Creative Strategy: Reconnecting Business and Innovation
- 5h 50m
- Chris Bilton, Stephen Cummings
- John Wiley & Sons (UK)
- 2010
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.
About the Authors
Chris Bilton is Lecturer in the Centre for Cultural Policy Studies and Director of the MA in Creative and Media Enterprises at the University of Warwick.
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).
In this Book
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False Separations and Creative Connections
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What is Creativity?
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Uncreative Strategy
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A More Creative View of Strategy
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Creating and Discovering a Creative Strategy Process
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The Royal Shakespeare Company Prologue
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The Bisociations of Strategic Innovation
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The Six Outcomes of Strategic Innovation
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Sparking Strategic Innovation
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The Royal Shakespeare Company Act I—The Innovative Act
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The Five Angles of Strategic Entrepreneurship
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Three Angular Journeys of Entrepreneurship
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The Royal Shakespeare Company Act II—The Entrepreneurial Act
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Leading from the Middle
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The Strategic Leadership Keypad
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Shifting Keys—Leadership as Envisioning and Interacting
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The Royal Shakespeare Company Act III—The Leadership Act
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From Principles of Excellent Organizations to Organizational ‘Virtues’
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Seven Virtues of Strategic Organization
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Strategic Organization—Where Creative Strategy Ends (and Begins again)
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The Royal Shakespeare Company Act IV—The Organizational Act
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Sources and Suggested Further Reading
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References
