Creative and social entrepreneurs are at the forefront of building a new economy and shaping our future by being highly visionary and following their path persistently. Visions are the driving force for social innovation. But, without a strategy on how to achieve our vision, the vision stays a vision and consequently will have zero impact. Therefore, visions need strategies. Vice versa, strategies need to be based on visions in order to be powerful. Business development without following a visionary strategy leaves the future to chance. In times where complexity and the pace of change is constantly rising this does not work anymore. This book helps to understand the connection between strategy and vision, strategy and creativity. It follows an approach to strategy as a meaningful, playful, experimental and therefore creative way to design a sustainable and impactful future. Included are a selection of effective tools and methods on how to develop a strategic thinking.

Creativity is important for the Army because it is so essential to strategic leadership. The Army, like all institutions, is dependent on strategic leadership, but like most institutions distrusts creativity. A large degree of that distrust is caused by viewing creativity as artistic inspiration outside the realm of science and management, a view that is widely accepted in modern society. Scientific research into creativity, however, indicates that this romantic view of creativity is a myth. Although creativity can not be delivered on demand or even predicted with accuracy, it is subject to explanation and understanding by scientific methods. The knowledge gained by scientific research offers ways for the Army to come to terms with creativity and take steps to ensure it has creative strategic leadership in the future. Matching what is known about creativity with the characteristic of the Army's processes, procedures, and culture shows that the Army is doing very well in certain areas required to produce creative strategic leaders; however, there are also areas where the Army is either missing opportunities to stimulate the development of creative leaders or is actually inhibiting creativity. These uneven results are caused by the Army's tendency to leave the development of creativity to chance. A systematic approach is needed. The approach and recommendations suggested in this article are the first steps in applying scientific knowledge about creativity to ensure future strategic leadership.

Creativity is important for the Army because it is so essential to strategic leadership. The Army, like all institutions, is dependent on strategic leadership, but like most institutions distrusts creativity. A large degree of that distrust is caused by viewing creativity as artistic inspiration outside the realm of science and management, a view that is widely accepted in modern society. Scientific research into creativity, however, indicates that this romantic view of creativity is a myth. Although creativity can not be delivered on demand or even predicted with accuracy, it is subject to explanation and understanding by scientific methods. The knowledge gained by scientific research offers ways for the Army to come to terms with creativity and take steps to ensure it has creative strategic leadership in the future. Matching what is known about creativity with the characteristic of the Army's processes, procedures, and culture shows that the Army is doing very well in certain areas required to produce creative strategic leaders; however, there are also areas where the Army is either missing opportunities to stimulate the development of creative leaders or is actually inhibiting creativity. These uneven results are caused by the Army's tendency to leave the development of creativity to chance. A systematic approach is needed. The approach and recommendations suggested in this article are the first steps in applying scientific knowledge about creativity to ensure future strategic leadership.

Many organizations in both the private and public sector are confronted with stiff challenges as they face rapid changes in the business environment. Understanding the causes of these changes is essential if organizations are to fashion suitable management responses. In a highly competitive and globalized scenario, business creativity provides the spark that fosters the development and implementation of innovation and organizational change. Increased understanding of the concepts of business creativity and strategic innovation management provides valuable insights into how organizations can change to meet new challenges. The book aims to: explain the nature of the acceleration in discontinuous change that is affecting the Western business environment emphasise the importance of taking a strategic approach to management responses to encourage creative and innovative skills indicate how a detailed strategic plan can be developed to support organizations intent on profitable survival in the twenty-first century. This textbook will be the perfect accompaniment to postgraduate courses on innovation management and creativity management. The wide-ranging approach means that the book will also be useful supplementary reading on a range of courses from management of technology to strategic management.

Between ivory tower academics and reality.

If you want to be an effective leader--at any level--you should pay attention to vision. Leaders who communicate a strong vision are seen by their bosses and coworkers as more effective in several important areas than those who do not. The content of your vision affects employees' perception of your organization. Your articulation of the vision affects their perception of your leadership effectiveness. Taken together, vision content and vision articulation give your employees, colleagues, and other stakeholders a powerful image of how good your organization is how skilled you are as a leader.

William DugganÕs 2007 book, Strategic Intuition, showed how innovation really happens in business and other fields and how that matches what modern neuroscience tells us about how creative ideas form in the human mind. In his new book, Creative Strategy, Duggan offers a step-by-step guide to help individuals and organizations put that same method to work for their own innovations. DugganÕs book solves the most important problem of how innovation actually happens. Other methods of creativity, strategy, and innovation explain how to research and analyze a situation, but they donÕt guide toward the next step: developing a creative idea for what to do. Or they rely on the magic of ÒbrainstormingÓÑjust tossing out ideas. Instead, Duggan shows how creative strategy follows the natural three-step method of the human brain: breaking down a problem into parts and then searching for past examples to create a new combination to solve the problem. ThatÕs how innovation really happens. Duggan explains how to follow these three steps to innovate in business and any other field as an individual, a team, or a whole company. The crucial middle stepÑthe search for past examplesÑtakes readers beyond their own brain to a Òwhat-works scanÓ of what others have done within and outside of the company, industry, and country. It is a global search for good ideas to combine as a new innovation. Duggan illustrates creative strategy through real-world cases of innovation that use the same method: from Netflix to Edison, from Google to Henry Ford. He also shows how to integrate creative strategy into other methods you might currently use, such as PorterÕs Five Forces or Design Thinking. Creative Strategy takes the mystery out of innovation and puts it within your grasp.