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People tend to think of creativity and strategy as opposites. This book argues that they are far more similar than we might expect. More than this, actively aligning creative and strategic thinking in any enterprise can enable more effective innovation, entrepreneurship, leadership and organizing for the future.Creative Strategy is written by Chris Bilton, Director of Warwick University's Centre for Cultural Policy Studies and Stephen Cummings of Victoria University's School of Management. Combining and building upon the experience reflected in their previous books (Recreating Strategy, Images of Strategy, Management and Creativity and The Strategy Pathfinder) Bilton and Cummings argue that the divide between 'creative' and 'other' organizations or industries is a misconception that actually diminishes creative potential in both of these domains. By considering strategy as a creative process (and vice versa), the authors define 'creative strategy' as a mindset which switches between opposing processes and characteristics, and which drives every aspect of the business.Subsequently, they draw experiences and cases from across this false divide: from the music industry, sports, fashion, Shakespearean theatre companies, creative and media organizations and the military, as well as what we might regard as more mundane providers of mainstream products and services, to show that much can be learned from any of these arenas.In so doing, they discover the need to challenge another dysfunctional partition. While there are many separate books and studies on innovation, on entrepreneurship, on leadership and on organization, sustainable creative strategy requires the deft integration of all of these activities.Creative Strategy subsequently promotes an interconnected four stage process, outlining:1. The six degrees of strategic innovation;2. The five phases of strategic entrepreneurship;3. A strategic leadership quadrant to aid developing leadership 'from the middle';4. And, a framework identifying the vices that an organization must steer between to ensure that creative potential is achieved and refreshed for the future.
Chris Bilton is Lecturer in the Centre for Cultural Policy Studies and Director of the MA in Creative and Media Enterprises at the University of Warwick.
Table of Contents
Prologue: When Strategy Meets Creativity
False Separations and Creative Connections
What is Creativity?
A More Creative View of Strategy
Creating and Discovering a Creative Strategy Process
The Royal Shakespeare Company: Prologue
The Innovative Act: Discovery and Creation
The Bisociations of Strategic Innovation
The Six Outcomes of Strategic Innovation
Sparking Strategic Innovation
The Royal Shakespeare Company Act I: The Innovative Act
Strategic Entrepreneurship: Dilettantes and Diligence
The Five Angles of Strategic Entrepreneurship
Three Angular Journeys of Entrepreneurship
The Royal Shakespeare Company Act II: The Entrepreneurial Act
Strategic Leadership: Envisioning and Interacting
Leading from the Middle
The Strategic Leadership Keypad
Shifting Keys: Leadership as Envisioning and Interacting
The Royal Shakespeare Company Act III: The Leadership Act
Strategic Organization: Focussing and Loosening
From Principles of Excellent Organizations to Organizational 'Virtues'
Seven Virtues of Strategic Organization
Strategic Organization: Where Creative Strategy Ends (and Begins Again)
The Royal Shakespeare Company Act IV: The Organizational Act
Sources and Suggested Further Reading
Table of Contents provided by Ingram. All Rights Reserved.