Does your business need the services of a computer consulting firm? Before you rush out and hire the first techie or slick-salesperson that knocks on your door, be sure to consider these favorite Computer Consulting 101 hiring tips for screening and interviewing local computer consulting firms. In this first in a two-part series, we’ll look the root of the problem, as well as the four most basic criteria that you’ll need to ask about when searching for computer consulting vendors.

Computer Consulting 101 Preventative Medicine

Many small business owners have a tough time knowing how to deal with difficult computer consultants. However, if you're able to uncover potential problems at the start of your computer consultant/client relationship, you can avoid many of these unpleasant issues altogether.

Root of the Problem

While most entrepreneurs and small business managers know exactly what to ask when it comes to hiring for internal staff positions, hiring a computer consulting firm can be more difficult.

So on top of dealing with the myriad legal issues surrounding how you retain the services of contractors (best advice: consult with your attorney), as opposed to hiring employees on your payroll, you'll need to know how to ask the "right" questions. Don't make the ultra-common common mistake of focusing on the wrong things. Use these Computer Consulting 101 Hiring Tips as your checklist for doing your homework before you sign on the dotted line.

Part-time or Full-time Computer Consulting

Do you have a "day job"? Are you moonlighting?

Solo Practitioner or True Computer Consulting Business

What do you mean by the "we"? Are there any other people who work at your company?

Are they employees or contractors? What are their names, specialties and backgrounds? How long have they been with the company? Will they be involved with this account? (Tip: The more pointed questions you ask, the more you’ll flush out the B.S. and hyperbole.)

Small Business or Large Company Computer Consulting Experience

What "size" is your typical consulting client, in terms of number of PCs, employees and annual revenue?

Generalist or Specialist Consulting Company

What industries or vertical markets have you worked with? And in what particular aspects and software applications?

What kinds of products, services, and platforms does your company shy away from? Do you work with any specialty hardware, software or services vendors?

The Bottom Line

In this first of a two-part series of these Computer Consulting 101 hiring tips, we looked at why small business owners and managers find that computer consulting companies are so difficult to hire, as well as four basic issues that you must confront when searching for a new computer consulting vendor. In the second installment of this two part series on Computer Consulting 101 hiring tips, we’ll look at how you can get your hands around the true costs of using a computer consulting firm, as well as how you can more objectively evaluate the computer consulting firm’s suitability for the task of servicing your company’s technology needs.

Copyright MMI-MMV, Computer-Consulting-101.com, All Worldwide Rights Reserved.

Joshua Feinberg, co-founder of Computer Consulting 101, is a 15-year veteran of small business computer consulting and an internationally recognized expert on small business computer consulting. He has appeared in dozens of business and IT trade publications including CRN, VARBusiness, Microsoft Direct Access, TechRepublic, American Express OPEN Platinum Ventures, Entrepreneur, Inc, SCORE, Small Business Computing, and USA Today. To get immediate online access to Joshua’s proven sales and marketing strategies for growing your computer consulting company’s profits, sign up now for the free one-hour computer consulting training recording at http://www.computer-consulting-101.com

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our impact at meetings will determine in a big way how well you do in your career. In other words you will rise as high as your communication skills will let you. Ability and competence in your position is expected - how well you get your point accross will make the difference between your opinion being valued and your input getting forgotten one more time.

Look at any business leader, politician or community spokesperson. What do they all have in common? The ability to speak in a way that really gets people to listen even when people may not agree with them. What success tips can you learn from effective communicators that is applicable to your occupation?

1. Prepare in advance for the meeting. Make sure you are up to date with the subject matter and that you have covered your area of responsibility. Your confidence will grow when you can anticipate what will be discussed. Walking into a meeting unprepared is an invitation for tense moments and anxiety in case someone catches you out. Thorough preparation is essential.

2. Rehearse what you will say. In your mind run through possible scenarios with the people attending the meeting. Picture yourself relaxed, confident and even enjoying yourself as you make your voice heard. See the others listening attentively to what you have to say and valuing your opinion. Make the pictures lifelike with rich color, sound and feelings. I recommend doing this the evening before the meeting, when you are relaxed, for at least 20 minutes

3. Speak with enthusiasm - lead and people will follow, if you speak with energy and enthusiasm everyone else will assume that they should be at least interested in what you have to say. If you are not enthusiastic about your work, at least speak with energy by sitting up and speaking with emphasis on key words. Watch politicians on T.V. to see how they stress their point.

4. Anticipate objections and be ready with your response. What are the questions you really do not want to be asked? Work out the best responses and rehearse how you will take charge of the situation.Then when the meeting takes place you will already know what to say and can instead focus on listening to everyone else.

