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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
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Searching... | 30000010235274 | HD30.28 B555 2010 | Open Access Book | Book | Searching... |
Searching... | 30000010235275 | HD30.28 B555 2010 | Open Access Book | Book | Searching... |
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Summary
Summary
People tend to think of creativity and strategy as opposites. This book argues that they are far more similar than we might expect. More than this, actively aligning creative and strategic thinking in any enterprise can enable more effective innovation, entrepreneurship, leadership and organizing for the future.
By considering strategy as a creative process (and vice versa), the authors define 'creative strategy' as a mindset which switches between opposing processes and characteristics, and which drives every aspect of the business. The authors draw experiences and cases from across this false divide - from the music industry, sports, fashion, Shakespearean theatre companies, creative and media organizations and dance, as well as what we might regard as more mundane providers of mainstream products and services - to uncover the creative connections behind successful strategy.
" Creative Strategy is a talisman for those looking to take a new path"
-- Matt Hardisty , Strategy Director, Mother Advertising
"It has been said that business is a hybrid of dancing and calculation - the former incorporating the creative within a firm, the latter the strategic. Bilton and Cummings show how these apparently contradictory processes can be integrated. Their insights about how firms can 'create to strategize' and 'strategize to create' are informative for managers and management scholars alike."
-- Jay Barney , Professor and Chase Chair of Strategic Management, Fisher College of Business, The Ohio State University
"In today's world, new thinking - creativity - is required to tackle long-standing problems or address new opportunities. The trouble is few organizations understand how to foster and apply creativity, at least in any consistent manner. This book provides new insights into just how that can be done. It moves creativity from being just the occasional, and fortuitous, flash of inspiration, to being an embedded feature of the way the organization is run."
-- Sir George Cox , Author of the Cox Review of Creativity in Business for HM Govt., Past Chair of the Design Council
Author Notes
Chris Bilton is Director of the Centre for Cultural Policy Studies, University of Warwick. He has published widely on creativity and the creative industries, cultural policy and management. He is the author of Management and Creativity: From Creative Industries to Creative Management, 2007.
Stephen Cummings is Professor of Strategic Management at Victoria Management School, Victoria University of Wellington, New Zealand. He is widely published in strategic management; his books include Images of Strategy with David Wilson (2003) and The Strategy Pathfinder with Duncan Angwin and Chris Smith (2006).
Table of Contents
Acknowledgements | p. ix |
Prologue: When Strategy Meets Creativity | p. 1 |
1 False Separations and Creative Connections | p. 3 |
2 What is Creativity? | p. 11 |
3 Uncreative Strategy | p. 19 |
4 A More Creative View of Strategy | p. 33 |
5 Creating and Discovering a Creative Strategy Process | p. 41 |
The Royal Shakespeare Company: Prologue | p. 46 |
Part I The Innovative Act: Discovery and Creation | p. 51 |
6 The Bisociations of Strategic Innovation | p. 53 |
7 The Six Outcomes of Strategic Innovation | p. 63 |
8 Sparking Strategic Innovation | p. 87 |
The Royal Shakespeare Company Act I: The Innovative Act | p. 101 |
Part II Strategic Entrepreneurship: Dilettantes and Diligence | p. 105 |
9 The Five Angles of Strategic Entrepreneurship | p. 107 |
10 Three Angular Journeys of Entrepreneurship | p. 127 |
The Royal Shakespeare Company Act II: The Entrepreneurial Act | p. 139 |
Part III Strategic Leadership: Envisioning and Interacting | p. 143 |
11 Leading from the Middle | p. 145 |
12 The Strategic Leadership Keypad | p. 157 |
13 Shifting Keys: Leadership as Envisioning and Interacting | p. 175 |
The Royal Shakespeare Company Act III: The Leadership Act | p. 192 |
Part IV Strategic Organization: Focussing and Loosening | p. 197 |
14 From Principles of Excellent Organizations to Organizational 'Virtues' | p. 199 |
15 Seven Virtues of Strategic Organization | p. 207 |
16 Strategic Organization: Where Creative Strategy Ends (and Begins Again) | p. 227 |
The Royal Shakespeare Company Act IV: The Organizational Act | p. 235 |
Sources and Suggested Further Reading | p. 243 |
References | p. 259 |
Index | p. 267 |