Creative solutions can be challenged and defended in the pursuit of profitability. But first, creativity must be demystified. A process that targets innovation provides leaders with just such a problem-solving approach. The goal is to produce high-quality ideas that are appropriate to the task—which means groups and organizations can implement them with less risk. Work with the targeted innovation process consists of activities in five areas: stating the problem in a way that encourages creative problem solving, learning and understanding different problem-solving styles, learning and understanding creative pathways and their relationship to problem solving, generating ideas, and evaluating those ideas. Targeted innovation reconciles creativity with management. Managers can use it to solve problems that meet their organization’s call for innovative answers to current challenges.

Strategic Cultural Center Management focuses on private cultural centers and their operational preconditions. The aim is to illustrate how to strategically manage a cultural center in varied external environments. Analysing processes of organizational change, the author uses institutional and resource dependence theories alongside concepts such as business models, profitability, mission focus and quality management. The book examines theoretical and managerial implications, highlighting that cultural managers lean towards different strategies that diversify resource streams, facilitating agile strategic responses to institutional pressures. Offering valuable theoretical, empirical and conceptual analysis, this book serves as an incomparable reference for researchers, postgraduate students, civic leaders and arts managers involved in the creative and cultural industries.

This Center for Creative Leadership® publication shows you the important steps you can take to become more self-aware and to treat new ideas and those who suggest them with the respect and consideration they deserve. Ask any leader about innovation and you are likely to hear how critical it is to their organization. Innovation provides a way to stand out from competitors around the globe and to address ever-rising customer expectations for products, services, and experiences that are new, different, and make life easier. Despite what we say about innovation, how we act is often in direct contradiction to our words. Most of us are quick to see new ideas as a risk— lacking all the evidence and detail we need to make us feel comfortable. Rather than embracing new ideas and nurturing them along the way, we tend to discard them out of hand—sabotaging the very creativity we need to fuel innovation. The six tips described in this publication will inspire & equip any leader to become an innovation hero!

“The ‘inside-the-box approach’ can reveal key opportunities for innovation that are hiding in plain sight” (Daniel H. Pink, author of Drive). The traditional attitude toward creativity in the American business world is to “think outside the box”—to brainstorm without restraint in hopes of coming up with a breakthrough idea, often in moments of crisis. Sometimes it works, but it’s a problem-specific solution that does nothing to engender creative thinking more generally. Inside the Box demonstrates Systematic Inventive Thinking (SIT), which systemizes creativity as part of the corporate culture. This counterintuitive and powerfully effective approach to creativity requires thinking inside the box, working in one’s familiar world to create new ideas independent of specific problems. SIT’s techniques and principles have instilled creative thinking into such companies as Procter & Gamble, Johnson & Johnson, and other industry leaders. Inside the Box shows how corporations have successfully used SIT in business settings as diverse as medicine, technology, new product development, and food packaging. Dozens of books discuss how to make creative thinking part of a corporate culture, but none takes the innovative and unconventional approach of Inside the Box. With “inside the box” thinking, companies of any size can become sufficiently creative to solve problems even before they develop and to innovate on an ongoing basis. It’s a system that works! “Boyd and Goldenberg explain the basic building blocks for creativity and by doing so help all of us better express our potential” (Dan Ariely, author of Predictably Irrational).

In the turbulence of recent times, how we run corporations has been examined from every angle. Corporations have proved adept at change; governments have stuck to established rules. The challenge is to put in place machinery to provide services in a way that resists the growth of bureaucracy. The need for SMART government could not be starker.

Although many leaders acknowledge and invest in creativity, we seldom see it hold a credible place in the business development process. Creativity at Work takes a practical approach to creativity, showing how to select practices to produce results and add value. The authors explain how to: * Understand the creative preferences of organizations, departments, work groups, and individuals * Identify and compare the different creativity profiles that describe specific purposes, practices, and people * Produce the desired results by developing the right practices * Blend creativity practices to meet the complex needs that characterize most work situations o Develop required creative abilities in a team and in oneself

Strategic Fashion Management: Concepts, Models and Strategies for Competitive Advantage is a highly accessible book providing a unique look into the strategic drivers of the dynamic and ever-growing fashion industry. Derived from the knowledge gap in quality strategic fashion management literature, this book blends theory with a variety of examples and uses 18 case studies to help bring to life contemporary topics faced by senior executives. The analysis is highly global in nature and aims to accelerate the strategic skills required to navigate the industry and contribute to a firm’s growth. Using copious examples from across the world, this book provides in-depth discourse and progressive theoretical concepts and strategies which readers will be able to apply immediately to their studies or practices. The book is particularly suitable for final-year undergraduate and postgraduate students studying fashion management or marketing, as well as those on MBA and international business courses who wish to understand more about the fashion ecosystem. It is also designed to serve as an important reference for executives who are interested in conceptualising strategic issues that are pertinent to the industry.