<?xml version="1.0" encoding="UTF-8"?>
<!--Generated by Squarespace Site Server v5.11.81 (http://www.squarespace.com/) on Thu, 09 Feb 2012 07:32:56 GMT--><feed xmlns="http://www.w3.org/2005/Atom" xmlns:dc="http://purl.org/dc/elements/1.1/"><title>Creativity Matters</title><subtitle>Creativity Matters</subtitle><id>http://www.thecreativeleadershipforum.com/creativity-matters-blog/</id><link rel="alternate" type="application/xhtml+xml" href="http://www.thecreativeleadershipforum.com/creativity-matters-blog/"/><link rel="self" type="application/atom+xml" href="http://www.thecreativeleadershipforum.com/creativity-matters-blog/atom.xml"/><updated>2012-02-09T07:32:06Z</updated><generator uri="http://www.squarespace.com/" version="Squarespace Site Server v5.11.81 (http://www.squarespace.com/)">Squarespace</generator><entry><title>Sheikha Al Mayassa: Globalizing the local, localizing the global | Video on TED.com</title><category term="Arts"/><category term="Creative leadership"/><category term="Creativity"/><category term="creativity"/><category term="culture"/><category term="global business"/><category term="storytelling"/><id>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/2/9/sheikha-al-mayassa-globalizing-the-local-localizing-the-glob.html</id><link rel="alternate" type="text/html" href="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/2/9/sheikha-al-mayassa-globalizing-the-local-localizing-the-glob.html"/><author><name>Ralph Kerle</name></author><published>2012-02-08T23:40:53Z</published><updated>2012-02-08T23:40:53Z</updated></entry><entry><title>Trout Cod Stories from the Murray-Darling Basin System - Corporate Storytelling| Video</title><category term="Creativity"/><category term="IT"/><category term="Social Media"/><category term="Tools"/><category term="digital media"/><category term="storytelling"/><id>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/2/8/trout-cod-stories-from-the-murray-darling-basin-system-corpo.html</id><link rel="alternate" type="text/html" href="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/2/8/trout-cod-stories-from-the-murray-darling-basin-system-corpo.html"/><author><name>Ralph Kerle</name></author><published>2012-02-08T06:30:53Z</published><updated>2012-02-08T06:30:53Z</updated><summary type="html" xml:lang="en-AU"><![CDATA[Here is an excellent example of how effective corporate storytelling can touch emotions as well as engage in meaningful ways around a topic that often polarises - the ecology!

The entire web site is worth visiting as the integrated creative, with its skilful use of multi-media on a digital platform reveals the full potential of  the digital storytelling.]]></summary></entry><entry><title>The Big Game: What Corporations Are Learning About the Human Brain « The Situationist</title><category term="Brain"/><category term="Communications"/><category term="Creativity"/><category term="Neuroscience"/><category term="marketing"/><category term="research"/><id>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/2/6/the-big-game-what-corporations-are-learning-about-the-human.html</id><link rel="alternate" type="text/html" href="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/2/6/the-big-game-what-corporations-are-learning-about-the-human.html"/><author><name>Ralph Kerle</name></author><published>2012-02-06T01:46:17Z</published><updated>2012-02-06T01:46:17Z</updated><summary type="html" xml:lang="en-AU"><![CDATA[As I stake out my position on the couch this evening – close enough to reach the pretzels and my beer, but with an optimal view of the TV – it will be nice to imagine that the spectacle about to unfold is a sporting event.It shouldn’t be too hard: after all, there on the screen will be the field, Brian Urlacher stretching out his quads, Peyton Manning tossing a football, referees in their freshly-starched zebra uniforms milling about.Yes, I’ll think to myself, this has all the makings of a football game.

How foolish.

The Super Bowl isn’t about sports; it’s about making money.And with 90 million or so viewers, there is a lot of money to be made.