5. Exude certainty. Nobody wants to hear that you are not sure whether you can do something. Be certain about what you can do, and be direct when you need more information or more resources to get something done. Whenever you hear someone agonising over whether something can be done, notice the negative effect it has on those listening, and remind yourself that you will not allow the same to happen to you.

Peter Murphy is a peak performance expert and published author. Subscribe FREE to his upbeat newsletter and get a FREE e-book, which reveals secret strategies for supercharging your communication skills. To join send an email to: [email protected]
http://www.topica.com/lists/AbolishShynessToday

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Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Value versus Quality

Most firms attempt to add value to their products or services in order to increase sales and prestige. However, few appreciate the difference between value and quality. But by doing so, they can more finitely increase their options for adding both value and quality.

a) Quality is directly related to the product itself. A firm can increase a product’s quality, but that increase may or may not be profitable. For example, Microsoft can increase the quality of its Windows operating system but that may not lead to an increase in value for the customer. This is especially true when a product reaches maturity, as options for improving the cost/performance mix begin to dwindle after years of improvement.

b) Value is the worth of the package as a whole and the relationship to the quality of each part of the package is tenuous. For example, Microsoft increased the value of the Windows package by adding Internet Explorer. Neither of the two products was optimised for quality but together they made a more valuable and irresistible offer to the customer.

These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/

You can also receive a regular, free newsletter by entering your email address at this site.

You are free to reproduce this article as long as no changes are made and the author's name and site URL are retained.

Kal Bishop MBA, is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/

Article Source: http://EzineArticles.com/?expert=Kal_Bishop

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

the Value of Work Processes

One of the most valuable tools for maximising idea generation is the use of work processes. Work processes align activity with the goal and produce far more output than randomness or simply “do your best.” Some examples include:

a) Incremental goals. These produce much more output than would be produced otherwise. Two pages a day produces a words-on-paper first draft screenplay in two months. Consider this against the fact that innumerable people have half finished screenplays waiting for attention under their beds.

b) Project Timelines. Project timelines allow individuals to gauge the whole goal, gauge the incremental requirements leading to the goal, appraise the effort and competencies that will be needed and set themselves up psychologically for the coming task. They are akin to business plans. Efficiency and output are increased when a business plan is followed, as opposed to using it merely as a means to raise finance.

These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/

You can also receive a regular, free newsletter by entering your email address at this site.

You are free to reproduce this article as long as no changes are made and the author's name and site URL are retained.

Kal Bishop MBA, is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/

Article Source: http://EzineArticles.com/?expert=Kal_Bishop

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

The Value of Structure

Structure is one of the most valuable tools for enhancing creativity. There are essentially two types of structure: Frameworks and Work Processes.

a) Frameworks. These include models such as PEST, Porter’s Five Forces or The Hero’s Journey in screenwriting. They break up the larger task into smaller more manageable pieces and each smaller pieces is the route to it’s own pathway. For example, tell me about your business? This will lead to a number of answers. Now tell me about the Political, Economic, Social and Technological aspects of your business? This will lead to a set of answers for each, probably increasing the total number of ideas by a factor of four.

b) Work Processes. These include systems such as setting incremental goals or final goals within time limits. Incremental and final goals produce far more output than a “do your best” approach. And with increased output comes the higher chance of increased quality, especially as competencies are developed.

These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/

You can also receive a regular, free newsletter by entering your email address at this site.

You are free to reproduce this article as long as no changes are made and the author's name and site URL are retained.

Kal Bishop MBA, is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/

Article Source: http://EzineArticles.com/?expert=Kal_Bishop

reativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Tacit Knowledge

Nonaka et al (1995) define knowledge as being tacit or explicit. Explicit knowledge is all that can be codified, easily communicated and explained. Tacit knowledge is everything else - that which is hidden, deep rooted in action, hard to formalise and difficult to communicate.

Creativity and innovation are enhanced when individuals possess high rates of tacit knowledge. Tacit knowledge can be enhanced in a number of ways:

a) Engagement in many varied, novel and diverse activities. Those individuals with a life long interest in many subjects tend to be the most creative.

b) Utilising networks and collaboration. This allows intellectual cross-pollination, frame breaking and bridging of disparate worlds.

c) Access to many varied, diverse and novel information sources. These increase the intellectual input into problem identification and idea generation.

These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/

You can also receive a regular, free newsletter by entering your email address at this site.

You are free to reproduce this article as long as no changes are made and the author's name and site URL are retained.

Kal Bishop MBA, is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/

Article Source: http://EzineArticles.com/?expert=Kal_Bishop

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Status Games

One of the dynamics leaders should be looking out for is the propensity of certain personality types to be more interested in maintaining a high status within the group as opposed to working to arrive at good decisions.

