Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development 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 distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Intellectual Cross Pollination

Intellectual Cross Pollination is the raw material of the idea generation process. This statement alone implies that certain actions ought to be taken to enhance the quality and quantity of the idea pool, including:

a) The larger the number of people actively involved in the idea generation process, the better the quality of results (manipulating group structures further enhances results).

b) The larger the number of

diverse and novel participants in the idea generating process, the richer the results.

c) Making use of networks and collaborating increases the tacit knowledge mix, thus overcoming path dependency, parochialism, competency traps and allowing frame breaking.

d) Allowing access to varied knowledge bases / information stores increases the intellectual base of the idea generating process.

These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/

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Kal Bishop, MBA

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ABOUT THE AUTHOR
Kal Bishop is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/