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CEO Survey on Creativity and Innovation

An American Management Association survey of 500 CEOs shows two surprising things:

Asked to name the most important factor for corporate survival in the 21st century, the majority of CEOs rank creativity and innovation first.
Yet only 6% of CEOs consider that their own company performs very well in creativity and innovation! In other words, 94% felt their company could really improve their performance in this area.

This difference between high-perceived value and low actual performance can be called the "Creativity Gap" (C.G.). Obviously - at 94% - the C.G. is extremely wide.

Of course it is surprising - and gratifying - to see that creativity is no longer dismissed as a "frill", and that a majority of CEOs are now "talking the talk" about the importance of creativity and innovation.
But what can be done in order to "walk the walk"? Moving past the "buzzword" stage to develop real competency in creativity and innovation offers a major competitive advantage.

To increase their operating I.Q. (Innovation Quotient), there are three necessary (and complementary) activities that organizations should perform as deliberate policy:

Train people in the skills of creative
thinking, at all levels and functions of the organization. Our training programs prove that creativity is a skill that can be learned.
Manage for innovation.
Develop an environment that encourages, develops, and rewards creativity.
Implement creativity.
Mine, refine and implement creative ideas. Invest in a process to develop selected ideas into innovative strategies, processes, and products. Reap the payoff for innovation, and re-invest in creativity.
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