So, we can embrace the Millenials, or we can mold them into the existing way of doing business.  Given that creativity is now the biggest leadership quality that CEOs are looking for, I think the right approach to take is obvious.

Yet pragmatism is, of course, the way forward. Things won’t change overnight, but an organisation will only maximise benefit from the right time to market for their ideas…

My view is that leadership must be open to embrace new ideas and value creativity in reality, not just talk about it!  That means someone in the board/SMT/LT must make it their job to ensure such innovation is brought out and captured, but also handled effectively and progressed as far as it is logical to take it.  An important point is to ensure there’s no fear of failure here: many ideas will fall by the wayside, and the sooner something that will not work is stopped, the better.  Ideas are free, they can give you a lot, but they can cost you a lot, too.

Is it possible to measure creativity? Because if it’s not measured you won’t get it from a board member, however the measure must be right.  It’s not just about value: a more holistic approach is necessary. The key piece is to ensure that we not kill the whole thing we’re trying to achieve: more creativity!

And yes, a process is necessary – but that should be lightweight and able to flex.  Ideas need a team behind them, and that team must share the vision of the idea: that can only be initiated by the source of the idea, the creator.  There is no single way to push every inspiration to its natural conclusion, but control and measurement are pretty much a guaranteed way to ensure they die.  Spend 15 minutes watching that link, it’s worth it, but 3 things that’ll kill creativity are surveillance, overcontrol and competition.

That is rather at odds with corporate culture in many organisations.  Of course we cannot remove these things, but they can be approached using my favourite word: pragmatism.

I like using competition to kick start ideation, but to make the prize repeatable: if there’s things that are deserving of winning, allow them to win.  I ended up with 3 winners the last time I ran an innovation drive using competition.  And the idea that ended going furthest was from the shyest, and the least business aware person!

Another important point is to allow the source to take the role they wish in the development of their innovation/disruption.  Many techies will not want to think about the business applicability, but to get attention and funding there needs to be some relevance and resonance with business: the innovation lead must ensure the source is involved, driving as they want to drive, but is getting the support and mentoring they need to advance to the next stage.

I have run innovation processes, and have been astonished by some of the ideas that have come out.  The more disruptive, the less attention paid to the status quo, the better.  Some are truly revolutionary, and others are small evolutions, but all have been worthwhile of attention.

Creativity rules.  It will come for free from the new workforce, who don’t have the fear of failure.

Put the pieces in place to ensure the ideas that are born are given the change to live – and die.  And watch the difference to your business creativity, vision and value.