In the broadest terms, strategy is virtually growth. Decision makers are for ever and a day looking for growth, in fact, in listed firms, shareholders request it and at ever increasing rates.
Creativity can be defined as hardship identification and idea generation whilst press on can be defined as idea selection, progress 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 determined processes that add together pain identification and idea generation and, similarly, positive processes that add up idea selection, fee and commercialisation. Whilst there is no sure blaze route to commercial success, these processes count up the probability that fine ideas will be generated and chosen and that investment in developing and commercialising those ideas will not be wasted.
Creativity, innovation and shout from the rooftops Performance
In the broadest terms, strategy is about growth. Decision makers are each time looking for growth, in fact, in listed firms, shareholders request it and at ever increasing rates.
Decision makers have thus to believe to be how to grow. There are a number of lump models and one of them is the Ansoff Model, which is useful for this argument:
a) market penetration existing products in existing markets
b) present momentum existing products in extra markets
c) Product build up other products in existing markets
d) Diversification new products in additional markets.
The strategies above suggest, at least, that:
a) There should be a strong correlation between other products and puff performance. This is proved correct (Tidd et al, 2005).
b) progress is required consistently no matter what strategy is chosen. Existing products in existing markets must consistently adjoin their cost / play a part mixture to beat off rivals and enhancement is required to find supplementary markets for existing products. It is more obvious that momentum is required later than further product strategies are engaged in.
These and supplementary topics are covered in depth in the MBA dissertation upon Managing Creativity & Innovation, which can be purchased (along with a Creativity and onslaught DIY Audit, fine Idea Generator Software and knack dwindling Presentation) from http://www.managing-creativity.com.
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Kal Bishop, MBA
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