many ideas with predictable, directional and surprising ways and evaluate them with collaborative models and co-creative ways.
  4. Implement ideas and inventions. Test and pilot ideas and inventions.
  5. Develop a broad understanding of innovation management and creative thinking.
  6. Identify blocks to creative thinking and the skills individuals can use – and managers can foster to increase creative responses.
  7. Use knowledge and intuition based methods to get fresher ideas and solutions more often.
  8. Allow a personal creative drive and innovation flow which will help people to achieve their personal and professional goals.
  9. Create creativity programs for individuals to improve their creative abilities inside the corporation.
  10. Motivate and give value to creativity and new ideas. Create an effective incentive system, which motivatescreative thinking, inventors and innovations.

Organizations need also bohemian game changers. They never settle for average performance. They know that you can perform a task better this time than you performed it in previous times. With any task you set your mind to, always give it your best. They have stopped living their life in a routine calendar system.

Mediocrity mentality will never help your organization to big success. It will do damage in the material as well as in your spiritual life. Only doing enough to get by is considered mediocrity, not excellency. Mediocrity is dangerous for creativity and destroying innovation activities. Mediocrity is ordinariness as a consequence of being average and not outstanding. Mediocrity refers to a person of second-rate ability. The individuals that practice mediocrity take on its characteristics, which is inferiority and inadequacy.

Bureaucracy and too formal administration mechanisms can also destroy innovation activity inside organization.

To boost creativity is a big possibility for all the corporations. There is need to take creativity seriously and develop systemic strategic thinking and actions in favor of creativity and innovative organization.

Index

1 Creativity

Gardner, H. (1993) Creating Minds. New York: Basic Books.

Mauzy, J. & Harriman, H. (2002) Creativity Inc. Cambridge, MA: Harvard Business School.

2 Corporate creativity

Lockwood, T. & Walton, T. (2008) Corporate Creativity. Developing an Innovative Organization. New York: Allworth Press.

The Trans-media Challenge, Ubiquitous Technology and New Bohemian Culture of Creative Class

Trans-media Challenge, Ubiquitous Technology and New Bohemian Culture of Creative Class

A key element of creative work is storytelling. Today many media channels are interconnected. In the future media channels are even more linked and interconnected because of ubiquitous technologies, machines and robots. Trans-media storytelling is a technique of telling novel stories across multiple formats and platforms. Trans-media storytelling is also known in some communication contexts as multi-platform storytelling, cross-platform storytelling, or trans-media narrative. Ubiquitous technologies make this kind of trans-mediation possible.

Many platforms are today a part of social media. In the future they will be a part of ubiquitous media. Traditional media formats like TV, radio, video, game, film, magazine and newspaper are today facing new challenges of trans-media development. Already now many movies like “Year Zero” are trans-media projects. The new internet solutions and applications Web 2.0, Web 3.0 and Web 4.0 will lead us to new kind of internet era. Especially for creative class and for journalism emerging trans-media is a big challenge, which changes work life and work culture.

Ubiquitous technology is not a neutral trend for societies. It will change many things, leading in an extreme form to technological singularity. As we know technological singularity refers to the hypothetical future emergence of greater-than-human intelligence through technological means, very probably resulting in explosive super intelligence. In this kind of techno society humans must develop new social positions, different from the positions of robots and super intelligent systems. We can expect that new kind of social and cultural structures will emerge.

Humans cannot compete with super intelligence, where already now new markets are in conditions of hyper-competition. Technology historically has fostered agility. Hyper-competition results from the dynamics of strategic maneuvering amongst competitors and from new technologies. Strategic maneuvering is more and more based on robotics and super intelligence. Many experts criticize these kinds of developments, especially in financial markets, where robotized gambling casinos without any rules (or not many rules) are possible to be run.

Many futurists say that it is very difficult or impossible for present-day humans to predict what a post-singularity world would be like. Raymond Kurzweil has discussed about this topic widely. However, we can expect that human beings must define their relationship to super intelligent systems and robots. Many complex ethical issues need answers.

The start of ubiquitous era means that we shall need new social innovations, which define new rules of societies. Also new business and technology innovations are needed to manage change in this kind of environment. We can also expect that the time of average is going to be over, because robots define the code of average from new technological pre-conditions. Accordingly, humans must re-define their positions from this novel perspective.
Ubiquitous technology development means also that the borders between real reality and virtual reality become vague. In real environments actual events, material substances and real places matter. In virtual environments virtual places, digital substances and autonomous events matter. The new trans-media emerges when these 6 key real and virtual elements will be linked by ubiquitous technologies and tech applications.

This is a future vision of global trans-media.

The trans-media includes both real and virtual elements. Authenticity will be a strategic key issue in the experience society, which is the next society after service economy. In the experience economy attention is scarce, time is limited and money is consumable. These are also the basic rules of trans-media.

There seems to be more questions than answers concerning our common future. Creative class members and especially bohemian persons are probably finding new answers more probably than the “average class”. One working hypothesis is that robots will destroy the “labor class” in the future. If this hypothesis holds, it means that population rich countries will face the era of mass employment. Also other smaller countries will have social and economic problems, because local and global markets do not work well. How much this process takes time, is another open question.

Humans have an obvious challenge: to be creative persons who find answers to open questions. People are forced to find the bohemian element of their minds.

Index

1 Social media
Safko, Lon & Brake, David (2010) The Social Media Bible , Tools & Strategies for Business Success. Tactics Hoboken, New Jersey: Wiley.
2 Trans-media
Web: http://en.wikipedia.org/wiki/Transmedia
Web: http://en.wikipedia.org/wiki/Transmedia_storytelling

3 Year Zero
Web: http://en.wikipedia.org/wiki/Year_Zero_(game)
4 Internet evolution: Web 1.0, Web 2.0, Web 3.0 & Web 4.0
Web: http://www.marcuscake.com/economic-development/internet-evolution
5 Singularity
Good, I. J. (1965) Speculations Concerning the First Ultraintelligent Machine. In Franz L. Alt and Morris Rubinoff (Ed.) Advances in Computers. Academic Press 6: pp. 31–88.
Kurzweil, Ray (2005) The Singularity is Near. New Jersey, USA: Penguin Group.
Web: http://en.wikipedia.org/wiki/Technological_singularity
Tainter, Joseph (1988) The Collapse of Complex Societies. Cambridge: Cambridge University Press.
6 Raymond Kurzweil
Web: http://www.kurzweilai.net/
7 Ubiquitous technology
Jurvansuu, Marko (2011) Roadmap to a Ubiquitous World: Where the Difference Between Real and Virtual Is Blurred. VTT Research Notes 2574. VTT: Helsinki.
Web: http://www.vtt.fi/inf/pdf/tiedotteet/2011/T2574.pdf
Web: http://sandbox.xerox.com/ubicomp/
8 Creative class
Florida, R. (2002). The Rise of the Creative Class: And How it’s Transforming Work, Leisure, Community and Everyday Life. New York: Perseus Book Group.
Rindermann, Heiner & Thompson, James (2011) Cognitive capitalism: The effect of cognitive ability on wealth, as mediated through scientific achievement and economic freedom. Psychological Science 22 (6), pp. 754-763.
9 Hypercompetition
D’Aveni, Richard (1997) Waking up to the New Era of Hypercompetition. The Washington Quarterly, pp. 183–195.
Plant, R. (2006) Hypercompetition and differentiation. Web: http://blogs.msdn.com/b/archetype/archive/2006/07/24/677222.aspx
10 Robotized gambling
Web: http://www.innovationnewsdaily.com/565-human-traders-automated-extinction-markets.html

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