With CBS charging an estimated $2.6 million for each 30-second advertising spot, it’s no surprise that corporations don’t mess around with guessing what the most effective approach will be for selling their products.They call in the scientists.brain-on-advertising.jpg

For the second year in a row, FKF Applied Research has partnered with the Ahmanson-Lovelace Brain Mapping Center at the University of California, Los Angeles, to “measure the effect of many of the Super Bowl ads by using fMRI technology.]]></summary></entry><entry><title>Big innovation needs ‘Big Data’ - FT.com</title><category term="IT"/><category term="Innovation"/><category term="Innovation"/><category term="business"/><category term="marketing"/><id>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/2/2/big-innovation-needs-big-data-ftcom.html</id><link rel="alternate" type="text/html" href="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/2/2/big-innovation-needs-big-data-ftcom.html"/><author><name>Ralph Kerle</name></author><published>2012-02-02T12:10:32Z</published><updated>2012-02-02T12:10:32Z</updated><summary type="html" xml:lang="en-AU"><![CDATA[‘Big data’ is all the rage, and for good reason. Companies need to sort through tons of it to understand what products their customers really want, and what they will buy. After all, their future depends on it. Yet, in spite of vast amounts of market intelligence and virtually unlimited information, how well do companies really know their customer?

In a world where, according to the Association of Product Management and product Marketing, more than 50 per cent of new technology products that enter the market fail, and roughly 75 per cent of consumer packaged goods and retail products fail to earn even $7.5m during their first year, we are clearly not doing a good job putting this data to work.]]></summary></entry><entry><title>The Yin and the Yang of Corporate Innovation - NYTimes.com</title><category term="Google"/><category term="Innovation"/><category term="Leadership"/><category term="creativity"/><category term="innovation. Facebook"/><category term="leadership"/><category term="management"/><id>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/2/2/the-yin-and-the-yang-of-corporate-innovation-nytimescom.html</id><link rel="alternate" type="text/html" href="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/2/2/the-yin-and-the-yang-of-corporate-innovation-nytimescom.html"/><author><name>Ralph Kerle</name></author><published>2012-02-02T01:02:17Z</published><updated>2012-02-02T01:02:17Z</updated><summary type="html" xml:lang="en-AU"><![CDATA[IN the hunt for innovation, that elusive path to economic growth and corporate prosperity, try a little jazz as an inspirational metaphor.
Enlarge This Image

In business as in jazz, the tension between training and improvisation can result in great new works, says John Kao, the innovation adviser (and pianist).

That’s the message that John Kao, an innovation adviser to corporations and governments — who is also a jazz pianist — was to deliver in a performance and talk on Saturday at the World Economic Forum in Davos, Switzerland. Jazz, Mr. Kao says, demonstrates some of the tensions in innovation, between training and discipline on one side and improvised creativity on the other.

In business, as in jazz, the interaction of those two sides, the yin and the yang of innovation, fuels new ideas and products. The mixture varies by company.

Mr. Kao points to the very different models of innovation represented by Google and Apple, two powerhouses of Silicon Valley, the world’s epicenter of corporate creativity.]]></summary></entry><entry><title>The Days of "Manager Knows Best" Are Ending - Harvard Business Review</title><category term="HR"/><category term="Innovation"/><category term="Leadership"/><category term="OD"/><category term="leadership"/><category term="management"/><id>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/2/2/the-days-of-manager-knows-best-are-ending-harvard-business-r.html</id><link rel="alternate" type="text/html" href="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/2/2/the-days-of-manager-knows-best-are-ending-harvard-business-r.html"/><author><name>Ralph Kerle</name></author><published>2012-02-01T22:46:17Z</published><updated>2012-02-01T22:46:17Z</updated><summary type="html" xml:lang="en-AU"><![CDATA[To get a glimpse of what tomorrow's young global managers might be like as leaders, take a look at how today's young people think about communications.

For one thing, they are devoted to connectivity. In a recent survey of more than 2,800 college students and young professionals in 14 countries, Cisco found that more than half said they could not live without the internet, and if forced to choose, two-thirds would opt to have an internet rather than a car. This intense desire to be connected leads to a demand for greater flexibility: Two out of five people said they'd accept a lower-paying job if the position offered greater flexibility on access to social media, the ability to work from where they chose, and choice on the mobile devices they could use on the job. Tomorrow's young managers will share these attitudes, and workplaces will inevitably become more flexible.]]></summary></entry><entry><title>5 Stupid Things Companies Do to Mess Up Their Innovation | Executive Street</title><category term="Innovation"/><category term="Innovation"/><category term="innovation management"/><id>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/2/1/5-stupid-things-companies-do-to-mess-up-their-innovation-exe.html</id><link rel="alternate" type="text/html" href="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/2/1/5-stupid-things-companies-do-to-mess-up-their-innovation-exe.html"/><author><name>Ralph Kerle</name></author><published>2012-01-31T20:45:54Z</published><updated>2012-01-31T20:45:54Z</updated><summary type="html" xml:lang="en-AU"><![CDATA[Even after 20 years as an Innovation Management Consultant, I continue to be amazed at the failure rate of innovation. In fact, some studies suggest that as much as 80 percent of new product introductions fail.

