By Michel Syrett
Quick tune path to fostering and exploiting an inventive dynamic in any organisationCovers the most important parts of artistic group operating and brainstorming, major initiatives with an inventive output, making a choice on and backing profitable principles and motivating and lucrative staffExamples and classes from the various world's so much inventive companies, together with AOL Time-Warner, BMW, IDEO and Nortel Networks, and concepts from the neatest thinkers, together with Edward de Bono, Gary Hamel, Richard Pascale and W. Chan KimIncludes a thesaurus of key techniques and a complete assets consultant
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Asian companies were moving very fast from providing a manufacturing base for the rest of the world to being the provider of products and services for their indigenous markets. A growing breed of companies was able to collaborate with Western firms on an equal basis to develop new products for Asian consumers. Even in Communist China, the freeing up of specific economic regions from bureaucratic regulations, combined with new investment provided by the government, were helping to create startup ventures capable of entering long-term partnerships with North American or European companies to create products or services with an Asia-wide market.
Indeed there are those, like Richard Pascale and Ronald Heifetz of the John F. Kennedy School of Government (see Chapter 8), that argue that ‘‘framing’’ the work of key teams and projects in this way is the principal and overriding role of every chief executive. Heifetz likens the role to that of regulating a pressure cooker. Someone – it could be the organization’s chief executive or the team’s own leader – needs to turn up the heat while simultaneously allowing some of the steam to escape. If the pressure exceeds the cooker’s capacity, the cooker can blow up.
Thailand’s cultural, historical, bureaucratic, and business environment did little to encourage creativity. Thai culture is hierarchical, teaching people to obey and respect their elders. Also, the company’s modern business culture is based on a trading mentality, where new breakthroughs and technology are just another part of the deal. THE GLOBAL DIMENSION 39 But with the atmosphere of head-to-head competition that has existed since the 1998 crash, where local companies have to develop their own products to maintain their standing with North American and European firms, this is no longer a situation that industry captains are prepared to tolerate.
Creativity (Express Exec) by Michel Syrett