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GM and the future of new product development
In: Strategic Direction 19 (2003) 1, pp. 17-20
organizational opportunity and creativity is still too rarely adopted. According to Robert I. Sutton, the root of the problem lies in … the fact that managers back off when they discover exactly what creativity demands – significantly different practices …
Persistent link: https://www.econbiz.de/10015009673
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Give “baby” enterprises the best start in life
In: Strategic Direction 20 (2004) 2, pp. 22-24
their potential because they are unable to adapt through innovation. They have a good initial product or service concept but …
Persistent link: https://www.econbiz.de/10015009765
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Innovation at GlaxoSmithKline: is it the safest way?
In: Strategic Direction 20 (2004) 7, pp. 16-18
Creativity, so business theorists say, is a firm’s most valuable asset. We’ve all heard the mantras: “ideas are the … ideas is easier said than done. Creativity is a particularly difficult notion for managers to have to deal with and, more …
Persistent link: https://www.econbiz.de/10015009811
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Interview with Hal Gregersen, author of The Innovator's DNA
by William Strange, Interview - In: Strategic Direction 28 (2012) 3, pp. 33-35
consults to organizations around the world on innovation, globalization, and transformation and has published extensively in …
Persistent link: https://www.econbiz.de/10015010701
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“The unreasonable power of creativity”: Robert Senior, CEO, EMEA at Saatchi and Saatchi Fallon Group, on how ideas are crucial to a more positive future
Bell, Gareth - In: Strategic Direction 29 (2013) 2, pp. 38-40
discusses the importance of creativity and idea generation, and the issues facing the advertising industry. Originality …
Persistent link: https://www.econbiz.de/10015010800
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Web 3.0 technology
In: Strategic Direction 29 (2013) 3, pp. 8-10
Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments...
Persistent link: https://www.econbiz.de/10015010803
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Innovative behavior starts at the top
In: Strategic Direction 29 (2013) 4, pp. 10-12
Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments...
Persistent link: https://www.econbiz.de/10015010814
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From acorn to oak – Indian style
In: Strategic Direction 30 (2014) 5, pp. 31-33
possible through innovation-led collaboration. The group is increasingly organizing its innovation activities around the …
Persistent link: https://www.econbiz.de/10015012121
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Model reveals culture to help organizations thrive
In: Strategic Direction 31 (2015) 4, pp. 16-18
has a considerable influence on the degree to which creativity and innovation are stimulated. This article considers via a … model, the cultural factors which will pave the way for creativity and innovation. The authors identify five key components …
Persistent link: https://www.econbiz.de/10015012129
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Open innovation fails to drive gender issues
In: Strategic Direction 30 (2014) 5, pp. 10-12
strong masculine character. Open innovation would appear to offer opportunities to overcome this mentality. However, a case … open innovation. Practical implications – The paper provides strategic insights and practical thinking that have influenced …
Persistent link: https://www.econbiz.de/10015012211