Maybe even more shocking is the fact that less than two percent of the 3,000 patents that are issued each week will ever reach market success. What’s interesting about all this is that most of the mistakes that cause these failures come from five basic screw-ups. The result is wasted time, wasted money, and, in some cases, wasted brand equity.

So, what are these five mistakes?]]></summary></entry><entry><title>Brainstorming Doesn’t Really Work : The New Yorker</title><category term="Creativity"/><category term="Innovation"/><category term="Innovation"/><category term="Jonah Lehrer"/><category term="brainstorming"/><category term="creativity"/><id>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/2/1/brainstorming-doesnt-really-work-the-new-yorker.html</id><link rel="alternate" type="text/html" href="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/2/1/brainstorming-doesnt-really-work-the-new-yorker.html"/><author><name>Ralph Kerle</name></author><published>2012-01-31T20:43:43Z</published><updated>2012-01-31T20:43:43Z</updated><summary type="html" xml:lang="en-AU"><![CDATA[ANNALS OF IDEAS about brainstorming and creativity. In the late nineteen-forties, Alex Osborn, a partner of the advertising agency B.B.D.O., decided to write a book in which he shared all of his creative secrets. “Your Creative Power” was filled with a variety of tricks and strategies, but Osborn’s most celebrated idea was the one discussed in Chapter 33, “How to Organize a Squad to Create Ideas.”

When a group works together, he wrote, the members should engage in a “brainstorm.”

The book outlined the essential rules of a successful brainstorming session. The single most important of these, Osborn said, was the absence of criticism and negative feedback. Brainstorming was an immediate hit and Osborn became a popular business guru. The underlying assumption of brainstorming is that if people are scared of saying the wrong thing, they’ll end up saying nothing at all. Typically, participants leave a brainstorming session proud of their contribution.]]></summary></entry><entry><title>Visualizing Creativity | Conspire: A Mindjet Publication</title><id>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/1/30/visualizing-creativity-conspire-a-mindjet-publication.html</id><link rel="alternate" type="text/html" href="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/1/30/visualizing-creativity-conspire-a-mindjet-publication.html"/><author><name>Ralph Kerle</name></author><published>2012-01-30T10:14:10Z</published><updated>2012-01-30T10:14:10Z</updated><summary type="html" xml:lang="en-AU"><![CDATA[The ability to think creatively, and from that innovate, is a key skill in any business. Whether it’s sales, customer service, operations or management, being able to solve problems and develop new products and services is ultimately the difference between business success and failure.
The challenges of creativity

The very nature of creativity means that inspiration can strike seemingly at random, which can appear at odds with the organisation and accountability of business environments – yet trying to structure and manage the creative output will at times stifle the flow of ideas.

Coupled with this are the constant demands of doing more with less;]]></summary></entry><entry><title>The Rise of the New Groupthink and the Fallacy about Collaboration - NYTimes.com</title><category term="Collaboration"/><category term="Innovation"/><id>http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/1/29/the-rise-of-the-new-groupthink-and-the-fallacy-about-collabo.html</id><link rel="alternate" type="text/html" href="http://www.thecreativeleadershipforum.com/creativity-matters-blog/2012/1/29/the-rise-of-the-new-groupthink-and-the-fallacy-about-collabo.html"/><author><name>Ralph Kerle</name></author><published>2012-01-29T05:39:16Z</published><updated>2012-01-29T05:39:16Z</updated><summary type="html" xml:lang="en-AU"><![CDATA[SOLITUDE is out of fashion. Our companies, our schools and our culture are in thrall to an idea I call the New Groupthink, which holds that creativity and achievement come from an oddly gregarious place. Most of us now work in teams, in offices without walls, for managers who prize people skills above all. Lone geniuses are out. Collaboration is in. 
And
y Rementer

But there’s a problem with this view. Research strongly suggests that people are more creative when they enjoy privacy and freedom from interruption. And the most spectacularly creative people in many fields are often introverted, according to studies by the psychologists Mihaly Csikszentmihalyi and Gregory Feist. They’re extroverted enough to exchange and advance ideas, but see themselves as independent and individualistic. They’re not joiners by nature.]]></summary></entry></feed>
