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Table of Contents

PART I The challenge of changing times 1 The changing business environment Learning objectives Introduction
Context What is change? Understanding the causes of change Socio-cultural forces Economic forces Technological trends Environmental Cause, effect and apprehension Complexity and change Key principles Creating wealth Factors of production Creativity What is creativity? Consequences of the business paradigm shift Types of change Incremental change Transitional change Transformational change Change drivers Practice Business paradigms Marketing and management myopia Least cost production paradigm Marketing paradigm Customer-perceived value paradigm Service dominant logic paradigm Post-capitalist paradigm Action Backwards or forward into the future? The challenge of change Challenges of initiating change Challenges of sustaining momentum Challenges of system-wide thinking Challenge to traditional management Summary Discussion questions Case exercise Nokia 1 Early success in the mobile phone industry References Selected YouTubes 2 Key business decisions Learning objectives Introduction
Context Time frame decisions Information overload Shareholder , finance and government pressure Shortening business life-cycles Feel or process? Key principles Business decision process Rational model Real world complications Contingency approach Concepts of efficiency and effectiveness The S-curve Three strategic approaches Limpet strategy Cautious strategy Innovative strategy Practice Two key questions Concept of customer-perceived value revisited Managing bias Action Making decisions - blending knowledge with experience to achieve know-how Linking creativity, entrepreneurship and innovation Summary Discussion questions Case exercise Tyrell''s - When the chips are down raise a glass! References Selected YouTubes 3 Management revisited Learning objectives Introduction
Horse sense! Context Global business environment Key principles A divertimento Defining management Primary management processes Redefining management action - control or lead? Putting the emphasis on control Putting the emphasis on leadership Management: quo vadis? Practice Essential management skills Managing self and individuals Managing groups Managing an organisation Ethical considerations Broad management styles Organisational development Is there a correct style? Japanese management approach Japanese management culture Japanese management techniques Theory Z Quality of Work life Quality circles Action New skills for a new world Summary Discussion questions Case exercise SASOL References Selected YouTube videos

PART II Innovation from theory to practice 1 Business creativity Learning objectives Introduction
Nasruddin Context What is creativity? Definitions Process Generate ideas Creative people Strive for originality Provide examples of their work Key principles Understanding thinking Physiology of the brain The working brain - a synaptic wonder Practice Contextual factors affecting personal creativity Organisations and creativity Expressing natural skills Action Assessing personal creative potential Personal Creativity Audit Personal creativity in action Work environment and performance Left brain and right brain thinking model Learning skills Introducing the Total Thinking model Perception Half-brained thinkers! Creative thinking applications Summary Discussion questions Exercises Sexism Beijing Express problem References Selected YouTubes Appendices CPS Toolbox notes 5 Applied business creativity Learning objectives Introduction
Context Challenge of change Stimulating creative thinking Creativity and intelligence Key principles The Quick-Fix approach The creative problem solving approach Note-taking skills Memory friendly information Learning skills Picture perspectives Getting to grips with Creative Individual Problem Solving Demonstration exercise: organising a perfect wedding Practice Building an introductory CPS toolkit Action CPS facilitation Individual or personal CPS activity Group CPS activity Organisational CPS activity Summary Discussion questions Case Exercise Toymaker I References Selected YouTubes Appendix CPS toolbox notes 6 Business innovation Learning objectives Introduction
Context Why innovate? What is innovation? Strategic innovation management Key principles Commitment Getting started Innovation champions Levels of innovation Incremental innovation Radical innovation Architectural innovation Technological innovation Sources of ideas Closed sources Open sources The innovation process Phase
1: initial spark of creativity Phase
2: idea evaluation Phase
3: invention Phase
4: external and internal launch Idea selection Idea funnel Stage-gate model Intellectual capital Knowledge and technology transfer Practice Harnessing systems thinking Hard systems approach Soft systems approach Action Private sector Innovation in MNCs Innovation in SMEs Public sector Innovation in NGOs Innovation in charities Innovation in state funded organisations Innovation bottlenecks Lack of ''time to think'' Bureaucracy Structure Poor lateral communication External talent Financial constraints Limiting paradigms Inappropriate mental modes Limitations of traditional teaching and training Summary Discussion questions Case exercise Nokia
II: Out of the ashes of disaster grow the roses of success References Selected YouTubes 7 Organisational culture and climate Learning objectives Introduction
Context Need for group (collective) creativity Key principles Management commitment Management and creativity Management styles Manager''s interests Group behaviour Group participation Loyalty and group participation Working in groups Establishing group beliefs Empowering groups to perform Encouraging group members to interact Attempting to understand interactions Preparing for group activity Leadership role Group rewards Group selection and initial briefing Managing groups Advantages Disadvantages Solo or team run? Belbin''s Team Roles Tuckman model The MBTI inventory/Jung''s personality typologies The KAI inventory Practice Empowering people First task of a CPS facilitator Second task of a CPS facilitator Third task of a CPS facilitator Process role of a CPS facilitator Key process skills Conflict in groups and teams Action Concepts of organisational culture and climate Organisational attitude and commitment Organisational philosophy Organisational climate Key factors for developing a climate that fosters innovation Leading individuals and teams Vertical and lateral