Creativity is a key ingredient in the entrepreneurial architecture. It is part of spotting market opportunities and is essential in generating all innovations. It underpins the development of disruptive innovation. It has been estimated that for every eleven ideas that enter the new product development process, only one new product will be successfully launched (Page, 1993). So, new ideas are at a premium and it is a numbers game: the more you generate the more are likely to see the light of day commercially. Entrepreneurial architecture must encourage creativity. But creativity is essentially an individual activity that relies on tacit knowledge (see Chapter 6). Tacit knowledge is embedded in minds and activities so it is difficult to share and primarily an individual activity. The organizational architecture should therefore stimulate individual creativity and learning — tacit knowledge — and facilitate the translation of this into the products and services that the market values (Grant, 1996). This chapter will therefore look at both of these aspects — encouraging individual creativity and the sort of organizational structures and facilities that will enable this. However, we can get some valuable clues about how to nurture creativity by looking at successful entrepreneurs and how they go about generating new ideas.
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- Generating Creative Ideas
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- Chapter 13