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An introduction to Creative cultures
 

An introduction to Creative cultures

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This introduction to creative cultures briefly highlights common characteristics of creative cultures. It is based on my book Inspiration capturing the creative potential of your organisation.

This introduction to creative cultures briefly highlights common characteristics of creative cultures. It is based on my book Inspiration capturing the creative potential of your organisation.

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    An introduction to Creative cultures An introduction to Creative cultures Presentation Transcript

    • Creative Cultures Dr Cameron Watt
    • • “We are awash in high quality look alike, me too products and services.” Tom Peters. • “Now business seeks a new advantage, delicate and dangerous and absolutely vital, the creativity advantage.” John Kao. Harvard Business School. Why is creativity important?
    • What can you gain? Generates significant competitive advantage Builds and reinforces positive brand image and reputation Clear position by offering tangible and original value Strengthens organizational environments
    • The Constructs of Culture Structure Systems Values Norms Work Practice Cultural Practice Disposition Behaviour Culture
    • • Using the model reflect on your own organisation’s culture • What are the characteristics of your culture and why? • What might the potential affects be on creative behaviour? Exercise 1
    • Creative Cultures in Action
    • Quiksilver: free-flowing creativity
    • “The sport is very individualistic, very free-form and very non-conventional - those things have to be in this building and in what we do, otherwise we wouldn’t connect with our audience.”
    • • Free flow in action – Recruit for attitude and passion – Open minded and inquisitive – Communicate and connect through networks – High levels of trust are apparent – Truly understand their brand and customers – Love what they do
    • Aardman: creativity everywhere
    • • Creativity everywhere – Visionary individuals and passionate teams – Diversity of ideas and people sought – High levels of personal ownership – Stimulation everywhere and all the time – Balanced partnerships – Focus, support and freedom
    • • Creative firms don’t rely on creative genius or thinking techniques…its about interaction • Trust is key • Belief and passion (if you are lucky!) • Networks structures and flexible boundaries • Balance diversity • A brand that provides clarity and vision • Humour, fun and challenges • Learning and generous knowledge sharing • People you like and respect Creative Cultures: The Essentials
    • • Real commitment from management (over time) • Organisation-wide participation • Clear link with strategy • Perseverance • Communication of benefits • A way of life not a project Success factors “You can only create if you can care” George Orwell “I can’t think of any areas of creativity where it can work without a high level of trust”. Operations Director Premier Automotive
    • • Using the previous examples and your work from exercise 1 conduct a SWOT analysis of your culture in a creative context – Prioritize key SWOT elements – Identify potential relational links to the cultural constructs seen in model 2 – Asses how the elements affect creative behaviour – How might you reinforce the positive and reduce/remove the negative elements? Exercise 2
    • Thank you