Abstract
Orientation: An important evaluation function is to determine whether creative and innovative thinking and problem-solving skills can be developed through training and to assess whether these skills, on their own, are sufficient to ignite innovation in organisations. Research purpose: The evaluation question that the present study aimed to address is whether employees in a corporate context, such as a financial services organisation, can develop creative and innovative thinking and problem-solving skills through an intervention such as a workshop. Motivation for the study: A financial services organisation commissioned the primary author of this article to design a workshop with the intent to develop the creative and innovative thinking and problem-solving skills of their employees in order to ignite innovation and competitiveness. Research design, approach and method: This study employed mainly qualitative research. Utilisation-focused evaluation (UFE) was employed and findings from the literature review, questionnaires, pen-and-paper tests and interviews were used. The unit of analysis was a niche business unit in a South African financial services organisation.Main findings: From this study’s point of view, the most critical finding related to the confirmation that individuals can acquire creative and innovative thinking and problemsolving skills. The acquisition of these skills, however, is not sufficient on its own to establish a culture supportive of creativity and sustainable innovation. Practical/managerial implications: The development of creative and innovative thinking and problem-solving skills of employees is not sufficient on its own to support sustainable innovation. Managers should consciously establish determinants on an organisational as well as an individual level to create an environment supportive of sustainable innovation. Contribution/value-add: The present study indicated how a workshop can assist individuals to develop creative and innovative thinking and problem-solving skills. The acquisition of these skills is not sufficient on its own to ignite sustainable innovation.
Highlights
Problem statementRetailers and unexpected competitors, such as telecommunication role players, have begun to enter the traditional financial services domain
A financial services organisation has realised that they are losing valuable customers and decided that innovative ways of doing business are required to ensure future sustainability. This led to the following questions: Can individuals develop creative and innovative thinking and problem-solving skills by means of a workshop? Can the acquisition of these skills ignite innovation that can ensure the long-term competitiveness of the organisation?
Key focus of the study In this article we examine whether or not employees in a financial services organisation can acquire creative and innovative thinking and problem-solving skills by means of a workshop to ignite innovation
Summary
Problem statementRetailers and unexpected competitors, such as telecommunication role players, have begun to enter the traditional financial services domain. A financial services organisation has realised that they are losing valuable customers and decided that innovative ways of doing business are required to ensure future sustainability This led to the following questions: Can individuals develop creative and innovative thinking and problem-solving skills by means of a workshop? Key focus of the study In this article we examine whether or not employees in a financial services organisation can acquire creative and innovative thinking and problem-solving skills by means of a workshop to ignite innovation. If they can, could the financial services organisation use this strategy to remain competitive?. The focus has shifted towards a more systemic approach, the recurrent emerging trends continuously revert back to the individual as the nucleus from which innovation emanates
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