Introduction

If charged with introducing a new system to enhance the operations of an organisation, it is reasonable to expect that most managers would have no problem constructing an appropriate plan for the selection, installation, commissioning, verification, training, transition and operation of the new regime . So what do you think the response would be if these same managers were asked to specify and introduce a system that fosters creativity within their organisation?

The above question assumes, of course, that creativity is something that can be easily added on to an organisation as simply as installing another application on the network. Unfortunately it is not that easy. There are, however, many small changes that can enable an organisation to take advantage of its hidden or untapped imaginative resources.

Spend a moment and call to mind an organisation that you associate with imagination and creativity. What are the characteristics that prompted you to see the organisation as imaginative and creative? Perhaps it is an organisation that is endeavouring to do something extraordinary, like placing a man on the moon and exploring the planets in our solar system. Or putting together a new recording system that provides clear sound and dynamic range better than the human ear can hear. Or creating a device to be implanted in the ear that allows the hearing impaired to hear fully for the first time.

When it comes to imaginative organisations, we tend to think of high-technology companies or research and development organisations. The majority of the business world, however, is categorised by service industries and populated by small and medium- sized organisations.

The aim of this chapter is to identify a set of characteristics and behaviours that will promote imagination and creativity in individuals and organisationswhether they have five or 50 000 employees , are hi-tech or low-tech, are service providers or manufacturers, or belong to the new or old economy. In this new century, imagination and creativity will be seen as essential for the growth and sustenance of all organisations. In a wider business context, the game is continually changing. There are not as many hard rules about business now, indicators vary, and industries change. And within this context, coping is no longer adequate. Nor is blindly following others. If your organisation is to succeed and remain successful then imagination and creativity must be essential components of its business strategy. This involves identifying the best features of your organisation, the things that set you apart, your competitive advantage. By coupling them with an understanding of the changing environment and predictions of where the market is going, it is possible to use imagination and creativity as a tool to move forward with strength.