Dealing with Poor Performance - get the full picture from 3C Performance Mana...
Creativity in business: Complexity, chaos and organisational planning
1. Creativity in Business
David Holland, Program Director for Venture
Creation, VCU da Vinci Center
July 21, 2016
National Black MBA Association
2. Questions in the background
• How can we approach
what is going on in our
environment?
• Do we and others have a
common understanding
of what we do?
• Do we need a clear vision
of where we’re headed?
• Do we need to do
something radically
different?
3. Strategy 2.0…the answers aren’t obvious
• organisations do not only
adapt to their environments,
but help to create them
• organisational success can
come from contradiction as
well as consistency
• success may stem from being
part of a self-reinforcing
cycle, rather than from an
explicit ‘vision’
• revolutionary as well as
incremental changes may lie
on the route to organisational
success.
6. Challenges with cyclical growth
• Landscape may have
shifted so significantly
that some aspects of the
cycle no longer viable or
desirable
• Same approach unlikely
to lead to breakthrough
results
• A ‘loop’ may not be fully
compatible with digital
innovation
8. Challenges with emergence
• Emergence necessarily
generates greater exposure
to the pressures of the
external environment.
• Rapid emergence/
breakthrough can lead to
unexpected consequences -
positive and negative.
• Managing relationships with
breakthrough artists may be
challenging.
• Emergence is not necessarily
a goal in itself; it necessitates
further (sometimes radical)
organisational development.
9. Revolutionary as well as
incremental changes may lie
on the route to organisational
success
12. Challenges with creative evolution
• Requires more regular
planning cycle.
• Approach is necessarily
optimistic and values driven in
what may be a challenging
operating environment.
• Requires suspension of
disbelief and continually
moving out of individual and
organisational comfort zones.
• Aspirations need to be
translated into plans and
actions which can reasonably
be taken forward by team
members.
13. Holistic development: a way forward
• Pursue integrated
organisational development
bringing together the best
elements of all three
approaches…cyclical,
emergent & creative
• Make decisions along the
way based on
client/customer ‘value’ and
organisational ‘values’
14. Success may stem from
being part of a self-
reinforcing cycle, rather
than from an explicit
‘vision’.
17. Scoping new ventures
• Model - What does it look like?
• Product/service - What’s the offer?
• Customer/client - Who’s buying?
• Likely fee structure and margin or basic
view on profitability - How much?
• Competition - Who else is doing it?