Status interest and deference is a major cause of conflict, competition and blocking in group activities and leads to a restriction of information flow and a consequent reduction in the number and quality of ideas.

Status dynamics cause:

a) People to be more interested in maintaining high status at the expense of good results.

b) People to defer to higher status individuals at the expense of their own ideas.

c) People to value the ideas of higher status people more than their own.

d) High status individuals to consciously block the ideas of lower status individuals.

These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/

You can also receive a regular, free newsletter by entering your email address at this site.

You are free to reproduce this article as long as no changes are made and the author's name and site URL are retained.

Kal Bishop MBA, is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/

Article Source: http://EzineArticles.com/?expert=Kal_Bishop

If you're looking for drivers who are least likely to cause accidents, those with a Core C behavioral style are the ones you want to hire and retain. Caution is not only their middle name; it's their first name.

Safety research shows drivers' natural behaviors and attitudes are a greater predictor of their chances of causing accidents than their level of safety training. (Source: Behavioral-Values Research Associates, 1993) It makes sense. If a person's main concern is safety, he or she will behave in a much more careful manner behind the wheel than someone whose first concern is, say, being in charge or interacting with other people.

Understanding behavioral patterns and values will tell you which drivers to hire if safety is your top concern. A behavioral assessment measures normal behavior in four areas: D (Dominant), I (Influencing), S (Steadiness), and C (Cautious, Compliant to Standards).

The D factor determines how drivers tend to handle problems and challenges, the I factor looks at their interactions and influence with others, the S at how they respond to the pace of the environment, and the C at how they respond to rules and regulations set by company and federal regulations.

A DISC behavioral assessment shows how the applicant ranks in each of the four factors from 0% to 100%. Fifty percent is the mid line; above this the person is said to be high in the factor, below 50% - low. The higher or lower the ranking, the more intense the behavior will be. In this article, we'll look at the highs and lows of the C factor.

Research shows the safest drivers are high in the C factor. Here's the reason why.

Drivers who score highest in the Cautious/Compliant behavioral factor are careful, cautious, detail oriented, and accurate. They follow rules to the letter. They are low risk takers and dislike making mistakes. In fact, the fear of making mistakes is one of their biggest stress factors.

Drivers low in the C factor are the opposite. They are high risk takers and tend to be careless, especially with details; they are likely to break rules and ask forgiveness, whereas High C drivers ask permission before acting or making decisions. Low C drivers can be arbitrary and hard to manage.

Your ideal driver has this behavioral profile: High in the S (Steadiness) and C (Cautious) factors, and low in the D (Dominant) and I (Influencing) styles. To see a sample of the ideal driver's profile, click here. (If that doesn't work, contact us and we'll email you a sample report.)

Research and experience prove trucking companies that use behavioral assessments to pre-screen driver applicants and hire only those who fit the safe driver profile have reduced accidents, costs, workers' comp claims, and turnover.

Most importantly, they have saved lives.

©2006 Annette Estes.  All Rights Reserved.  Permission to reprint granted as long as entire text and tag line are included.

Annette Estes is a Certified Professional Behavioral and Values Analyst, Coach, and Trucking Company Consultant. She is an award-winning author and columnist. Subscribe to her free newsletter at http://www.hiresafedrivers.com

reativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Improvisation

One of the most valuable fields of experience and one that creativity and innovation leaders should engage in – especially business leaders - is improvisation. Many of the skills of improvisation apply directly to idea generation:

a) Acceptance – learning to say YES as opposed to NO.

b) Accepting the unoriginal as valid.

c) Accepting that the first idea – that is, without critical evaluation, is usually a good idea. Not concealing inappropriate ideas.

d) Accepting that the innermost self will be revealed.

e) Understanding the difference between real self and that self which is presented to the world. Through masks, role play and trance.

These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/

You can also receive a regular, free newsletter by entering your email address at this site.

You are free to reproduce this article as long as no changes are made and the author's name and site URL are retained.

Kal Bishop MBA, is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/

Article Source: http://EzineArticles.com/?expert=Kal_Bishop

eativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Ignoring Content

A useful approach when generating ideas is simply to ignore content. Evaluating content is a hindrance rather than an enhancer. If the people who wrote Red Riding Hood had realised the number of interpretations and analysis it was going to receive, they may have given up on the project.

Ignoring content allows a number of processes to occur, including:

a) Isolates creative from critical thinking. The two should be separate and distinct. Writing and rewriting are two different processes. Critical thinking is best done in the presence of and utilising the competencies of other people.

b) Allows disparate, novel, diverse, nonsensical, non-related and irrelevant ideas to thrive. The basis of lateral thinking.

c) Helps to abandon defences, reveal the innermost self, treat all ideas as ‘normal,’ reduces evaluation apprehension etc.

