This much I know: 9 leadership lessons from global CEOs
From absorbing stress to finding your authentic voice, nine leaders of global companies share the wisdom that has helped them excel in their roles. ...
Brain Circuits
Innovation: It ain’t what you think – it’s the way that you think it
In this summarized extract from their book The Art of Thinking in a Digital World, Luc de Brabandere , Jonas Leyder, and Lina Benmehreze explain how true creativity begins by looking at the same thing in a different way.
Creativity vs innovation
Innovation (on the right of the diagram) can be defined as the ability to do better, cheaper, more developed, more elegant, or more fashion-forward things – but essentially it’s doing the same thing.
Creativity (on the left) can be defined as the ability to think about something else while changing your perception.
Innovation means continuously improving on things and is derived from a strategy that doesn’t change. Strategy 1 spurs the first burst of innovation – but a wave of innovation cannot go on indefinitely, precisely because the strategy doesn’t change (you cannot endlessly add new colors to a pen or different flavors to a cappuccino).
The creative jump
This is when the creative jump must happen. It’s induced by a different perception of things. Strategy 2 is new and sets off a new wave of innovations that could not have been derived from the initial strategy (even if the change in perception can be brought about by one of the original innovations).
S2 doesn’t change anything, yet it changes everything. The objects before you remain the same, but they’re perceived and categorized differently – and this change in perception leads to a new strategy that offers a means to develop fresh innovations.
Innovation is possible without creativity and vice versa, but creativity is the only way to boost innovation – and the ultimate responsibility of a CEO is to articulate the back-and-forth between the two.
Key learning
No strategic vision is eternal. Under the pressure of megatrends, competition, customers, or regulations of all kinds, one day S1 will give way to S2 – and it’s in your interest as a leader to have chosen that S2 yourself, rather than having it imposed by an external element.
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