You hear a lot about why creativity is so vital in business today — for inspiring breakthrough innovations, accomplishing more with limited resources, and stimulating employees’ deep-seated talents and motivations in a highly uncertain world. But what about when a company’s product is creativity itself? That’s the question James Citrin looks at in a Business 2.0 article entitled Making Creativity Work. He examines the balance between individual creative talent and necessary organizational characteristics in organizations where the product is creativity, such as ad agencies like Goodby Silverstein & Partners and interactive entertainment developers like Electronic Arts.
There is a fundamental need to balance two things that are often in conflict: the need to nurture artistic talent, and the day-to-day requirements of instilling sound, disciplined management processes. Leaders of creative enterprises must foster the right environment to fuel a hothouse for ideas while making sure the trains run on time and on budget. There are three distinct ways to make this happen: understand how creative talent thinks; nurture and reward this talent; and structure the organization to leverage your assets while maintaining appropriate development processes and financial controls.
(via Don the Idea Guy)