These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/

You can also receive a regular, free newsletter by entering your email address at this site.

You are free to reproduce this article as long as no changes are made and the author's name and site URL are retained.

Kal Bishop MBA, is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/

Article Source: http://EzineArticles.com/?expert=Kal_Bishop

reativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

eliciting Dominant Ideas

One of the most useful methods of generating ideas is to elicit the dominant ideas or assumptions of an endeavour. Each dominant idea in turn then acts as the root to a pathway from which other ideas can be elicited. This is akin to creating a custom framework for the task.

For example, Ferrari may not be selling enough cars and the sales team may “brainstorm” to discover why?

Individual managers will identify varying problems, such as: the price is too high, the price is too low, the colour is wrong, the marketing is flawed etc. Each of these is in itself a pathway to idea generation.

Moving slightly higher, they may ask why clients are buying their cars at all. And answers could include: demonstrate wealth, pick up chicks, demonstrate success etc. Again, these are pathways to different ideas.

Then the managers may move onto higher concepts. Why are the clients buying their cars: to raise their status. What other value adding options help to raise the client’s status.

These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/

You can also receive a regular, free newsletter by entering your email address at this site.

You are free to reproduce this article as long as no changes are made and the author's name and site URL are retained.

Kal Bishop MBA, is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/

Article Source: http://EzineArticles.com/?expert=Kal_Bishop

reativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

eliciting Dominant Ideas

One of the most useful methods of generating ideas is to elicit the dominant ideas or assumptions of an endeavour. Each dominant idea in turn then acts as the root to a pathway from which other ideas can be elicited. This is akin to creating a custom framework for the task.

For example, Ferrari may not be selling enough cars and the sales team may “brainstorm” to discover why?

Individual managers will identify varying problems, such as: the price is too high, the price is too low, the colour is wrong, the marketing is flawed etc. Each of these is in itself a pathway to idea generation.

Moving slightly higher, they may ask why clients are buying their cars at all. And answers could include: demonstrate wealth, pick up chicks, demonstrate success etc. Again, these are pathways to different ideas.

Then the managers may move onto higher concepts. Why are the clients buying their cars: to raise their status. What other value adding options help to raise the client’s status.

These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/

You can also receive a regular, free newsletter by entering your email address at this site.

You are free to reproduce this article as long as no changes are made and the author's name and site URL are retained.

Kal Bishop MBA, is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/

Article Source: http://EzineArticles.com/?expert=Kal_Bishop

reativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Core Competency and Competitive Advantage

A core competence is one which critically underpins the organisation's competitive advantage. Companies can differentiate themselves from their competitors with specific core competencies, but often not for long. The differentiation is difficult to sustain and can often be imitated by competitors.

The integration (and attainment) of constituent skills that is the distinguishing mark of a core competence, is achieved and sustained through developing strong dynamic capabilities, particularly in a world of innovation based competition.

Whilst a core competence is a source of competitive advantage, not all competitive advantages arise from core competencies. Often seemingly unassailable advantages prove transitory because of a change of underlying factors.

The very existence of competitive advantage sets in motion creative innovations that, as competitors strive to level the playing field, cause the advantage to dissipate.

Recognition of, and adaptation, to change is thus a pre-requisite of successful strategy. For many organisations, the only truly sustainable advantage comes from out-innovating the competition.

These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/

You can also receive a regular, free newsletter by entering your email address at this site.

You are free to reproduce this article as long as no changes are made and the author's name and site URL are retained.

Kal Bishop MBA, is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/

Article Source: http://EzineArticles.com/?expert=Kal_Bishop

reativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Organizational Structure

Reality tells us that there are many reasons why an organisation's structure has its shape (logistics, organic growth, history, size, market share, future strategy) and is, like organisational culture, not easily changed or restructured. Often, there are valid reasons not to make structural adjustments at all.

Thus leaders require, not recommendations for complete restructure, but knowledge of fostering properties that can be easily adapted into the existing structure. This fits with research that indicates that people who generate ideas on a regular basis find structure to be unimportant as long as some criteria are met. A few of these include:

a) Direct access to decision makers – provides fast feedback and immediate go or kill decisions.

b) Short lines of communication – if communication gets filtered there is a loss of momentum and corresponding loss of control.

c) Tangible progression – if ideas are not picked up at all, motivation suffers.

In fact, a huge number of other issues ought to be considered.

These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/

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Kal Bishop MBA, is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/

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