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Meyer describes very vividly and in detail factors characterize the organizational structure and leadership culture of these companies and promote like this has a culture of innovation in your organization. “In the next two chapters, Meyer deals among other things with the questions: what are genuine” innovations and how are they created? “Also: the scissors” in our head prevent us often think really new and finding (er)? In this context, he cleans up with five errors, which exist in terms of creative being. For example with the Mar, creativity techniques such as brainstorming, creative thinking would inspire because they put no limits the idea search. Meyers vote: all bullshit! So is just a Bunch of useless ideas generated, are neither sustainable nor feasible. His credo: Make the search for forward-looking and enabled ideas is successful, the thinking in the right direction must be given. And for this we need clear objectives, as well as a suitable framework. Under no circumstances therefore the presumption was correct, contrary to creativity and strategy. The opposite is the case.

Because real innovations are the result of a systematic ideas and search for solutions. “As companies, whose Maxim more innovation” is, should do if they want to develop a culture of innovation in their organization, explains Meyer on the basis of numerous practical examples. He describes but also, in what cases companies here often tap and how to avoid this. In two further chapters of innovation consultants explains how executives can develop into catalysts for ideas and inspire creative thinking and actions of their employees. “Where one of his central theses is: harmony is the death of each innovation.” Therefore, the employee should be put again in a creative restlessness.

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