Why are some organizations consistently good at innovating and/or adapting while others seem to be blindsided by change? Is it because of their disciplined innovation process or the knowledge and skills of their people? Or is it their determination to build a culture where challenging assumptions is not only encouraged, but expected? The IBM Creative Leadership Study found that leaders who embrace the dynamic tension between creative disruption and operational efficiency can create new models of extraordinary value.
Creative leadership in action enables a wide range of product, process and business model innovations. In this webcast Maria will detail the three imperatives organizations need to accelerate the development of creative capital:
Uncover the key capabilities of the creative organization
Unlock and catalyze the creative capabilities of leaders