Strategists! Celebrate The World Creativity Day. (It Is Now World Creativity and Innovation Week)

(updated: 04.19.15)

There is no more World Creativity day.  . . .  It is now World Creativity and Innovation week.

There are various different ways  to create and innovate.  It is quite depended on the way the innovators think.   . . .  Changing their experience to perceive the information is  always a challenge especially when they think that their perception is correct.

In complex situations, we preferred the practice of viewing "The Singularity of Big Picture" by comprehending the "periphery of the connectivity" that lies within it.

Q: Does that point makes sense to you?

In some instances, creativity could be inspired by positive and negative events.

The real challenge is to create a sound and solid idea  under the stress of time and resources.


Side Note 
It is always fun to create and innovate an new idea. If it does not connect to a current or future need.  The "pseudo" innovative strategist is wasting the employer's time, resources and efforts.

Identifying the marketplace needs should always be the first step.  Determining whether one has the leadership,  the tactics, the resources, the technology and the strategy to innovate an well-thought out product that meets the marketplace is the real challenge.

Too many companies have wasted an abundance  of resources, creating stuff that does not meet the marketplace.  The presumption is that there is a minimum of 9000+ of failures for every one macro success.  ( I am surmising that the number of failures is higher.)

Without ever knowing the range of current and future needs and wants of the marketplace, they operate on the  notion that "we will build it and they will come."    Unless your company is positioned in the top 1% of the marketplace, the risk of succeeding is quite low.


The Compass Process of Seeing the Big Tangible Picture In a Problem
The following set of five steps  is based on the presumption that the problem is complex and difficult to solve.

1. Defining what is the problem
2. Identifying the general factors that operates within the the system that connects to the problem;
3. Determining the particular strategic state of the system;
4. Understanding the configuration within each factor;
5. Determining the capability within the "connective" configuration of the factors
6. Experimenting with the periphery of each component with the option of performing a succession of calculations.

More to come