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It is by no doubt that the success of a business enterprise depends on a number of key factors that ought to be put into consideration. We are living in information age where economies are driven by crucial information technology. In fact, start-ups that flourish from the early stage have to set up or establish robust information technologies in place. In particular, creative industries have a lot at stake if they are to succeed and outwit market competition. Various complex challenges experienced in the modern global economies may as well be turned into opportunities for business growth and development. For instance, a highly competitive market structure is a vivid indication that innovation should follow (Duggan 88). In other words, innovative solutions are needed out there all the time.
Leading creative effort towards innovation might be a toll order to some organizational leadership because it demands thorough commitment. Contrary to the popular belief that innovation originates from genius minds, it is vital to mention that it takes effort of team leaders and the wider organizational workforce to bring innovation to light. This does not rule out the fact that talent management comes in handy in innovation. Perhaps, Organizational leaders should approach innovation as social architects and not social visionaries since any piece of innovation combines several ideas from different talented minds.
Leading a team of creative workers can be even more challenging if innovation is to be applied. In any case, teams have to put their minds together, deliberate on the matter at hand and eventually come up with functional solution. The final product of a task being executed by a team is the most important attribute. Hence, successful innovative teams can only be proud of their inputs after assessing the final product.
Numerous examples of successful and innovative organizations exist just as we have those entities that have failed in the marketplace. Nonetheless, successful organizations share a number of outstanding abilities. These include creative resolution, creative agility and creative abrasion. When debate and discourse are used to generate ideas, it is referred to as creative abrasion. Of course differences can hardly be avoided at workplace (Duggan 62). However, successful organizations strive to minimize individual differences within teams instead of magnifying them. Healthy arguments should be allowed. As much as points of view may differ, innovation cannot be obtained in the absence of diversity. When portfolios of alternatives are available, creative innovation can be realized.
After various innovative ideas have been availed, adjustment, reflection and quick pursuit are necessary in order to refine and experiment the ideas. Running experiments through the proposed ideas is vital in ensuring effectiveness. Eventually, innovative teams are supposed to devise creative resolutions before adopting the proposed ideas.
On the other hand, failed organizations probably lack leaders who are ready to learn and lead. Some of the traditional notions of leadership may not yield the much needed creative innovations that are in tandem with the fast-changing business world.
Creative innovation should not just be within the process of production. Creativity is required even at the point of marketing. Organizations that succeed at marketplace go beyond innovative production. This implies that a complete chain of innovative ideas should be in place before creativity can leave a positive and lasting impact in an organization (Duggan 54). Better still, creative innovation should not be a one-off event. It ought to be an on-going and continuous process.
Works Cited
Duggan, William. Creative Strategy: A Guide for Innovation. Columbia University Press, 2013.
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