Abstract
OVERVIEW:Putting into place in a large company the kind of climate that is conducive to creativity requires prolonged effort. Moreover, the tactics will likely differ from company to company. At Hallmark, the leader of the Specialty Creative Division walled it off from the rest of the corporate culture, promoted artists from within to be midlevel managers and “key enablers,” and allocated 30 percent of the division's time and resources to recharging its people's artistic talent. At Hewlett-Packard, the new leader of a creative software venture based his group's climate on three fundamental principles: collaboration, open feedback and flexibility. And the founders of the e-commerce company NetGenesis hired explicitly for creativity, which they then reinforced with a “heroes program” that publicly recognized and rewarded risk takers.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
