Tag Archives: management

Creativity in Business?

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A statement I recently read suggested that problem solving itself was indeed creativity and was similar to producing a piece of art, this solicited a response stating that in todays environment, it was more like painting by numbers.

I think both have a place in the argument about creativity.  A good leader will use vertical as well as lateral thinking in proposing solutions to problems (the true artisan), the problem as I see it, most who consider themselves as leaders are in fact managers who (using the analogy in the initial response) are managing by numbers. Yes there is a belief they use ingenuity and imagination to paint the sky light blue when the number says dark blue. But hey, that’s not being creative.

Conversely, rules, regulations and customer’s requirements are not barriers to creativity, if we stay with the analogy of the painter – Cubism has a style (rules) but within cubism there are different problems and solutions. More so if we take different art forms such as sculpture. So the same for business, there are different scopes for problems and solutions, depending on the business and a multitude of other factors.

So, just solving problems is not being creative, but creativity can be used to solve problems. And it is a rare Leader (business or otherwise) that has the self awareness and confidence to allow those in their team to be truly creative and not just filling in the spaces (problems) as expected.

To Lean or not to Lean

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I am always amazed at the passion people have for following/not following the different methods to enhance, improve their business.  Some say following “fads” is detrimental to long term improvement yet other stand by a particular model stating vast improvements and yes there are those that jump on every band wagon. I also often read comments on blogs stating one method came from another, or this one is better than that because the first is a fad when this one is not….etc, etc.

So which is correct, which can stand up on its own merits? – in my belief, it is all of them and none. These are all just tools, which should be used to solve the problems they were designed for and when used with other tools will meet the requirements of the business and help it achieve its goals.

To use an analogy: it is like building a house, builders use hammers, screwdrivers, saws, workbenches, etc.  Although they can use a hammer to punch a screw into wood, a better tool is a screwdriver, so the same with all these tools. So firstly you learn about the tools, their applications, their suitability and their flaws. Then you gain the experience by putting these things into practice.  For example a 2lb hammer may do the job but if the job requires a 12oz hammer, that is what should be used.

BUT, all these business tools will evolve for each industry, business, and company, even down to work station. The ability to improve the business is incumbent on the managers and employees to make things work, to know and feel how it all fits together.  One of the major problems until recently (as I see it) is that Finance ran the company,  this was through the micromanagement of costs – at best this took the focus away from real management of the business and at worst focused on aspects of the business as standalone entities (saving money in each but leaking money between all the gaps).

I am sure we have all seen one function/department make improvements at the detriment of another. Managers and staff need to take accountability for the whole process and the benefits of using bottom line goals, work across the business and use all the tools (as appropriate).

To Lean: Lean has been used to varying extents and capabilities by many, for millennium (usually entrepreneurs); the difference is, we have now named the method and people are writing about it and more are using it. So, it is not a fad but just another tool that has been (re-) identified.

Cheers
Mark