Creative influence
When IBM surveyed the world’s CEOs on how to thrive in business, technology, health and every other industry, the results almost unanimously pointed to one determining factor. More than rigor, management, strategy, integrity or even vision, creativity came out as the top skill. Less than half of senior leaders believe their businesses are equipped for an increasingly complex and volatile global economy, and their proposed solution is to bump up the value of imagination. Part of this plan is to set up projects like “skunkworks” — innovation theorist Everett Rogers’ term for a free-association think-tank on company time. The problem is that committees, by their nature, tend to kill ingenuity in favour of what’s comfortable. And what’s comfortable is usually what’s most familiar. In advertising, it’s called “status quo bias,” and brands rely on it to keep their customers coming back for the mediocre.